| Preface |
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xiii | |
| Acknowledgements |
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xv | |
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1 | (8) |
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Innovation - risky and complex |
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2 | (2) |
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Ground rules for systematic design: the 3 very unwise monkeys |
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4 | (4) |
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8 | (1) |
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Principles of New Product Development |
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9 | (22) |
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Success and failure in new products |
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9 | (2) |
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11 | (3) |
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Stages of the risk management funnel |
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14 | (2) |
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Risk management - theory into practice |
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16 | (2) |
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Managing design activities within the risk management funnel |
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18 | (2) |
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Quality control of product development |
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20 | (3) |
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23 | (1) |
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Meeting targets in product development |
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24 | (2) |
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26 | (3) |
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29 | (2) |
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The Principles of Product Styling |
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31 | (30) |
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Visual perception of products |
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32 | (3) |
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Perception of product style |
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35 | (1) |
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The rules of visual perception |
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36 | (1) |
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36 | (3) |
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What do the rules mean for product styling? |
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39 | (5) |
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44 | (2) |
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46 | (4) |
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50 | (1) |
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Social cultural and business effects |
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51 | (3) |
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The determinants of style |
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54 | (1) |
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Attractiveness and product style |
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55 | (1) |
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The four faces of attractiveness |
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55 | (2) |
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57 | (1) |
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58 | (1) |
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59 | (2) |
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The Principles of Creativity |
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61 | (40) |
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The importance of creativity |
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61 | (1) |
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The psychology of creativity |
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62 | (1) |
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62 | (1) |
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63 | (1) |
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64 | (1) |
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64 | (1) |
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Incubation and illumination |
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65 | (1) |
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65 | (2) |
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From hymn books to Post-it Notes |
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67 | (1) |
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The nature of incubation and illumination |
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67 | (1) |
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Bisociation and lateral thinking |
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68 | (3) |
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Creative thinking in practice |
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71 | (1) |
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71 | (1) |
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72 | (1) |
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73 | (2) |
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Idea generating procedures |
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75 | (1) |
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76 | (1) |
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77 | (1) |
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78 | (1) |
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79 | (1) |
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Reviewing and improving creative thinking procedures |
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79 | (1) |
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80 | (1) |
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81 | (1) |
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82 | (2) |
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84 | (3) |
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87 | (1) |
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88 | (2) |
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90 | (1) |
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91 | (2) |
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93 | (1) |
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94 | (2) |
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96 | (4) |
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100 | (1) |
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101 | (40) |
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Key measures of product development effectiveness |
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103 | (2) |
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How well do companies do? |
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105 | (1) |
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Strategy for product development |
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106 | (3) |
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The ball-point pen - blurred distinetions between pioneers and responders |
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109 | (1) |
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110 | (1) |
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Steps towards strategy development |
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111 | (3) |
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114 | (2) |
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116 | (3) |
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119 | (1) |
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Strategic planning of product development |
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119 | (1) |
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Steps towards a product development strategy |
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120 | (2) |
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Implementing product development strategy |
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122 | (1) |
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Individuals and teams for product development |
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122 | (2) |
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The Psion Series 3: case study |
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124 | (3) |
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127 | (1) |
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128 | (2) |
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130 | (1) |
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131 | (1) |
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Product maturity analysis |
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132 | (2) |
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134 | (2) |
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Product development risk audit |
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136 | (3) |
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139 | (1) |
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140 | (1) |
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Product Planning - Opportunity Specification |
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141 | (60) |
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The product planning process |
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142 | (2) |
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Commitment - the aim of product planning |
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144 | (2) |
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What is an opportunity specification? |
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146 | (2) |
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Opportunity justification |
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148 | (2) |
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Researching and analysing the opportunity |
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150 | (1) |
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151 | (1) |
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Competing product analysis |
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152 | (2) |
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154 | (3) |
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Market research: the Marito factor |
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157 | (1) |
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Technological opportunities |
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158 | (3) |
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Plasteck Ltd: from strategy to opportunity research |
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161 | (5) |
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Selecting a product opportunity |
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166 | (3) |
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Systematic opportunity selection |
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169 | (2) |
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Price positioning the new product |
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171 | (3) |
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174 | (1) |
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Contextual styling factors |
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175 | (1) |
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Intrinsic styling factors |
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176 | (1) |
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177 | (1) |
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Plastek Ltd: opportunity specification |
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177 | (2) |
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Competing potato peeler analysis |
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179 | (1) |
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Potato peeler market research |
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180 | (4) |
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Potato peeler opportunity specification |
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184 | (4) |
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188 | (1) |
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189 | (2) |
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191 | (6) |
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Opportunity specification |
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197 | (3) |
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200 | (1) |
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201 | (42) |
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The concept design process |
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201 | (1) |
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Establishing the aims and scope of concept design |
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202 | (3) |
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Force-generation of concepts |
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205 | (1) |
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206 | (2) |
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Plasteck-peeler task analysis |
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208 | (2) |
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Product function analysis |
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210 | (3) |
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213 | (1) |
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214 | (3) |
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217 | (1) |
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218 | (1) |
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218 | (3) |
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Lifestyle, mood and theme boards |
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221 | (8) |
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229 | (2) |
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231 | (4) |
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Key concepts from Chapter 7 |
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235 | (1) |
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Product function analysis |
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236 | (3) |
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239 | (2) |
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241 | (2) |
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Product Planning - Creating Quality, Adding Value |
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243 | (28) |
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243 | (5) |
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Specifying product quality |
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248 | (1) |
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Translating customer needs into technical objectives |
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249 | (1) |
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Quality function deployment |
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250 | (1) |
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The heart of quality function deployment |
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251 | (2) |
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Competing product analysis |
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253 | (1) |
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Setting quantitative targets |
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254 | (1) |
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Prioritising the design targets |
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255 | (1) |
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Quality function deployment - beyond product planning |
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256 | (3) |
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259 | (2) |
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Product development - project planning |
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261 | (6) |
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267 | (1) |
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268 | (2) |
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270 | (1) |
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Embodiment and Detail Design |
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271 | (28) |
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273 | (1) |
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274 | (1) |
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Product feature permutation |
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275 | (3) |
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Design integration - the heart of embodiment design |
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278 | (7) |
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Embodiment prototyping and testing |
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285 | (1) |
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Principles for prototype development |
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285 | (3) |
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Testing for product failure |
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288 | (2) |
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Failure modes and effects analysis |
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290 | (2) |
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From embodiment to manufactured product |
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292 | (1) |
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293 | (1) |
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Failure modes and effects analysis |
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294 | (4) |
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298 | (1) |
| References |
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299 | (6) |
| Index |
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305 | |