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by Peter Flinn
Managing Technology and Product Development Programmes
Cover
About the Author
1 Introduction
1.1 Why Write This Book?
1.2 Importance of the Product Development Process
1.3 Perspective of This Book
1.4 Intended Readership
1.5 Science, Technology, Innovation, Engineering, and Product Development
1.6 The Changing Nature of Engineering
1.7 The Fourth Industrial Revolution
1.8 Scope of This Book
1.9 Structure of This Book
1.10 Reading Sequence
References
2 Engineering as a Process
2.1 Background
2.2 The Basic Components of the Process
2.3 Expenditure on Research and Development
2.4 Economic Returns from R&D Work
2.5 Science as the Precursor of Technology
2.6 Iteration as the Heart of the Process
2.7 Impact of Low‐Cost Computing
2.8 A Nonlinear Process?
2.9 Multiple, Parallel Activities
2.10 Right First Time versus Iteration
2.11 Lean Thinking Approach
2.12 Cost of Problem Resolution
2.13 Risk versus Time
2.14 Creativity versus Risk Management
2.15 Early Detection of Problems
2.16 Management of Change
2.17 Management of Learning
2.18 Governance of the Process
2.19 Formal Quality Management Systems
2.20 Concluding Points
References
3 Evaluating the Maturity of Developing Technology
3.1 Background
3.2 Origins of Technology Readiness Measurement
3.3 Purpose of Technology Maturity Assessment
3.4 Users of Technology Maturity Assessment
3.5 What Is Technology Maturity?
3.6 Technology Readiness Level (TRL) Structure
3.7 Phases of Technology Readiness
3.8 The ‘Valley of Death’
3.9 Manufacturing Readiness Level (MRL) Structure
3.10 Progressing through the Scales – Some Practical Points
3.11 International Standards
3.12 Assessment of TRL and MRL Levels
3.13 Synchronising Technology and Manufacturing Maturity
3.14 Limitations of Technology Maturity Assessment
3.15 Concluding Points
References
4 Aligning Technology Development with Business and Manufacturing Strategy
4.1 Introduction
4.2 Business Context
4.3 Basis of Competition
4.4 The Value Proposition
4.5 Industry Structure
4.6 Routes to Commercialisation
4.7 Satisfying a Range of Customers
4.8 Linking to Manufacturing Strategy
4.9 Core Principles of Managing the Interface
4.10 Design for Manufacture Methodologies
4.11 Design for New Methods and Materials
4.12 Design for Connectivity – Internet of Things
4.13 Design for Environmental Considerations
4.14 Concluding Points
References
5 Planning and Managing the Work
5.1 Introduction
5.2 The Basics
5.3 Different Approaches
5.4 Different Forms of Project
5.5 The Project Mandate or Charter
5.6 Project Description
5.7 Timing Charts
5.8 Milestone Charts
5.9 Risk Management
5.10 Resource Planning
5.11 Project Contingency
5.12 Organising for Projects
5.13 Monitoring Small Projects or Subprojects
5.14 Approval and Formal Monitoring of Large Projects
5.15 Project Management versus Technology Maturity Assessment
5.16 Concluding Points
References
6 Developing the Concept
6.1 Introduction
6.2 Key Elements of the Process
6.3 Technology Roadmapping
6.4 Open Innovation
6.5 Concept Development
6.6 Industrial Design
6.7 Key Success Factors
6.8 Identifying and Meeting Customer Needs
6.9 Customer Data Gathering
6.10 Who Is the Customer?
6.11 Linking Detailed Design to Customer Needs
6.12 Ensuring a Robust Design – Taguchi Methods
6.13 Technology and Manufacturing Development at the Concept Stage
6.14 Economic Evaluation
6.15 Protecting Intellectual Property
6.16 Funding of Early‐Stage Work
6.17 Concluding Points
References
7 Identifying and Managing Engineering Risks
7.1 Introduction
7.2 Identification of Risks
7.3 Risk‐Based Approach
7.4 Sources of Engineering Risk
7.5 Qualitative Risk Assessment Methodologies
7.6 Fault Tree Analysis
7.7 Hazard and Operability Reviews – HAZOP
7.8 Quantitative Risk Assessment
7.9 Functional Safety
7.10 As Low as Reasonably Practicable
7.11 Safety Cases
7.12 Stretching the Boundaries
7.13 Concluding Points
References
8 Validation by Modelling and Physical Testing
8.1 Introduction
8.2 Purpose of Development and Validation Work
8.3 Methods
8.4 Validation and Test Programmes
8.5 Engineering Calculation
8.6 Modelling and Simulation
8.7 Physical Testing
8.8 Prototypes Not Possible?
8.9 Physical Test and Laboratory Support Facilities
8.10 Correlation of Modelling and Testing
8.11 Assessment of Serviceability
8.12 Software Development and Validation
8.13 Reliability Testing
8.14 Corrective Action Management
8.15 Financial Validation
8.16 Concluding Points
References
9 Engineering Delivery
9.1 Introduction
9.2 Forms of Information Output
9.3 Connected Products – Internet of Things
9.4 Detailed Design
9.5 Handling the Interfaces
9.6 Cost of Delayed Programmes
9.7 Planning and Decision‐Making
9.8 Specialised Resources
9.9 Flow of Information
9.10 The Importance of Good Systems
9.11 The Role of Standards and Design Codes
9.12 Tracking Product Cost and Investment
9.13 Knowing When to Stop
9.14 Signing Off the Product
9.15 Examples of Good and Bad Practice
9.16 Concluding Points
References
10 Funding the Programme
10.1 Introduction
10.2 Internal Funding
10.3 Friends and Family Funding
10.4 Angel Investors
10.5 Venture Capital Funding
10.6 Private Equity Funding
10.7 Equity Crowd‐Funding
10.8 Bank Lending
10.9 Peer‐to‐Peer (P2P) Lending
10.10 Public Funding of Early‐Stage Work
10.11 Public Development Facilities
10.12 Business Plans
10.13 Concluding Points
References
11 Running Teams and Working with Partners
11.1 Introduction
11.2 Working Collaboratively
11.3 Team Composition
11.4 Team Development
11.5 Working with Partners
11.6 Working Internationally
11.7 Working Virtually
11.8 Leadership of Technology and Product Development Projects
11.9 Personality Traits
11.10 Selecting People
11.11 Developing People
11.12 Concluding Points
References
12 Decision‐Making and Problem Solving
12.1 Introduction
12.2 Decisions to be Taken
12.3 Critical Thinking
12.4 System 1 and System 2 Thinking
12.5 Human Barriers to Decision‐Making
12.6 East versus West
12.7 Statistical Thinking
12.8 Application to Management Processes
12.9 Problem Solving – A3 Method
12.10 Creative Problem Solving – TRIZ Method
12.11 Concluding Points
References
13 Improving Product Development Performance
13.1 Introduction
13.2 What Type of Organisation Are We Dealing With?
13.3 Structuring Improvement and Change Initiatives
13.4 Diagnosing the Current Situation – Generating Urgency
13.5 Organising a Way Forward – The Leadership Role
13.6 Developing the Strategy and Vision
13.7 Communicating the Vision
13.8 Empowering the Organisation
13.9 Generating Short‐Term Wins
13.10 Longer‐Term, Permanent Change
13.11 Achieving Permanence
13.12 Model of Good Practice – Toyota Product Development System
13.13 Models of Good Practice – Agile Software Development
13.14 Concluding Points
References
14 Summary, Concluding Points, and Recommendations
14.1 The Rationale for This Book
14.2 The Engineering Process
14.3 Technology Maturity
14.4 Aligning Technology with Business Needs
14.5 Planning the Work
14.6 Creating the Concept
14.7 Identifying and Managing Risks
14.8 Validation
14.9 Engineering Delivery
14.10 Funding the Programme
14.11 Running Teams and Working with Partners
14.12 Critical Thinking
14.13 Improving Product Development Performance
15 Future Direction
15.1 Introduction
15.2 Product Development Technologies
15.3 New Materials and Product Technologies
15.4 Energy, Environmental, and Materials Availability
15.5 Manufacturing Systems
15.6 Customer Demands
15.7 Connected Products
15.8 Concluding Points
References
Final Thoughts
Appendix A: TRL and MRL Definitions
A.1 Technology Readiness Levels
A.2 Manufacturing Readiness Levels
Appendix B: Toyota Product Development System 13 Principles and Their Cross‐Referencing
Glossary of Terms
Index
End User License Agreement
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