Managing New Product and Process Development

Managing New Product and Process Development : Text Cases

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Argues that a company's capability to conceive and design quality prototypes and bring a variety of products to market more quickly than its competitors is increasingly the focal point of competition. The authors present principles for developing speed and efficiency.
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Product details

  • Electronic book text
  • The Free Press
  • United States
  • 1451602316
  • 9781451602319

Table of contents

ContentsPREFACECHAPTER 1 Competing Through Development CapabilityOverviewThe New Industrial Competition: Driving Forces and Development RealitiesAssessing the Promise and Reality: The A14 Stereo ProjectThe Characteristics of Effective DevelopmentThe Fast-Cycle CompetitorThe Plan for the BookStudy QuestionsCases: Ampex Corporation: Product Matrix EngineeringBraun AG: The KF 40 Coffee Machine (Abridged)CHAPTER 2 The Concept of a Development StrategyOverviewA Framework for Development StrategyTechnology Planning and StrategyProduct/Market Planning and StrategyDevelopment Goals and ObjectivesThe Aggregate Project PlanProject ManagementPost-Project LearningHonda: An Example of Development Strategy in ActionStudy QuestionsCases: Resotech IncorporatedDayton Electric CorporationCHAPTER 3 Maps and Mapping: Functional Strategies in Pre-Project PlanningOverviewThe Concept of Functional MapsThe Mapping ProcessApple Computer: The Need and Opportunity for MapsStudy QuestionsCases: Sun Microsystems Incorporated (A)TRUS JOIST CorporationCHAPTER 4 The Aggregate Project PlanOverviewAggregate Project Plans: Promise and RealityTypes of Development ProjectsUsing Project Types: The BenefitsDeveloping an Aggregate Project PlanStudy QuestionsCase: Ceramics Process Systems (B)CHAPTER 5 Structuring the Development FunnelOverviewBasic Concepts and Their ApplicationCreating the Development Funnel: Alternative ModelsDiagnosing and Correcting Critical Issues in the Development FunnelStudy QuestionsCases: Honda TodayGeneral Motors: Packard Electric DivisionCHAPTER 6 A Framework for DevelopmentOverviewBasic Elements of the FrameworkThe Framework for Development at Medical Electronics IncorporatedApplying the Development Framework: Comparing Four ApproachesCreating an Effective Development Process: Common Themes and Basic PrinciplesStudy QuestionsCases: Campbell Soup CompanyApplied MaterialsCHAPTER 7 Cross-Functional IntegrationOverviewThe MEI ExperienceA Framework for Cross-Functional IntegrationAchieving Cross-Functional IntegrationStudy QuestionsCases: Plus Development Corporation (A)Lehrer McGovern Bovis, Inc. (Abridged)CHAPTER 8 Organizing and Leading Project TeamsOverviewProject Organization and LeadershipThe Heavyweight Team StructureBuilding Capability for Multiple ApproachesStudy QuestionsCases: Quantum Corporation: Business and Product TeamsCorning Glass Works: The Z-Glass ProjectCHAPTER 9 Tools and MethodsOverviewA Framework: The Design-Build-Test CycleStructured Methodologies for Effective Problem SolvingComputer-Based SystemsStudy QuestionsAppendix to Chapter 9Case: Design for Manufacturability at Midwest IndustriesCHAPTER 10 Prototype/Test CyclesOverviewThe Traditional Approach to PrototypingPrototyping: A Managerial PerspectiveMatching Prototyping and Development Project RequirementsStudy QuestionsCases: Sony Corporation: Workstation DivisionBendix Automation Group (B)CHAPTER 11 Learning from Development ProjectsOverviewA Framework for LearningCapturing Insight and Learning to Change the Development ProcessThe Project Audit: A Framework for LearningConclusions and ImplicationsStudy QuestionsCases: Motorola Inc.: Bandit Pager Project (Abridged)Associated Instruments Corporated: Analytic Instruments DivisionCHAPTER 12 Building Development CapabilityOverviewFour Approaches to Building CapabilityBuilding Capability: A Comparison of AlternativesCreating New Development Capability: General ObservationsChanging Behavior and Overcoming ObstaclesBuilding Capability: Management LeadershipStudy QuestionsCases: Eli Lilly and Company: Manufacturing Process Technology Strategy (1991)Intel Systems GroupNOTESINDEX
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12 ratings
3.25 out of 5 stars
5 8% (1)
4 33% (4)
3 42% (5)
2 8% (1)
1 8% (1)
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