Dimensions of and approaches to managing the product development process According to authors of research papers that argue the design process significantly influences the quality of product performance, the design process consists of multiple intertwined factors: organisation-wide, product introduction process, design process, and individual-level (Browning, 1998). Accordingly, in the current customer-driven and demand-pull era, the first of these, organisation-wide factors, requires that the organisation needs to be managed strategically in terms of product portfolio management such that product development meets customer needs while at the same time coping with manufacturing constraints. Second, at the product introduction process level, all product development efforts should be integrated. Third, at the design process level, the designer should understand customer needs and market trends and translate them into a physical form that conforms to the company’s perceived brand image (Cohen et al., 1996; Bayus, 1997; Erhun, 2007). Consequently, the product development activities and strategies should satisfy customer needs and expectations. Lastly, individuals should be supervised and inspired, effectively creating a paradigm shift in which managers become facilitators, and the mindsets of individuals are changed and integrated gradually. This view identified the importance of the design process to the quality of product performance but did not explore details of the relevant design activities and strategies.