- 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
- Final Thoughts
- Appendix A: TRL and MRL Definitions
- Appendix B: Toyota Product Development System 13 Principles and Their Cross‐Referencing
- Glossary of Terms
- Index
- End User License Agreement
Managing Technology and Product Development Programmes
A Framework for Success
Peter Flinn
Ashbourne, UK
-
No Comment
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.