A RESEARCH ON FIRMS APPLYING PROACTIVE APPROACH
Transkript
A RESEARCH ON FIRMS APPLYING PROACTIVE APPROACH
A RESEARCH ON FIRMS APPLYING PROACTIVE APPROACH BASED ON VARIOUS VARIABLES Assoc. Prof. Dr. IŞIL PEKDEMİR Assoc. Prof. Dr. HURIYE ÇATALCA R. Assist. C. CÜNEYT ARSLANTAŞ R. Assist. AYKUT BERBER İstanbul Üniversitesi İşletme Fakültesi İşletme Yönetimi ve Organizasyon Anabilim Dalı 34850 Avcılar – İstanbul Tel.: (212) 590 14 27-36 Fax: (212) 590 40 00 e-mail: pekdemir@istanbul.edu.tr Key Words: Proactive approach, product development process, customer satisfaction, employee satisfaction, costs, production. ABSTRACT Gathering the customer requirements and needs in the preliminary stages of the product development process, the proactive approach enables the organizations with advantages of cost and time, which are the two key factors of competitiveness in the global market. Along with the proactive approach, it is obvious that customers and employees are satisfied at the highest level, product development process becomes more rapid than before, costs are reduced, and problems, which arise within the process before the production stage as well as during the product development process, are eliminated. In this study, the above mentioned facts are regarded as the variables that comprise the organization’s proactive point of view. This study aims to determine whether the firms use the proactive approach and the correlation among the variables. A survey was conducted to product managers in the small and medium sized firms having more than 250 employees listed by “Ekonomist (December 1998)”, a Turkish magazine of economy. Data received from the survey are processed through the SPSS for MS Windows 8.0, and correlation and regression analyses are conducted in order to verify the correlation among the variables prior to definitive and explanatory statistical analysis. 1. CONDUCTING PRODUCT DEVELOPMENT THROUGH PROACTIVE APPROACH Working on quality improvement and preventing problems before the product is developed and manufactured are two of the most vital functions in today’s organizations. Therefore, eliminating the problems, regarding the identification of customer requirements before the product development process initiates, can be referred to as a great advantage. 135 Globalization brings to today’s organizations the intention in order to develop new products with frequent changes as they are expected to produce goods or services that reflect the rapidly changing tastes of the customers. Proactive approach helps organizations identify the customer requirements and needs as the initial step of the product development process. The term can be thoroughly defined as, “to conduct the necessary adjustments and changes on the product through the customer’s requirements and needs and therefore to take the respective details into consideration at the very beginning of the process”1. This actually refers to the penetration of the customer requirements and needs into the output of the process (product) at the maximum level2. Furthermore, the consideration of the customer requirements and needs as the initial input of the product development process provides the organization with the advantage of reducing time and activities3. The approbation of the proactive approach in the organizations faces with certain advantages as; customer satisfaction at the maximum level, rapidly conducted product development activities, growing level of employee satisfaction, cost reduction and fewer problems before production and in the product development process4. 2. PURPOSE OF THE RESEARCH This study is based on two major purposes. First, it aims to find out the average values of certain variables; proactive approach approbation in the product development process, customer satisfaction, existing/new product development process, employee satisfaction, costs, problems arising before production, problems arising within the product development process. Then, it is aimed to determine whether interactions exist among these variables and to identify the directions and the strengths of these interactions. The study was conducted on the manufacturing firms, which are categorized within the small, and medium sized firms having more than 250 employees. Sub-purposes along with the above aims are to precise whether there exists an interaction among the; ! proactive approach approbation variable and customer satisfaction, existing/new product development process, employee satisfaction, costs, problems arising before production, problems arising within the product development process variables, ! customer satisfaction variable and other variables respectively, ! employee satisfaction variable and other variables respectively, ! costs variable and other variables respectively, ! problems arising before production variable and other variables respectively, ! problems arising within the product development process variable and other variables respectively, and to identify their directions and strengths. 1 Developed from: Ronald G. Day, Kalite Fonksiyon Yayılımı, çev.:Enternasyonel Tercüme Hizmetleri Ltd. Şti., Istanbul: Marshall A.Ş., 1998, p. 6-9 2 “Quality Function Deployment”, http:/www.qualityi2.com/qi2_qfd.htm., November 1998. 3 Aykut Berber, “Quality Function Deployment and Impacts of the Organizational Issues on Basic Prerequisites for Its Implementation”, İ. Ü. İşletme Fak. İşletme İkt. Enstitüsü: Yönetim Dergisi, Yıl: 10, Sayı: 34, 1999, p. 41-44. 4 Developed from: Aykut Berber, “İş Süreçlerinin Proaktif Yaklaşımla Yeniden Tasarlanması ve Yapılandırılmasına İlişkin Bir Model Çalışması ve Analizi”, İ. Ü. İşletme Fakültesi Y. L. Tezi, (MS) 1998, p. 131-133 136 The second purpose is to find out how customer satisfaction, existing/new product development process, employee satisfaction, costs, problems arising before production, problems arising within the product development process variables affect the proactive approach approbation variable in the above defined manufacturing firms. 3. HYPOTHESES 1. H1: The approbation for the proactive approach in the product development process increases customer satisfaction. 2. H1: The approbation for the proactive approach in the product development process improves existing/new product development processes. 3. H1: The approbation for the proactive approach in the product development process increases employee satisfaction. 4. H1: There is a relationship among proactive approach approbation and costs in the product development process. 5. H1: The approbation for the proactive approach in the product development process decreases problems arising before production. 6. H1: There is a relationship between proactive approach approbation and the problems that arise within the product development process 7. H1: Once the existing/new product development process is improved, the customer satisfaction increases. 8. H1: Once the employee satisfaction increased, the customer satisfaction also increases. 9. H1: Once the existing/new product development process is improved, the employee satisfaction increases. 10. H1: The employee satisfaction increases whereas the problems arising before production decrease. 11. H1: The employee satisfaction increases whereas the problems arising within the product development process decrease. 12. H1: Once the problems arising within the product development process decreased, problems arising before production also decrease. 4. VARIABLES, DIMENSIONS AND THE SCALE USED In our research, data are gathered through 7 variables, which consist of various dimensions. Based on Likert-type of scale of 1 through 5, expressions regarding each variable are determined as “strongly agree”, “agree”, “uncertain”, “disagree”, and “strongly disagree”. 137 Variables and their respective dimensions are as follows1: ! Proactive approach: Product design and development process, reflecting the voice of the customer, existing products, possible competitive products, and interdepartmental collaboration. ! Customer satisfaction: Sufficiency of capacity, communication between the employees and the customers, the technical applicability of customer expectations, determining the customer requirements and expectations, transformation of expectations into design, evaluation of customer complaints, after-sale services, product quality. ! Existing and new product development process: Product development activities, factors of the product development process, product development / new product design, permanent communication with customers, permanent demand analysis. ! Employee satisfaction: Motivation, participation, training activities, information supply, absenteeism, and turnover. ! Costs: Costs covering the workforce, raw material, design, marketing, energy, service, unsold products. ! Problems arising before production: Incorrect data, raw material problems, product design problems, insufficient estimation of customer expectations, inefficient use of modern management tools and techniques. ! Problems arising within the product development process: Personnel requirement more than expected, problems related to design activities, insufficient reflection of customer expectations on the product. 5. EXTENT, LIMITATIONS AND METHODOLOGY OF THE RESEARCH The study was conducted by a survey instrument on manufacturing firms with a total employees number more than 250, and the names of the respondent firms were supplied from a booklet called “7000 Small and Medium Sized Firms of Turkey” published by the Turkish periodical issue of economy; Ekonomist on December 20, 1998. The survey was mailed to 463 firms throughout Turkey in a single mailing. A total of 95 responses were returned and 34 copies were returned due to address changes. Yielding a response rate of 21%, 90 of 95 responses were considered to be valid and 5 responses were left out of evaluation for various reasons. 6. STATISTICAL TECHNIQUES USED IN THE RESEARCH To insure the reliability of the survey instrument, the most popular reliability analysis; Alpha Model2 was conducted and the alpha values that are the reliability coefficient were calculated. The overall reliability of the survey measured as Cronbach’s alpha is .9514 and the standardized Cronbach’s alpha is .9602. As the alpha values that demonstrate the reliability coefficient are quite close to 1, the survey instrument is considered to be a reliable one. 1 Berber, “Quality Function Deployment and Impacts of the Organizational Issues on Basic Prerequisites for Its Implementation”, p: 41-44; Berber, “İş Süreçlerinin Proaktif Yaklaşımla Yeniden Tasarlanması ve Yapılandırılmasına İlişkin Bir Model Çalışması ve Analizi” p: 131-133 and Ronald G. Day, Kalite Fonksiyon Yayılımı, çev.:Enternasyonel Tercüme Hizmetleri Ltd. Şti., Istanbul: Marshall A. Ş., 1998, p. 6-9. 2 Ümit Fırat, Marmara Üniversitesi Sosyal Bilim Öğrencilerinin Fakülte ve Bölümler Bazında Farklılıklarının Çok Değişkenli İstatistik Teknikler İle Analizi, İstanbul: Marmara Üniversitesi Yayını, 1996, p: 33 138 The data gathered by the research were processed through “SPSS for MS Windows 8.0”. At the first stage the descriptive measures of the central tendency and variability were calculated. “Correlation analysis technique” was used to analyze the relations among variables of the research1. As n>30, “z-test” was applied to determine the level of significance of the relations expressed by the calculated correlation coefficients2. “Regression analysis” was conducted to measure the effect of the independent variables on the dependent variable3. To insure the significance of the calculated regression coefficients, F-tests conducted with Anova tables were used4. The value of p was referred to as 5%. 7. AVERAGE VALUES FOR THE VARIABLES Exhibit-1. Descriptive Measures for the Variables Proactive Approach Customer Satisfaction Existing/New Product Development Process Employee Satisfaction Costs Problems Arising Before Production Problems Arising within the Product Development Process Valid N (listwise) N Minimum Maximum Mean Std. Deviation 90 2.00 5.00 4.3111 .6811 90 2.00 5.00 4.3222 .6675 90 2.00 5.00 4.3778 .7581 90 90 90 90 2.00 2.00 2.00 1.00 5.00 5.00 5.00 5.00 4.2333 3.5222 3.3222 3.9222 .7503 .6742 .9460 .8510 90 7.1 PROACTIVE APPROACH APPROBATION Within our search, it is accepted that the manufacturing firms with values of 4 or more according to Likert scale demonstrate an approbation of the proactive approach in their product development processes5. As seen in Exhibit 1, the average value for the proactive approach variable is 4.3. This figure is just over the limit value for the approbation of the proactive approach that we have already accepted. Therefore, this outcome figures out that the manufacturing firms incorporated our research demonstrate the proactive approach in the improvement of the product design and development process, customer orientation, interdepartmental collaboration in product developing and other similar activities at a specific level. 1 Richard I. Levin and David S. Rubin, Statistics for Management, New Jersey: Prentice Hall, Seventh Edition, 1998, p: 677. 2 Neyran Orhunbilge, Uygulamalı Regresyon ve Korelasyon Analizi, İstanbul: Avcıol Basım Yayın, 1996, p:29 3 Nicholas R. Farnum and LaVerne W. Stanton, Quantitative Forecasting Methods, Boston: PWS-Kent Publishing Company, 1989, p: 249. 4 John Neter, William Wasserman and Michael H. Kunter, Applied Linear Statistical Models, Irwin Inc., 1990, p: 271-287. 5 In our study, it is accepted that the firms that have scored 4 or more according to the Likert-type of scale of 1 through 5 have an approbation of the proactive approach. This is due to our expectation that the respondents score the expressions in the survey through 5 in order to be accepted as proactive approach users. 139 7.2 CUSTOMER SATISFACTION The average value for the above mentioned firms is 4.3 (Exhibit 1). This figure is quite over 3, which is the median value of the Likert-type of scale of 1 through 5. Therefore, this implies that the firms satisfy their customers at a very high level for the sufficiency of their capacities, their customer-employee communications, the appropriate evaluation of their customer’s expectations, the product quality, and the after-sale services they offer. 7.3 EXISTING/NEW PRODUCT DEVELOPMENT PROCESS As seen in Exhibit 3, the average value regarding this variable is 4.4. This figure is quite over the median value which is 3. This allows us refer to the firms incorporated our research as the ones that take their product development activities and the factors of the product development process into strict consideration, develop products/design new products, and keep in contact continuously with their customers and the employees. 7.4 EMPLOYEE SATISFACTION The average value for this variable is 4.2 (Exhibit 1). This figure is quite over 3, the median value of the scale of 1 through 5. Therefore, the employees of the firms can get the benefits of well training, are motivated, can participate in decision making processes, are well-informed, and the employee absenteeism and turnover levels are low. 7.5 COSTS Exhibit 1 shows that the average value for the costs variable is 3.5 which remains just over the median value of 3. This figures out that the level of the costs for the workforce, raw material, design, marketing, energy, service and unsold products is moderate. 7.6 PROBLEMS ARISING BEFORE PRODUCTION The calculated average value for this variable is 3.5 as seen in Exhibit 1. This figure, which remains close to the median value of 3, implies that the incorporated firms are subject to problems in getting the appropriate data, in predicting the customer expectations sufficiently and appropriately, in getting benefits of modern management tools and techniques, for raw materials and product design at a moderate level. 7.7 PROBLEMS ARISING WITHIN THE PRODUCT DEVELOPMENT PROCESS The average value for this variable is calculated 3.9 (Exhibit 1). This value is over the median value of 3. Therefore, firms that are included in the research require personnel more than expected, face some problems concerning design activities, and have certain problems in reflecting customer expectations on the product sufficiently. 140 Exhibit-2. Correlation Analysis Among Variables (n=90) Proactive Approach Customer Satisfaction Existing/New Product Development Process Employee Satisfaction Costs Problems Arising Before Production Problems Arising within the Product Development Process .6672 p=.000 .6842 p=.000 .5822 p=.000 .4253 p=.000 .000 p=.499 .1784 p=.047 Customer Existing/New Employee Satisfaction Satisfaction Product Development Process .5782 p=.000 .4542 p=.000 .4962 p=.000 -.042 p=.348 .064 p=.273 .5742 p=.000 .4012 p=.000 -.078 p=.234 .098 p=.178 .4892 p=.000 .035 p=.370 .117 p=.137 Costs -.161 p=.065 .130 p=.110 Problems Arising Before Production .1991 p=.030 1 Correlation is significant at the 5% level (1-tailed) Correlation is significant at the 1% level (1-tailed) 3 Correlation is significant at the 1% level (2-tailed) 4 Correlation is significant at the 5% level (2-tailed) 2 8. RELATIONSHIP BETWEEN VARIABLES Following our correlation analysis in order to examine the relationships among applying proactive approach in the product development process, customer satisfaction, existing/new product development process, employee satisfaction, costs, problems arising before production, problems arising within the product development process variables, below findings were supplied: ! Positive and significant relationship between applying proactive approach and customer satisfaction was found at a moderate level (r=.68, p=.00, at the .01 level). Thus, the first hypothesis was accepted. Manufacturing firms comprised within our research that applied proactive approach in the product development process increased their customer satisfaction moderately. ! Positive and significant relationship between applying proactive approach and existing/new product development process was found at a moderate level (r=.68, p=.00, at the .01 level). Thus, the second hypothesis was accepted so we can say that manufacturing firms that applied proactive approach in the product development process improved their existing/new product development process moderately. ! Positive and significant relationship between applying proactive approach and employee satisfaction was found at a moderate level (r=.58, p=.00, at the .01 level). According to this, the third hypothesis was also accepted. This refers to the fact that the firms that applied proactive approach in the product development process increased employee satisfaction moderately. ! A significant relationship between applying proactive approach and cost was found (r=.43, p=.00, at the .01 level). Thus, the fourth hypothesis was accepted. This relationship is weak, but positive. ! No relationship between applying proactive approach and problems arising before the production was found (r=.00, p=.50). Therefore, the fifth hypothesis was rejected. 141 ! Significant relationship between applying proactive approach and problems arising within the product development was found (r=.18, p=.047, at the .05 level). Therefore, the sixth hypothesis was accepted. This relationship is weak, but positive. ! Positive and significant relationship between existing/new product development and customer satisfaction was found at a moderate level (r=.58, p=.00, at the .01 level). Thus, the seventh hypothesis was accepted. Once the existing/new product development is improved, the customer satisfaction increases moderately. ! Positive and significant relationship between employee satisfaction and customer satisfaction was found at a moderate level (r=.45, p=.00, at the .01 level). Thus, the eighth hypothesis was accepted. Once the employees are satisfied, the customer satisfaction increases moderately. ! Positive, significant relationship between existing/new product development process and employee satisfaction was found at a moderate level (r=.57, p=.00, at the .01 level). Thus, the ninth hypothesis was accepted. Once the existing/new product development process is improved, the employee satisfaction increases moderately. ! No significant relationship between problems arising before production and employee satisfaction was found (r=.04, p=.37, at the .05 level). The tenth hypothesis was rejected. ! No significant relationship among problems arising within the product development process and employee satisfaction was found (r=.12, p=.14). The eleventh hypothesis was also rejected. ! Positive and significant relationship between problems arising within the product development process and problems arising before production was found at a low level (r=.20, p=.03, at the .01 level). The twelfth hypothesis was, therefore, accepted. This refers to a slight decrease in the fact of problems that arise before production while the arise in problems in the product development process decrease. ! Positive and significant relationship between the costs and customer satisfaction was found at a moderate level (r=.50, p=.00, at the .01 level). ! Positive and significant relationship between the existing/new product development process and costs was found at a moderate level (r=.40, p=.00, at the .01 level) ! There has been found a positive and significant relationship among costs and employee satisfaction at a moderate level (r=.49, p=.00, at the .01 level). Exhibit-3. Regression Analysis (n=90, p=.05) Model R R Square 1 2 3 4 .786a .786b .786c .780d .618 .618 .617 .608 a) Predictors: (Constant), D7, D2, D6, D4, D5, D3 b) Predictors: (Constant), D7, D2, D6, D4, D3 c) Predictors: (Constant), D7, D2, D4, D3 d) Predictors: (Constant), D2, D4, D3 e) Dependent Variable: D1 142 Adjusted R Square .590 .595 .599 .595 Std. Error of the Estimate .4361 .4336 .4311 .4337 Exhibit-4. ANOVA: Variance Analysis and F-tests Model 1 2 3 4 Regression Residual Total Regression Residual Total Regression Residual Total Regression Residual Total Sum of Square 25.501 15.788 41.289 25.499 15.790 41.289 25.489 15.800 41.289 25.111 16.178 41.289 Df 6 83 89 5 84 89 4 85 89 3 86 89 Mean Square 4.250 0.190 F Sig. 22.344 .000a 5.100 0.188 27.130 .000b 6.372 0.186 34.281 .000c 8.370 0.188 44.497 .000d 9. EFFECT OF INDEPENDENT VARIABLES ON THE DEPENDENT VARIABLE: STEPWISE REGRESSION ANALYSIS RESULTS As seen in Exhibit 3, once the proactive approach is referred to as the dependent variable while others (proactive approach approbation, customer satisfaction, existing/new product development process, employee satisfaction, costs, problems arising before production, and problems arising within the product development process) are considered to be independent, there exists a great effect of independent variables on the dependent variable (r21.234567=.79). In order to insure that this relation is significant, F-tests were applied by using the Anova table seen in Exhibit 4 and the result appeared to be significant at the 5% level. Once the approbation of proactive approach variable was taken as dependent whereas others with the exception of costs variable are referred to as independent; it was found that the variables of customer satisfaction, existing/new product development process, employee satisfaction, problems arising before production, and problems arising within the product development process have great effect on the variable of proactive approach approbation (r21.23467=.79). The Anova table in Exhibit 4 insures that this result is significant at the 5% level (p=.00). This monitors that the costs have no effect on the dependent variable. Once the approbation of proactive approach variable was taken as dependent whereas others excluding; costs and problems arising before production variables, are referred to as independent; it was found that the variables of customer satisfaction, existing/new product development process, employee satisfaction, and problems arising within the product development process have great effect on the variable of proactive approach approbation (r21.2347=.79). The significance of this result at 5% level is also insured by the Anova table in Exhibit 4 (p=.00). Therefore, it is obvious that there exists no effect of costs and problems arising before production variables on the dependent variable. Once the approbation of proactive approach variable was taken as dependent whereas others excluding; costs, problems arising before production variables, and problems arising within the product development process, were regarded as independent; great effect of the variables of customer satisfaction, existing/new product development process, and employee satisfaction on the variable of proactive approach approbation was found (r21.234=.78). In order to confirm that this effect is significant at the 5% level, we can refer to the Anova table in 143 Exhibit 4 and insure that it really is (p=.00). In this case, the variable of problems arising within the product development process have some effect on the dependent variable at a very slight level (1%). Briefly, based on the multi-regression analysis, it was obviously found that the independent variables of costs and problems arising before production have no effect while there appeared an indication of a weak effect of the independent variable of problems arising within the product development process on the dependent variable of proactive approach approbation. Furthermore, great effect (79%) of the independent variables of customer satisfaction, existing/new product development process, and employee satisfaction on the dependent variable of proactive approach approbation was found. 10. CONCLUSION Results that are found through this study are as follows: Depending on the results of the correlation analysis, in which the bivariate relationships between the variables are measured, no significant relation between the variable of proactive approach approbation and the variable of problems arising before production was found, while there appeared to be a significant but weak relation between the variable of proactive approach approbation and the variable of costs as well as the variable of problems arising within the product development process. Therefore, the results supplied by the regression analysis is strongly supported. The results supplied by the correlation analysis and regression analysis in our study are strongly supported by the discriminant analysis results of our former study; “Ürün Geliştirme Sürecinde Proaktif Yaklaşımı Benimseyen İşletmeler ile Reaktif Yaklaşımı Benimseyen İşletmelerin Çeşitli Değişkenler Açısından İncelenmesi” (studied with the same data)1, presented at the 8th Management Congress. Taking the correlation analysis results into consideration; moderate and significant relations were found among the variable of proactive approach approbation in the product development process and the variables of customer satisfaction, existing/new product development process, and employee satisfaction respectively. No significant relation was found among the variable of proactive approach approbation and the variable of problems arising before production while a weak relation was determined among the variable proactive approach approbation and the variable of costs as well as the variable of problems arising within the product development process. When the regression analysis results were taken into consideration; it was found that the independent variables of customer satisfaction, existing/new product development process, and employee satisfaction have respectively great effect on the dependent variable of proactive approach approbation. It was also found that the independent variable of problems arising within the product development process had a very little effect, while the rest of the independent variables; costs and problems arising before production had surprisingly no effect on the dependent variable of proactive approach approbation. As seen in brief summary of the findings above, there exists a supportive interrelation among the correlation and regression analysis results and discriminative analysis results. 1 Işıl Pekdemir, Huriye Çatalca, Cüneyt Arslantaş, Aykut Berber, “Ürün Geliştirme Sürecinde Proaktif Yaklaşımı Benimseyen İşletmeler ile Reaktif Yaklaşımı Benimseyen İşletmelerin Çeşitli Değişkenler Açısından İncelenmesi”, 8th Management Congress, Nevşehir, May 2000. 144 REFERENCES [1] Berber, Aykut, “İş Süreçlerinin Proaktif Yaklaşımla Yeniden Tasarlanması ve Yapılandırılmasına İlişkin Bir Model Çalışması ve Analizi”, İ. Ü. İşletme Fakültesi Y. L. Tezi, (MS) 1998. [2] Berber, Aykut, “Quality Function Deployment and Impacts of the Organizational Issues on Basic Prerequisites for Its Implementation”, İ. Ü. İşletme Fak. İşletme İkt. Enstitüsü: Yönetim Dergisi, Yıl: 10, Sayı: 34, 1999. [3] Day, Ronald G., Kalite Fonksiyon Yayılımı, çev.:Enternasyonel Tercüme Hizmetleri Ltd. Şti., Istanbul: Marshall A. Ş., 1998. [4] Farnum, Nicholas R. and LaVerne W. Stanton, Quantitative Forecasting Methods, Boston: PWS-Kent Publishing Company, 1989. [5] Fırat, Ümit, Marmara Üniversitesi Sosyal Bilim Öğrencilerinin Fakülte ve Bölümler Bazında Farklılıklarının Çok Değişkenli İstatistik Teknikler İle Analizi, İstanbul: Marmara Üniversitesi Yayını, 1996. [6] Levin, Richard I. and David S. Rubin, Statistics for Management, New Jersey: Prentice Hall, Seventh Edition, 1998. [7] Neter, John, William Wasserman and Michael H. Kunter, Applied Linear Statistical Models, Irwin Inc., 1990. [8] Orhunbilge, Neyran, Uygulamalı Regresyon ve Korelasyon Analizi, İstanbul: Avcıol Basım Yayın, 1996. [9] Pekdemir, Işıl, Huriye Çatalca, Cüneyt Arslantaş, and Aykut Berber, “Ürün Geliştirme Sürecinde Proaktif Yaklaşımı Benimseyen İşletmeler ile Reaktif Yaklaşımı Benimseyen İşletmelerin Çeşitli Değişkenler Açısından İncelenmesi”, 8th Management Congress, Nevşehir, May 2000. [10] “Quality Function Deployment”, http:/www.qualityi2.com/qi2_qfd.htm, November 1998. 145