Managing New Product and Process Development
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Home > Business and Economics Books > Business and Management > Managing New Product and Process Development: Text Cases
Managing New Product and Process Development: Text Cases

Managing New Product and Process Development: Text Cases


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About the Book

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.

Table of Contents:
Contents PREFACE CHAPTER 1 Competing Through Development Capability Overview The New Industrial Competition: Driving Forces and Development Realities Assessing the Promise and Reality: The A14 Stereo Project The Characteristics of Effective Development The Fast-Cycle Competitor The Plan for the Book Study Questions Cases: Ampex Corporation: Product Matrix Engineering Braun AG: The KF 40 Coffee Machine (Abridged) CHAPTER 2 The Concept of a Development Strategy Overview A Framework for Development Strategy Technology Planning and Strategy Product/Market Planning and Strategy Development Goals and Objectives The Aggregate Project Plan Project Management Post-Project Learning Honda: An Example of Development Strategy in Action Study Questions Cases: Resotech Incorporated Dayton Electric Corporation CHAPTER 3 Maps and Mapping: Functional Strategies in Pre-Project Planning Overview The Concept of Functional Maps The Mapping Process Apple Computer: The Need and Opportunity for Maps Study Questions Cases: Sun Microsystems Incorporated (A) TRUS JOIST Corporation CHAPTER 4 The Aggregate Project Plan Overview Aggregate Project Plans: Promise and Reality Types of Development Projects Using Project Types: The Benefits Developing an Aggregate Project Plan Study Questions Case: Ceramics Process Systems (B) CHAPTER 5 Structuring the Development Funnel Overview Basic Concepts and Their Application Creating the Development Funnel: Alternative Models Diagnosing and Correcting Critical Issues in the Development Funnel Study Questions Cases: Honda Today General Motors: Packard Electric Division CHAPTER 6 A Framework for Development Overview Basic Elements of the Framework The Framework for Development at Medical Electronics Incorporated Applying the Development Framework: Comparing Four Approaches Creating an Effective Development Process: Common Themes and Basic Principles Study Questions Cases: Campbell Soup Company Applied Materials CHAPTER 7 Cross-Functional Integration Overview The MEI Experience A Framework for Cross-Functional Integration Achieving Cross-Functional Integration Study Questions Cases: Plus Development Corporation (A) Lehrer McGovern Bovis, Inc. (Abridged) CHAPTER 8 Organizing and Leading Project Teams Overview Project Organization and Leadership The Heavyweight Team Structure Building Capability for Multiple Approaches Study Questions Cases: Quantum Corporation: Business and Product Teams Corning Glass Works: The Z-Glass Project CHAPTER 9 Tools and Methods Overview A Framework: The Design-Build-Test Cycle Structured Methodologies for Effective Problem Solving Computer-Based Systems Study Questions Appendix to Chapter 9 Case: Design for Manufacturability at Midwest Industries CHAPTER 10 Prototype/Test Cycles Overview The Traditional Approach to Prototyping Prototyping: A Managerial Perspective Matching Prototyping and Development Project Requirements Study Questions Cases: Sony Corporation: Workstation Division Bendix Automation Group (B) CHAPTER 11 Learning from Development Projects Overview A Framework for Learning Capturing Insight and Learning to Change the Development Process The Project Audit: A Framework for Learning Conclusions and Implications Study Questions Cases: Motorola Inc.: Bandit Pager Project (Abridged) Associated Instruments Corporated: Analytic Instruments Division CHAPTER 12 Building Development Capability Overview Four Approaches to Building Capability Building Capability: A Comparison of Alternatives Creating New Development Capability: General Observations Changing Behavior and Overcoming Obstacles Building Capability: Management Leadership Study Questions Cases: Eli Lilly and Company: Manufacturing Process Technology Strategy (1991) Intel Systems Group NOTES INDEX

About the Author :
Steven C. Wheelwright Steven C. Wheelwright was the Class of 1949 Professor of Business Administration at the Harvard Business School. He is coauthor of Revolutionizing Product Development (Free Press, 1992) and Dynamic Manufacturing with Robert H. Hayes (Free Press, 1988). 


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Product Details
  • ISBN-13: 9781451602319
  • Publisher: Simon & Schuster
  • Publisher Imprint: The Free Press
  • Language: English
  • No of Pages: 896
  • ISBN-10: 1451602316
  • Publisher Date: 06 Jul 2010
  • Binding: Digital (delivered electronically)
  • No of Pages: 896
  • Sub Title: Text Cases


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