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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.
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.
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.
1 Introduction 1
1.1 Why Write This Book? 1
1.2 Importance of the Product Development Process 3
1.3 Perspective of This Book 3
1.4 Intended Readership 4
1.5 Science, Technology, Innovation, Engineering, and Product Development 4
1.6 The Changing Nature of Engineering 5
1.7 The Fourth Industrial Revolution 7
1.8 Scope of This Book 7
1.9 Structure of This Book 8
1.10 Reading Sequence 10
References 10
2 Engineering as a Process 13
2.1 Background 13
2.2 The Basic Components of the Process 13
2.3 Expenditure on Research and Development 15
2.4 Economic Returns from R&D Work 17
2.5 Science as the Precursor of Technology 18
2.6 Iteration as the Heart of the Process 19
2.7 Impact of Low-Cost Computing 20
2.8 A Nonlinear Process? 20
2.9 Multiple, Parallel Activities 21
2.10 Right First Time versus Iteration 22
2.11 Lean Thinking Approach 22
2.12 Cost of Problem Resolution 23
2.13 Risk versus Time 24
2.14 Creativity versus Risk Management 26
2.15 Early Detection of Problems 28
2.16 Management of Change 28
2.17 Management of Learning 29
2.18 Governance of the Process 30
2.19 Formal Quality Management Systems 30
2.20 Concluding Points 31
References 32
3 Evaluating the Maturity of Developing Technology 35
3.1 Background 35
3.2 Origins of Technology Readiness Measurement 36
3.3 Purpose of Technology Maturity Assessment 37
3.4 Users of Technology Maturity Assessment 37
3.5 What Is Technology Maturity? 38
3.6 Technology Readiness Level (TRL) Structure 38
3.7 Phases of Technology Readiness 40
3.8 The 'Valley of Death' 42
3.9 Manufacturing Readiness Level (MRL) Structure 43
3.10 Progressing through the Scales - Some Practical Points 43
3.11 International Standards 48
3.12 Assessment of TRL and MRL Levels 49
3.13 Synchronising Technology and Manufacturing Maturity 52
3.14 Limitations of Technology Maturity Assessment 53
3.15 Concluding Points 54
References 54
4 Aligning Technology Development with Business and Manufacturing Strategy 57
4.1 Introduction 57
4.2 Business Context 57
4.3 Basis of Competition 59
4.4 The Value Proposition 60
4.5 Industry Structure 62
4.6 Routes to Commercialisation 63
4.7 Satisfying a Range of Customers 65
4.8 Linking to Manufacturing Strategy 66
4.9 Core Principles of Managing the Interface 66
4.10 Design for Manufacture Methodologies 67
4.11 Design for New Methods and Materials 69
4.12 Design for Connectivity - Internet of Things 70
4.13 Design for Environmental Considerations 70
4.14 Concluding Points 71
References 72
5 Planning and Managing the Work 73
5.1 Introduction 73
5.2 The Basics 74
5.3 Different Approaches 75
5.4 Different Forms of Project 75
5.5 The Project Mandate or Charter 76
5.6 Project Description 77
5.7 Timing Charts 78
5.8 Milestone Charts 80
5.9 Risk Management 82
5.10 Resource Planning 84
5.11 Project Contingency 86
5.12 Organising for Projects 87
5.13 Monitoring Small Projects or Subprojects 89
5.14 Approval and Formal Monitoring of Large Projects 90
5.15 Project Management versus Technology Maturity Assessment 93
5.16 Concluding Points 93
References 93
6 Developing the Concept 95
6.1 Introduction 95
6.2 Key Elements of the Process 96
6.3 Technology Roadmapping 98
6.4 Open Innovation 99
6.5 Concept Development 100
6.6 Industrial Design 102
6.7 Key Success Factors 102
6.8 Identifying and Meeting Customer Needs 103
6.9 Customer Data Gathering 104
6.10 Who Is the Customer? 106
6.11 Linking Detailed Design to Customer Needs 106
6.12 Ensuring a Robust Design - Taguchi Methods 109
6.13 Technology and Manufacturing Development at the Concept Stage 111
6.14 Economic Evaluation 112
6.15 Protecting Intellectual Property 112
6.16 Funding of Early-Stage Work 114
6.17 Concluding Points 114
References 114
7 Identifying and Managing Engineering Risks 117
7.1 Introduction 117
7.2 Identification of Risks 118
7.3 Risk-Based Approach 119
7.4 Sources of Engineering Risk 121
7.5 Qualitative Risk Assessment Methodologies 122
7.6 Fault Tree Analysis 124
7.7 Hazard and Operability Reviews - HAZOP 126
7.8 Quantitative Risk Assessment 128
7.9 Functional Safety 128
7.10 As Low as Reasonably Practicable 130
7.11 Safety Cases 132
7.12 Stretching the Boundaries 132
7.13 Concluding Points 134
References 135
8 Validation by Modelling and Physical Testing 137
8.1 Introduction 137
8.2 Purpose of Development and Validation Work 138
8.3 Methods 139
8.4 Validation and Test Programmes 139
8.5 Engineering Calculation 140
8.6 Modelling and Simulation 141
8.7 Physical Testing 143
8.8 Prototypes Not Possible? 146
8.9 Physical Test and Laboratory Support Facilities 147
8.10 Correlation of Modelling and Testing 148
8.11 Assessment of Serviceability 148
8.12 Software Development and Validation 149
8.13 Reliability Testing 150
8.14 Corrective Action Management 152
8.15 Financial Validation 153
8.16 Concluding Points 154
References 156
9 Engineering Delivery 157
9.1 Introduction 157
9.2 Forms of Information Output 158
9.3 Connected Products - Internet of Things 159
9.4 Detailed Design 159
9.5 Handling the Interfaces 161
9.6 Cost of Delayed Programmes 162
9.7 Planning and Decision-Making 162
9.8 Specialised Resources 164
9.9 Flow of Information 165
9.10 The Importance of Good Systems 166
9.11 The Role of Standards and Design Codes 166
9.12 Tracking Product Cost and Investment 167
9.13 Knowing When to Stop 168
9.14 Signing Off the Product 169
9.15 Examples of Good and Bad Practice 169
9.16 Concluding Points 171
References 172
10 Funding the Programme 173
10.1 Introduction 173
10.2 Internal Funding 174
10.3 Friends and Family Funding 175
10.4 Angel Investors 176
10.5 Venture Capital Funding 177
10.6 Private Equity Funding 177
10.7 Equity Crowd-Funding 178
10.8 Bank Lending 178
10.9 Peer-to-Peer (P2P) Lending 179
10.10 Public Funding of Early-Stage Work 179
10.11 Public Development Facilities 181
10.12 Business Plans 182
10.13 Concluding Points 182
References 183
11 Running Teams and Working with Partners 185
11.1 Introduction 185
11.2 Working Collaboratively 186
11.3 Team Composition 187
11.4 Team Development 188
11.5 Working with Partners 189
11.6 Working Internationally 191
11.7 Working Virtually 192
11.8 Leadership of Technology and Product Development Projects 193
11.9 Personality Traits 194
11.10 Selecting People 196
11.11 Developing People 198
11.12 Concluding Points 199
References 200
12 Decision-Making and Problem Solving 201
12.1 Introduction 201
12.2 Decisions to be Taken 202
12.3 Critical Thinking 202
12.4 System 1 and System 2 Thinking 203
12.5 Human Barriers to Decision-Making 204
12.6 East versus West 205
12.7 Statistical Thinking 207
12.8 Application to Management Processes 209
12.9 Problem Solving - A3 Method 210
12.10 Creative Problem Solving - TRIZ Method 214
12.11 Concluding Points 216
References 216
13 Improving Product Development Performance 219
13.1 Introduction 219
13.2 What Type of Organisation Are We Dealing With? 219
13.3 Structuring Improvement and Change Initiatives 220
13.4 Diagnosing the Current Situation - Generating Urgency 221
13.5 Organising a Way Forward -The Leadership Role 223
13.6 Developing the Strategy and Vision 223
13.7 Communicating the Vision 224
13.8 Empowering the Organisation 225
13.9 Generating Short-Term Wins 226
13.10 Longer-Term, Permanent Change 227
13.11 Achieving Permanence 228
13.12 Model of Good Practice - Toyota Product Development System 229
13.13 Models of Good Practice - Agile Software Development 230
13.14 Concluding Points 232
References 232
14 Summary, Concluding Points, and Recommendations 235
14.1 The Rationale for This Book 235
14.2 The Engineering Process 236
14.3 Technology Maturity 237
14.4 Aligning Technology with Business Needs 238
14.5 Planning the Work 239
14.6 Creating the Concept 240
14.7 Identifying and Managing Risks 241
14.8 Validation 242
14.9 Engineering Delivery 243
14.10 Funding the Programme 244
14.11 Running Teams and Working with Partners 245
14.12 Critical Thinking 246
14.13 Improving Product Development Performance 248
15 Future Direction 249
15.1 Introduction 249
15.2 Product Development Technologies 250
15.3 New Materials and Product Technologies 251
15.4 Energy, Environmental, and Materials Availability 251
15.5 Manufacturing Systems 252
15.6 Customer Demands 253
15.7 Connected Products 254
15.8 Concluding Points...
| Erscheinungsjahr: | 2019 |
|---|---|
| Fachbereich: | Technik allgemein |
| Genre: | Technik |
| Rubrik: | Naturwissenschaften & Technik |
| Medium: | Buch |
| Inhalt: | 296 S. |
| ISBN-13: | 9781119517245 |
| ISBN-10: | 1119517249 |
| Sprache: | Englisch |
| Einband: | Gebunden |
| Autor: | Flinn, Peter |
| Hersteller: | Wiley |
| Maße: | 231 x 155 x 23 mm |
| Von/Mit: | Peter Flinn |
| Erscheinungsdatum: | 13.05.2019 |
| Gewicht: | 0,567 kg |
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.
1 Introduction 1
1.1 Why Write This Book? 1
1.2 Importance of the Product Development Process 3
1.3 Perspective of This Book 3
1.4 Intended Readership 4
1.5 Science, Technology, Innovation, Engineering, and Product Development 4
1.6 The Changing Nature of Engineering 5
1.7 The Fourth Industrial Revolution 7
1.8 Scope of This Book 7
1.9 Structure of This Book 8
1.10 Reading Sequence 10
References 10
2 Engineering as a Process 13
2.1 Background 13
2.2 The Basic Components of the Process 13
2.3 Expenditure on Research and Development 15
2.4 Economic Returns from R&D Work 17
2.5 Science as the Precursor of Technology 18
2.6 Iteration as the Heart of the Process 19
2.7 Impact of Low-Cost Computing 20
2.8 A Nonlinear Process? 20
2.9 Multiple, Parallel Activities 21
2.10 Right First Time versus Iteration 22
2.11 Lean Thinking Approach 22
2.12 Cost of Problem Resolution 23
2.13 Risk versus Time 24
2.14 Creativity versus Risk Management 26
2.15 Early Detection of Problems 28
2.16 Management of Change 28
2.17 Management of Learning 29
2.18 Governance of the Process 30
2.19 Formal Quality Management Systems 30
2.20 Concluding Points 31
References 32
3 Evaluating the Maturity of Developing Technology 35
3.1 Background 35
3.2 Origins of Technology Readiness Measurement 36
3.3 Purpose of Technology Maturity Assessment 37
3.4 Users of Technology Maturity Assessment 37
3.5 What Is Technology Maturity? 38
3.6 Technology Readiness Level (TRL) Structure 38
3.7 Phases of Technology Readiness 40
3.8 The 'Valley of Death' 42
3.9 Manufacturing Readiness Level (MRL) Structure 43
3.10 Progressing through the Scales - Some Practical Points 43
3.11 International Standards 48
3.12 Assessment of TRL and MRL Levels 49
3.13 Synchronising Technology and Manufacturing Maturity 52
3.14 Limitations of Technology Maturity Assessment 53
3.15 Concluding Points 54
References 54
4 Aligning Technology Development with Business and Manufacturing Strategy 57
4.1 Introduction 57
4.2 Business Context 57
4.3 Basis of Competition 59
4.4 The Value Proposition 60
4.5 Industry Structure 62
4.6 Routes to Commercialisation 63
4.7 Satisfying a Range of Customers 65
4.8 Linking to Manufacturing Strategy 66
4.9 Core Principles of Managing the Interface 66
4.10 Design for Manufacture Methodologies 67
4.11 Design for New Methods and Materials 69
4.12 Design for Connectivity - Internet of Things 70
4.13 Design for Environmental Considerations 70
4.14 Concluding Points 71
References 72
5 Planning and Managing the Work 73
5.1 Introduction 73
5.2 The Basics 74
5.3 Different Approaches 75
5.4 Different Forms of Project 75
5.5 The Project Mandate or Charter 76
5.6 Project Description 77
5.7 Timing Charts 78
5.8 Milestone Charts 80
5.9 Risk Management 82
5.10 Resource Planning 84
5.11 Project Contingency 86
5.12 Organising for Projects 87
5.13 Monitoring Small Projects or Subprojects 89
5.14 Approval and Formal Monitoring of Large Projects 90
5.15 Project Management versus Technology Maturity Assessment 93
5.16 Concluding Points 93
References 93
6 Developing the Concept 95
6.1 Introduction 95
6.2 Key Elements of the Process 96
6.3 Technology Roadmapping 98
6.4 Open Innovation 99
6.5 Concept Development 100
6.6 Industrial Design 102
6.7 Key Success Factors 102
6.8 Identifying and Meeting Customer Needs 103
6.9 Customer Data Gathering 104
6.10 Who Is the Customer? 106
6.11 Linking Detailed Design to Customer Needs 106
6.12 Ensuring a Robust Design - Taguchi Methods 109
6.13 Technology and Manufacturing Development at the Concept Stage 111
6.14 Economic Evaluation 112
6.15 Protecting Intellectual Property 112
6.16 Funding of Early-Stage Work 114
6.17 Concluding Points 114
References 114
7 Identifying and Managing Engineering Risks 117
7.1 Introduction 117
7.2 Identification of Risks 118
7.3 Risk-Based Approach 119
7.4 Sources of Engineering Risk 121
7.5 Qualitative Risk Assessment Methodologies 122
7.6 Fault Tree Analysis 124
7.7 Hazard and Operability Reviews - HAZOP 126
7.8 Quantitative Risk Assessment 128
7.9 Functional Safety 128
7.10 As Low as Reasonably Practicable 130
7.11 Safety Cases 132
7.12 Stretching the Boundaries 132
7.13 Concluding Points 134
References 135
8 Validation by Modelling and Physical Testing 137
8.1 Introduction 137
8.2 Purpose of Development and Validation Work 138
8.3 Methods 139
8.4 Validation and Test Programmes 139
8.5 Engineering Calculation 140
8.6 Modelling and Simulation 141
8.7 Physical Testing 143
8.8 Prototypes Not Possible? 146
8.9 Physical Test and Laboratory Support Facilities 147
8.10 Correlation of Modelling and Testing 148
8.11 Assessment of Serviceability 148
8.12 Software Development and Validation 149
8.13 Reliability Testing 150
8.14 Corrective Action Management 152
8.15 Financial Validation 153
8.16 Concluding Points 154
References 156
9 Engineering Delivery 157
9.1 Introduction 157
9.2 Forms of Information Output 158
9.3 Connected Products - Internet of Things 159
9.4 Detailed Design 159
9.5 Handling the Interfaces 161
9.6 Cost of Delayed Programmes 162
9.7 Planning and Decision-Making 162
9.8 Specialised Resources 164
9.9 Flow of Information 165
9.10 The Importance of Good Systems 166
9.11 The Role of Standards and Design Codes 166
9.12 Tracking Product Cost and Investment 167
9.13 Knowing When to Stop 168
9.14 Signing Off the Product 169
9.15 Examples of Good and Bad Practice 169
9.16 Concluding Points 171
References 172
10 Funding the Programme 173
10.1 Introduction 173
10.2 Internal Funding 174
10.3 Friends and Family Funding 175
10.4 Angel Investors 176
10.5 Venture Capital Funding 177
10.6 Private Equity Funding 177
10.7 Equity Crowd-Funding 178
10.8 Bank Lending 178
10.9 Peer-to-Peer (P2P) Lending 179
10.10 Public Funding of Early-Stage Work 179
10.11 Public Development Facilities 181
10.12 Business Plans 182
10.13 Concluding Points 182
References 183
11 Running Teams and Working with Partners 185
11.1 Introduction 185
11.2 Working Collaboratively 186
11.3 Team Composition 187
11.4 Team Development 188
11.5 Working with Partners 189
11.6 Working Internationally 191
11.7 Working Virtually 192
11.8 Leadership of Technology and Product Development Projects 193
11.9 Personality Traits 194
11.10 Selecting People 196
11.11 Developing People 198
11.12 Concluding Points 199
References 200
12 Decision-Making and Problem Solving 201
12.1 Introduction 201
12.2 Decisions to be Taken 202
12.3 Critical Thinking 202
12.4 System 1 and System 2 Thinking 203
12.5 Human Barriers to Decision-Making 204
12.6 East versus West 205
12.7 Statistical Thinking 207
12.8 Application to Management Processes 209
12.9 Problem Solving - A3 Method 210
12.10 Creative Problem Solving - TRIZ Method 214
12.11 Concluding Points 216
References 216
13 Improving Product Development Performance 219
13.1 Introduction 219
13.2 What Type of Organisation Are We Dealing With? 219
13.3 Structuring Improvement and Change Initiatives 220
13.4 Diagnosing the Current Situation - Generating Urgency 221
13.5 Organising a Way Forward -The Leadership Role 223
13.6 Developing the Strategy and Vision 223
13.7 Communicating the Vision 224
13.8 Empowering the Organisation 225
13.9 Generating Short-Term Wins 226
13.10 Longer-Term, Permanent Change 227
13.11 Achieving Permanence 228
13.12 Model of Good Practice - Toyota Product Development System 229
13.13 Models of Good Practice - Agile Software Development 230
13.14 Concluding Points 232
References 232
14 Summary, Concluding Points, and Recommendations 235
14.1 The Rationale for This Book 235
14.2 The Engineering Process 236
14.3 Technology Maturity 237
14.4 Aligning Technology with Business Needs 238
14.5 Planning the Work 239
14.6 Creating the Concept 240
14.7 Identifying and Managing Risks 241
14.8 Validation 242
14.9 Engineering Delivery 243
14.10 Funding the Programme 244
14.11 Running Teams and Working with Partners 245
14.12 Critical Thinking 246
14.13 Improving Product Development Performance 248
15 Future Direction 249
15.1 Introduction 249
15.2 Product Development Technologies 250
15.3 New Materials and Product Technologies 251
15.4 Energy, Environmental, and Materials Availability 251
15.5 Manufacturing Systems 252
15.6 Customer Demands 253
15.7 Connected Products 254
15.8 Concluding Points...
| Erscheinungsjahr: | 2019 |
|---|---|
| Fachbereich: | Technik allgemein |
| Genre: | Technik |
| Rubrik: | Naturwissenschaften & Technik |
| Medium: | Buch |
| Inhalt: | 296 S. |
| ISBN-13: | 9781119517245 |
| ISBN-10: | 1119517249 |
| Sprache: | Englisch |
| Einband: | Gebunden |
| Autor: | Flinn, Peter |
| Hersteller: | Wiley |
| Maße: | 231 x 155 x 23 mm |
| Von/Mit: | Peter Flinn |
| Erscheinungsdatum: | 13.05.2019 |
| Gewicht: | 0,567 kg |
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