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E-raamat: Managing Technology and Product Development Programmes - A Framework for Success: A Framework for Success [Wiley Online]

  • Formaat: 296 pages
  • Ilmumisaeg: 22-Feb-2019
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119517281
  • ISBN-13: 9781119517283
Teised raamatud teemal:
  • Wiley Online
  • Hind: 133,17 €*
  • * hind, mis tagab piiramatu üheaegsete kasutajate arvuga ligipääsu piiramatuks ajaks
Managing Technology and Product Development Programmes - A Framework for Success: A Framework for SuccessSuurem pilt
  • Formaat: 296 pages
  • Ilmumisaeg: 22-Feb-2019
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119517281
  • ISBN-13: 9781119517283
Teised raamatud teemal:
Wiley Online e-raamatudRohkem infot Wiley Online kohta
Raamatu kodulehekülg: https://onlinelibrary.wiley.com/doi/book/10.1002/9781119517283

An authoritative guide to new product development for early career engineers and engineering students

Managing Technology and Product Development Programmes provides a clear framework and essential guide for understanding how research ideas and new technologies are developed into reliable products which can sold successfully in the private or business marketplace. Drawing on the author’s practical experience in a variety of engineering industries, this important book fills a gap in the product development literature. It links back into the engineering processes that drives the actual creation of products and represents the practical realisation of innovation.

Comprehensive in scope, the book reviews all elements of new product development. The topics discussed range from the economics of new product development, the quality processes, prototype development, manufacturing processes, determining customer needs, value proposition and testing. Whilst the book is designed with an emphasis on engineered products, the principles can be applied to other fields as well. This important resource: 

  • Takes a holistic approach to new product development
  • Links technology and product development to business needs
  • Structures technology and product development from the basic idea to the completed off-the-shelf product
  • Explores the broad range of skills and the technical expertise needed when developing new products
  • Details the various levels of new technologies and products and how to track where they are in the development cycle

Written for engineers and students in engineering, as well as a more experienced audience, and for those funding technology development, Managing Technology and Product Development Programmes offers a thorough understanding of the skills and information engineers need in order to successfully convert ideas and technologies into products that are fit for the marketplace. 

1 Introduction
1(12)
1.1 Why Write This Book?
1(2)
1.2 Importance of the Product Development Process
3(1)
1.3 Perspective of This Book
3(1)
1.4 Intended Readership
4(1)
1.5 Science, Technology, Innovation, Engineering, and Product Development
4(3)
1.6 The Changing Nature of Engineering S
1.7 The Fourth Industrial Revolution
7(1)
1.8 Scope of This Book
7(1)
1.9 Structure of This Book
8(2)
1.10 Reading Sequence
10(1)
References
10(3)
2 Engineering as a Process
13(22)
2.1 Background
13(1)
2.2 The Basic Components of the Process
13(2)
2.3 Expenditure on Research and Development
15(2)
2.4 Economic Returns from R&D Work
17(1)
2.5 Science as the Precursor of Technology
18(1)
2.6 Iteration as the Heart of the Process
19(1)
2.7 Impact of Low-Cost Computing
20(1)
2.8 A Nonlinear Process?
20(1)
2.9 Multiple, Parallel Activities
21(1)
2.10 Right First Time versus Iteration
22(1)
2.11 Lean Thinking Approach
22(1)
2.12 Cost of Problem Resolution
23(1)
2.13 Risk versus Time
24(2)
2.14 Creativity versus Risk Management
26(2)
2.15 Early Detection of Problems
28(1)
2.16 Management of Change
28(1)
2.17 Management of Learning
29(1)
2.18 Governance of the Process
30(1)
2.19 Formal Quality Management Systems
30(1)
2.20 Concluding Points
31(1)
References
32(3)
3 Evaluating the Maturity of Developing Technology
35(22)
3.1 Background
35(1)
3.2 Origins of Technology Readiness Measurement
36(1)
3.3 Purpose of Technology Maturity Assessment
37(1)
3.4 Users of Technology Maturity Assessment
37(1)
3.5 What Is Technology Maturity?
38(1)
3.6 Technology Readiness Level (TRL) Structure
38(2)
3.7 Phases of Technology Readiness
40(2)
3.8 The `Valley of Death'
42(1)
3.9 Manufacturing Readiness Level (MRL) Structure
43(1)
3.10 Progressing through the Scales - Some Practical Points
43(5)
3.11 International Standards
48(1)
3.12 Assessment of TRL and MRL Levels
49(3)
3.13 Synchronising Technology and Manufacturing Maturity
52(1)
3.14 Limitations of Technology Maturity Assessment
53(1)
3.15 Concluding Points
54(1)
References
54(3)
4 Aligning Technology Development with Business and Manufacturing Strategy
57(16)
4.1 Introduction
57(1)
4.2 Business Context
57(2)
4.3 Basis of Competition
59(1)
4.4 The Value Proposition
60(2)
4.5 Industry Structure
62(1)
4.6 Routes to Commercialisation
63(2)
4.7 Satisfying a Range of Customers
65(1)
4.8 Linking to Manufacturing Strategy
66(1)
4.9 Core Principles of Managing the Interface
66(1)
4.10 Design for Manufacture Methodologies
67(2)
4.11 Design for New Methods and Materials
69(1)
4.12 Design for Connectivity - Internet of Things
70(1)
4.13 Design for Environmental Considerations
70(1)
4.14 Concluding Points
71(1)
References
72(1)
5 Planning and Managing the Work
73(22)
5.1 Introduction
73(1)
5.2 The Basics
74(1)
5.3 Different Approaches
75(1)
5.4 Different Forms of Project
75(1)
5.5 The Project Mandate or Charter
76(1)
5.6 Project Description
77(1)
5.7 Timing Charts
78(2)
5.8 Milestone Charts
80(2)
5.9 Risk Management
82(2)
5.10 Resource Planning
84(2)
5.11 Project Contingency
86(1)
5.12 Organising for Projects
87(2)
5.13 Monitoring Small Projects or Subprojects
89(1)
5.14 Approval and Formal Monitoring of Large Projects
90(3)
5.15 Project Management versus Technology Maturity Assessment
93(1)
5.16 Concluding Points
93(1)
References
93(2)
6 Developing the Concept
95(22)
6.1 Introduction
95(1)
6.2 Key Elements of the Process
96(2)
6.3 Technology Roadmapping
98(1)
6.4 Open Innovation
99(1)
6.5 Concept Development
100(2)
6.6 Industrial Design
102(1)
6.7 Key Success Factors
102(1)
6.8 Identifying and Meeting Customer Needs
103(1)
6.9 Customer Data Gathering
104(2)
6.10 Who Is the Customer?
106(1)
6.11 Linking Detailed Design to Customer Needs
106(3)
6.12 Ensuring a Robust Design - Taguchi Methods
109(2)
6.13 Technology and Manufacturing Development at the Concept Stage
111(1)
6.14 Economic Evaluation
112(1)
6.15 Protecting Intellectual Property
112(2)
6.16 Funding of Early-Stage Work
114(1)
6.17 Concluding Points
114(1)
References
114(3)
7 Identifying and Managing Engineering Risks
117(20)
7.1 Introduction
117(1)
7.2 Identification of Risks
118(1)
7.3 Risk-Based Approach
119(2)
7.4 Sources of Engineering Risk
121(1)
7.5 Qualitative Risk Assessment Methodologies
122(2)
7.6 Fault Tree Analysis
124(2)
7.7 Hazard and Operability Reviews - HAZOP
126(2)
7.8 Quantitative Risk Assessment
128(1)
7.9 Functional Safety
128(2)
7.10 As Low as Reasonably Practicable
130(2)
7.11 Safety Cases
132(1)
7.12 Stretching the Boundaries
132(2)
7.13 Concluding Points
134(1)
References
135(2)
8 Validation by Modelling and Physical Testing
137(620)
8.1 Introduction
137(1)
8.2 Purpose of Development and Validation Work
138(1)
8.3 Methods
139(1)
8.4 Validation and Test Programmes
139(1)
8.5 Engineering Calculation
140(1)
8.6 Modelling and Simulation
141(2)
8.7 Physical Testing
143(3)
8.8 Prototypes Not Possible?
146(1)
8.9 Physical Test and Laboratory Support Facilities
147(1)
8.10 Correlation of Modelling and Testing
148(1)
8.11 Assessment of Serviceability
148(1)
8.12 Software Development and Validation
149(1)
8.13 Reliability Testing
150(2)
8.14 Corrective Action Management
152(1)
8.15 Financial Validation
153(1)
8.16 Concluding Points
154(2)
References
156(1)
9 Engineering Delivery
157(1)
9.1 Introduction
157(1)
9.2 Forms of Information Output
158(1)
9.3 Connected Products-Internet of Things
159(1)
9.4 Detailed Design
159(2)
9.5 Handling the Interfaces
161(1)
9.6 Cost of Delayed Programmes
162(1)
9.7 Planning and Decision-Making
162(2)
9.8 Specialised Resources
164(1)
9.9 Flow of Information
165(1)
9.10 The Importance of Good Systems
166(1)
9.11 The Role of Standards and Design Codes
166(1)
9.12 Tracking Product Cost and Investment
167(1)
9.13 Knowing When to Stop
168(1)
9.14 Signing Off the Product
169(1)
9.15 Examples of Good and Bad Practice
169(2)
9.16 Concluding Points
171(1)
References
172(1)
10 Funding the Programme
173(12)
10.1 Introduction
173(1)
10.2 Internal Funding
174(1)
10.3 Friends and Family Funding
175(1)
10.4 Angel Investors
176(1)
10.5 Venture Capital Funding
177(1)
10.6 Private Equity Funding
177(1)
10.7 Equity Crowd-Funding
178(1)
10.8 Bank Lending
178(1)
10.9 Peer-to-Peer (P2P) Lending
179(1)
10.10 Public Funding of Early-Stage Work
179(2)
10.11 Public Development Facilities
181(1)
10.12 Business Plans
182(1)
10.13 Concluding Points
182(1)
References
183(2)
11 Running Teams and Working with Partners
185(16)
11.1 Introduction
185(1)
11.2 Working Collaboratively
186(1)
11.3 Team Composition
187(1)
11.4 Team Development
188(1)
11.5 Working with Partners
189(2)
11.6 Working Internationally
191(1)
11.7 Working Virtually
192(1)
11.8 Leadership of Technology and Product Development Projects
193(1)
11.9 Personality Traits
194(2)
11.10 Selecting People
196(2)
11.11 Developing People
198(1)
11.12 Concluding Points
199(1)
References
200(1)
12 Decision-Making and Problem Solving
201(18)
12.1 Introduction
201(1)
12.2 Decisions to be Taken
202(1)
12.3 Critical Thinking
202(1)
12.4 System 1 and System 2 Thinking
203(1)
12.5 Human Barriers to Decision-Making
204(1)
12.6 East versus West
205(2)
12.7 Statistical Thinking
207(2)
12.8 Application to Management Processes
209(1)
12.9 Problem Solving - A3 Method
210(4)
12.10 Creative Problem Solving - TRIZ Method
214(2)
12.11 Concluding Points
216(1)
References
216(3)
13 Improving Product Development Performance
219(16)
13.1 Introduction
219(1)
13.2 What Type of Organisation Are We Dealing With?
219(1)
13.3 Structuring Improvement and Change Initiatives
220(1)
13.4 Diagnosing the Current Situation - Generating Urgency
221(2)
13.5 Organising a Way Forward - The Leadership Role
223(1)
13.6 Developing the Strategy and Vision
223(1)
13.7 Communicating the Vision
224(1)
13.8 Empowering the Organisation
225(1)
13.9 Generating Short-Term Wins
226(1)
13.10 Longer-Term, Permanent Change
227(1)
13.11 Achieving Permanence
228(1)
13.12 Model of Good Practice - Toyota Product Development System
229(1)
13.13 Models of Good Practice - Agile Software Development
230(2)
13.14 Concluding Points
232(1)
References
232(3)
14 Summary, Concluding Points, and Recommendations
235(14)
14.1 The Rationale for This Book
235(1)
14.2 The Engineering Process
236(1)
14.3 Technology Maturity
237(1)
14.4 Aligning Technology with Business Needs
238(1)
14.5 Planning the Work
239(1)
14.6 Creating the Concept
240(1)
14.7 Identifying and Managing Risks
241(1)
14.8 Validation
242(1)
14.9 Engineering Delivery
243(1)
14.10 Funding the Programme
244(1)
14.11 Running Teams and Working with Partners
245(1)
14.12 Critical Thinking
246(2)
14.13 Improving Product Development Performance
248(1)
15 Future Direction
249(8)
15.1 Introduction
249(1)
15.2 Product Development Technologies
250(1)
15.3 New Materials and Product Technologies
251(1)
15.4 Energy, Environmental, and Materials Availability
251(1)
15.5 Manufacturing Systems
252(1)
15.6 Customer Demands
253(1)
15.7 Connected Products
254(1)
15.8 Concluding Points
254(1)
References
255(4)
Final Thoughts 257(2)
Appendix A TRL and MRL Definitions 259(6)
A.1 Technology Readiness Levels
259(3)
A.2 Manufacturing Readiness Levels
262(3)
Appendix B Toyota Product Development System 13 Principles and Their Cross-Referencing 265(4)
Glossary of Terms 269(6)
Index 275
Peter Flinn, is a chartered engineer with more than 40 years of industrial experience. He worked in the aircraft, commercial vehicle, rail and process industries holding chief engineer, head of engineering and managing director positions. In recent years, he led the creation of the Manufacturing Technology Centre in Coventry and the Aerospace Technology Institute in Cranfield, both in the UK. Throughout his career, he has had a keen, practical interest in product development.
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