Managing Technology and Product Development Programmes

Managing Technology and Product Development Programmes

by Peter Flinn
Released May 2019
Publisher(s): Wiley
ISBN: 9781119517245

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Book description

An authoritative guide to new product development for early career engineers and engineering students

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. 

Table of contents

  1. Cover
  2. About the Author
  3. 1 Introduction
    1. 1.1 Why Write This Book?
    2. 1.2 Importance of the Product Development Process
    3. 1.3 Perspective of This Book
    4. 1.4 Intended Readership
    5. 1.5 Science, Technology, Innovation, Engineering, and Product Development
    6. 1.6 The Changing Nature of Engineering
    7. 1.7 The Fourth Industrial Revolution
    8. 1.8 Scope of This Book
    9. 1.9 Structure of This Book
    10. 1.10 Reading Sequence
    11. References
  4. 2 Engineering as a Process
    1. 2.1 Background
    2. 2.2 The Basic Components of the Process
    3. 2.3 Expenditure on Research and Development
    4. 2.4 Economic Returns from R&D Work
    5. 2.5 Science as the Precursor of Technology
    6. 2.6 Iteration as the Heart of the Process
    7. 2.7 Impact of Low‐Cost Computing
    8. 2.8 A Nonlinear Process?
    9. 2.9 Multiple, Parallel Activities
    10. 2.10 Right First Time versus Iteration
    11. 2.11 Lean Thinking Approach
    12. 2.12 Cost of Problem Resolution
    13. 2.13 Risk versus Time
    14. 2.14 Creativity versus Risk Management
    15. 2.15 Early Detection of Problems
    16. 2.16 Management of Change
    17. 2.17 Management of Learning
    18. 2.18 Governance of the Process
    19. 2.19 Formal Quality Management Systems
    20. 2.20 Concluding Points
    21. References
  5. 3 Evaluating the Maturity of Developing Technology
    1. 3.1 Background
    2. 3.2 Origins of Technology Readiness Measurement
    3. 3.3 Purpose of Technology Maturity Assessment
    4. 3.4 Users of Technology Maturity Assessment
    5. 3.5 What Is Technology Maturity?
    6. 3.6 Technology Readiness Level (TRL) Structure
    7. 3.7 Phases of Technology Readiness
    8. 3.8 The ‘Valley of Death’
    9. 3.9 Manufacturing Readiness Level (MRL) Structure
    10. 3.10 Progressing through the Scales – Some Practical Points
    11. 3.11 International Standards
    12. 3.12 Assessment of TRL and MRL Levels
    13. 3.13 Synchronising Technology and Manufacturing Maturity
    14. 3.14 Limitations of Technology Maturity Assessment
    15. 3.15 Concluding Points
    16. References
  6. 4 Aligning Technology Development with Business and Manufacturing Strategy
    1. 4.1 Introduction
    2. 4.2 Business Context
    3. 4.3 Basis of Competition
    4. 4.4 The Value Proposition
    5. 4.5 Industry Structure
    6. 4.6 Routes to Commercialisation
    7. 4.7 Satisfying a Range of Customers
    8. 4.8 Linking to Manufacturing Strategy
    9. 4.9 Core Principles of Managing the Interface
    10. 4.10 Design for Manufacture Methodologies
    11. 4.11 Design for New Methods and Materials
    12. 4.12 Design for Connectivity – Internet of Things
    13. 4.13 Design for Environmental Considerations
    14. 4.14 Concluding Points
    15. References
  7. 5 Planning and Managing the Work
    1. 5.1 Introduction
    2. 5.2 The Basics
    3. 5.3 Different Approaches
    4. 5.4 Different Forms of Project
    5. 5.5 The Project Mandate or Charter
    6. 5.6 Project Description
    7. 5.7 Timing Charts
    8. 5.8 Milestone Charts
    9. 5.9 Risk Management
    10. 5.10 Resource Planning
    11. 5.11 Project Contingency
    12. 5.12 Organising for Projects
    13. 5.13 Monitoring Small Projects or Subprojects
    14. 5.14 Approval and Formal Monitoring of Large Projects
    15. 5.15 Project Management versus Technology Maturity Assessment
    16. 5.16 Concluding Points
    17. References
  8. 6 Developing the Concept
    1. 6.1 Introduction
    2. 6.2 Key Elements of the Process
    3. 6.3 Technology Roadmapping
    4. 6.4 Open Innovation
    5. 6.5 Concept Development
    6. 6.6 Industrial Design
    7. 6.7 Key Success Factors
    8. 6.8 Identifying and Meeting Customer Needs
    9. 6.9 Customer Data Gathering
    10. 6.10 Who Is the Customer?
    11. 6.11 Linking Detailed Design to Customer Needs
    12. 6.12 Ensuring a Robust Design – Taguchi Methods
    13. 6.13 Technology and Manufacturing Development at the Concept Stage
    14. 6.14 Economic Evaluation
    15. 6.15 Protecting Intellectual Property
    16. 6.16 Funding of Early‐Stage Work
    17. 6.17 Concluding Points
    18. References
  9. 7 Identifying and Managing Engineering Risks
    1. 7.1 Introduction
    2. 7.2 Identification of Risks
    3. 7.3 Risk‐Based Approach
    4. 7.4 Sources of Engineering Risk
    5. 7.5 Qualitative Risk Assessment Methodologies
    6. 7.6 Fault Tree Analysis
    7. 7.7 Hazard and Operability Reviews – HAZOP
    8. 7.8 Quantitative Risk Assessment
    9. 7.9 Functional Safety
    10. 7.10 As Low as Reasonably Practicable
    11. 7.11 Safety Cases
    12. 7.12 Stretching the Boundaries
    13. 7.13 Concluding Points
    14. References
  10. 8 Validation by Modelling and Physical Testing
    1. 8.1 Introduction
    2. 8.2 Purpose of Development and Validation Work
    3. 8.3 Methods
    4. 8.4 Validation and Test Programmes
    5. 8.5 Engineering Calculation
    6. 8.6 Modelling and Simulation
    7. 8.7 Physical Testing
    8. 8.8 Prototypes Not Possible?
    9. 8.9 Physical Test and Laboratory Support Facilities
    10. 8.10 Correlation of Modelling and Testing
    11. 8.11 Assessment of Serviceability
    12. 8.12 Software Development and Validation
    13. 8.13 Reliability Testing
    14. 8.14 Corrective Action Management
    15. 8.15 Financial Validation
    16. 8.16 Concluding Points
    17. References
  11. 9 Engineering Delivery
    1. 9.1 Introduction
    2. 9.2 Forms of Information Output
    3. 9.3 Connected Products – Internet of Things
    4. 9.4 Detailed Design
    5. 9.5 Handling the Interfaces
    6. 9.6 Cost of Delayed Programmes
    7. 9.7 Planning and Decision‐Making
    8. 9.8 Specialised Resources
    9. 9.9 Flow of Information
    10. 9.10 The Importance of Good Systems
    11. 9.11 The Role of Standards and Design Codes
    12. 9.12 Tracking Product Cost and Investment
    13. 9.13 Knowing When to Stop
    14. 9.14 Signing Off the Product
    15. 9.15 Examples of Good and Bad Practice
    16. 9.16 Concluding Points
    17. References
  12. 10 Funding the Programme
    1. 10.1 Introduction
    2. 10.2 Internal Funding
    3. 10.3 Friends and Family Funding
    4. 10.4 Angel Investors
    5. 10.5 Venture Capital Funding
    6. 10.6 Private Equity Funding
    7. 10.7 Equity Crowd‐Funding
    8. 10.8 Bank Lending
    9. 10.9 Peer‐to‐Peer (P2P) Lending
    10. 10.10 Public Funding of Early‐Stage Work
    11. 10.11 Public Development Facilities
    12. 10.12 Business Plans
    13. 10.13 Concluding Points
    14. References
  13. 11 Running Teams and Working with Partners
    1. 11.1 Introduction
    2. 11.2 Working Collaboratively
    3. 11.3 Team Composition
    4. 11.4 Team Development
    5. 11.5 Working with Partners
    6. 11.6 Working Internationally
    7. 11.7 Working Virtually
    8. 11.8 Leadership of Technology and Product Development Projects
    9. 11.9 Personality Traits
    10. 11.10 Selecting People
    11. 11.11 Developing People
    12. 11.12 Concluding Points
    13. References
  14. 12 Decision‐Making and Problem Solving
    1. 12.1 Introduction
    2. 12.2 Decisions to be Taken
    3. 12.3 Critical Thinking
    4. 12.4 System 1 and System 2 Thinking
    5. 12.5 Human Barriers to Decision‐Making
    6. 12.6 East versus West
    7. 12.7 Statistical Thinking
    8. 12.8 Application to Management Processes
    9. 12.9 Problem Solving – A3 Method
    10. 12.10 Creative Problem Solving – TRIZ Method
    11. 12.11 Concluding Points
    12. References
  15. 13 Improving Product Development Performance
    1. 13.1 Introduction
    2. 13.2 What Type of Organisation Are We Dealing With?
    3. 13.3 Structuring Improvement and Change Initiatives
    4. 13.4 Diagnosing the Current Situation – Generating Urgency
    5. 13.5 Organising a Way Forward – The Leadership Role
    6. 13.6 Developing the Strategy and Vision
    7. 13.7 Communicating the Vision
    8. 13.8 Empowering the Organisation
    9. 13.9 Generating Short‐Term Wins
    10. 13.10 Longer‐Term, Permanent Change
    11. 13.11 Achieving Permanence
    12. 13.12 Model of Good Practice – Toyota Product Development System
    13. 13.13 Models of Good Practice – Agile Software Development
    14. 13.14 Concluding Points
    15. References
  16. 14 Summary, Concluding Points, and Recommendations
    1. 14.1 The Rationale for This Book
    2. 14.2 The Engineering Process
    3. 14.3 Technology Maturity
    4. 14.4 Aligning Technology with Business Needs
    5. 14.5 Planning the Work
    6. 14.6 Creating the Concept
    7. 14.7 Identifying and Managing Risks
    8. 14.8 Validation
    9. 14.9 Engineering Delivery
    10. 14.10 Funding the Programme
    11. 14.11 Running Teams and Working with Partners
    12. 14.12 Critical Thinking
    13. 14.13 Improving Product Development Performance
  17. 15 Future Direction
    1. 15.1 Introduction
    2. 15.2 Product Development Technologies
    3. 15.3 New Materials and Product Technologies
    4. 15.4 Energy, Environmental, and Materials Availability
    5. 15.5 Manufacturing Systems
    6. 15.6 Customer Demands
    7. 15.7 Connected Products
    8. 15.8 Concluding Points
    9. References
  18. Final Thoughts
  19. Appendix A: TRL and MRL Definitions
    1. A.1 Technology Readiness Levels
    2. A.2 Manufacturing Readiness Levels
  20. Appendix B: Toyota Product Development System 13 Principles and Their Cross‐Referencing
  21. Glossary of Terms
  22. Index
  23. End User License Agreement

Product information

  • Title: Managing Technology and Product Development Programmes
  • Author(s): Peter Flinn
  • Release date: May 2019
  • Publisher(s): Wiley
  • ISBN: 9781119517245