Managing Technology and Product Development Programmes: A Framework for Success

ISBN-13: 9781119517245 / Angielski / Twarda / 2019 / 296 str.

Peter Flinn

Spis treści

1 Introduction 11.1 Why Write This Book? 11.2 Importance of the Product Development Process 31.3 Perspective of This Book 31.4 Intended Readership 41.5 Science, Technology, Innovation, Engineering, and Product Development 41.6 The Changing Nature of Engineering 51.7 The Fourth Industrial Revolution 71.8 Scope of This Book 71.9 Structure of This Book 81.10 Reading Sequence 10References 102 Engineering as a Process 132.1 Background 132.2 The Basic Components of the Process 132.3 Expenditure on Research and Development 152.4 Economic Returns from R&D Work 172.5 Science as the Precursor of Technology 182.6 Iteration as the Heart of the Process 192.7 Impact of Low-Cost Computing 202.8 A Nonlinear Process? 202.9 Multiple, Parallel Activities 212.10 Right First Time versus Iteration 222.11 Lean Thinking Approach 222.12 Cost of Problem Resolution 232.13 Risk versus Time 242.14 Creativity versus Risk Management 262.15 Early Detection of Problems 282.16 Management of Change 282.17 Management of Learning 292.18 Governance of the Process 302.19 Formal Quality Management Systems 302.20 Concluding Points 31References 323 Evaluating the Maturity of Developing Technology 353.1 Background 353.2 Origins of Technology Readiness Measurement 363.3 Purpose of Technology Maturity Assessment 373.4 Users of Technology Maturity Assessment 373.5 What Is Technology Maturity? 383.6 Technology Readiness Level (TRL) Structure 383.7 Phases of Technology Readiness 403.8 The 'Valley of Death' 423.9 Manufacturing Readiness Level (MRL) Structure 433.10 Progressing through the Scales - Some Practical Points 433.11 International Standards 483.12 Assessment of TRL and MRL Levels 493.13 Synchronising Technology and Manufacturing Maturity 523.14 Limitations of Technology Maturity Assessment 533.15 Concluding Points 54References 544 Aligning Technology Development with Business and Manufacturing Strategy 574.1 Introduction 574.2 Business Context 574.3 Basis of Competition 594.4 The Value Proposition 604.5 Industry Structure 624.6 Routes to Commercialisation 634.7 Satisfying a Range of Customers 654.8 Linking to Manufacturing Strategy 664.9 Core Principles of Managing the Interface 664.10 Design for Manufacture Methodologies 674.11 Design for New Methods and Materials 694.12 Design for Connectivity - Internet of Things 704.13 Design for Environmental Considerations 704.14 Concluding Points 71References 725 Planning and Managing the Work 735.1 Introduction 735.2 The Basics 745.3 Different Approaches 755.4 Different Forms of Project 755.5 The Project Mandate or Charter 765.6 Project Description 775.7 Timing Charts 785.8 Milestone Charts 805.9 Risk Management 825.10 Resource Planning 845.11 Project Contingency 865.12 Organising for Projects 875.13 Monitoring Small Projects or Subprojects 895.14 Approval and Formal Monitoring of Large Projects 905.15 Project Management versus Technology Maturity Assessment 935.16 Concluding Points 93References 936 Developing the Concept 956.1 Introduction 956.2 Key Elements of the Process 966.3 Technology Roadmapping 986.4 Open Innovation 996.5 Concept Development 1006.6 Industrial Design 1026.7 Key Success Factors 1026.8 Identifying and Meeting Customer Needs 1036.9 Customer Data Gathering 1046.10 Who Is the Customer? 1066.11 Linking Detailed Design to Customer Needs 1066.12 Ensuring a Robust Design - Taguchi Methods 1096.13 Technology and Manufacturing Development at the Concept Stage 1116.14 Economic Evaluation 1126.15 Protecting Intellectual Property 1126.16 Funding of Early-Stage Work 1146.17 Concluding Points 114References 1147 Identifying and Managing Engineering Risks 1177.1 Introduction 1177.2 Identification of Risks 1187.3 Risk-Based Approach 1197.4 Sources of Engineering Risk 1217.5 Qualitative Risk Assessment Methodologies 1227.6 Fault Tree Analysis 1247.7 Hazard and Operability Reviews - HAZOP 1267.8 Quantitative Risk Assessment 1287.9 Functional Safety 1287.10 As Low as Reasonably Practicable 1307.11 Safety Cases 1327.12 Stretching the Boundaries 1327.13 Concluding Points 134References 1358 Validation by Modelling and Physical Testing 1378.1 Introduction 1378.2 Purpose of Development and Validation Work 1388.3 Methods 1398.4 Validation and Test Programmes 1398.5 Engineering Calculation 1408.6 Modelling and Simulation 1418.7 Physical Testing 1438.8 Prototypes Not Possible? 1468.9 Physical Test and Laboratory Support Facilities 1478.10 Correlation of Modelling and Testing 1488.11 Assessment of Serviceability 1488.12 Software Development and Validation 1498.13 Reliability Testing 1508.14 Corrective Action Management 1528.15 Financial Validation 1538.16 Concluding Points 154References 1569 Engineering Delivery 1579.1 Introduction 1579.2 Forms of Information Output 1589.3 Connected Products - Internet of Things 1599.4 Detailed Design 1599.5 Handling the Interfaces 1619.6 Cost of Delayed Programmes 1629.7 Planning and Decision-Making 1629.8 Specialised Resources 1649.9 Flow of Information 1659.10 The Importance of Good Systems 1669.11 The Role of Standards and Design Codes 1669.12 Tracking Product Cost and Investment 1679.13 Knowing When to Stop 1689.14 Signing Off the Product 1699.15 Examples of Good and Bad Practice 1699.16 Concluding Points 171References 17210 Funding the Programme 17310.1 Introduction 17310.2 Internal Funding 17410.3 Friends and Family Funding 17510.4 Angel Investors 17610.5 Venture Capital Funding 17710.6 Private Equity Funding 17710.7 Equity Crowd-Funding 17810.8 Bank Lending 17810.9 Peer-to-Peer (P2P) Lending 17910.10 Public Funding of Early-Stage Work 17910.11 Public Development Facilities 18110.12 Business Plans 18210.13 Concluding Points 182References 18311 Running Teams and Working with Partners 18511.1 Introduction 18511.2 Working Collaboratively 18611.3 Team Composition 18711.4 Team Development 18811.5 Working with Partners 18911.6 Working Internationally 19111.7 Working Virtually 19211.8 Leadership of Technology and Product Development Projects 19311.9 Personality Traits 19411.10 Selecting People 19611.11 Developing People 19811.12 Concluding Points 199References 20012 Decision-Making and Problem Solving 20112.1 Introduction 20112.2 Decisions to be Taken 20212.3 Critical Thinking 20212.4 System 1 and System 2 Thinking 20312.5 Human Barriers to Decision-Making 20412.6 East versus West 20512.7 Statistical Thinking 20712.8 Application to Management Processes 20912.9 Problem Solving - A3 Method 21012.10 Creative Problem Solving - TRIZ Method 21412.11 Concluding Points 216References 21613 Improving Product Development Performance 21913.1 Introduction 21913.2 What Type of Organisation Are We Dealing With? 21913.3 Structuring Improvement and Change Initiatives 22013.4 Diagnosing the Current Situation - Generating Urgency 22113.5 Organising a Way Forward -The Leadership Role 22313.6 Developing the Strategy and Vision 22313.7 Communicating the Vision 22413.8 Empowering the Organisation 22513.9 Generating Short-Term Wins 22613.10 Longer-Term, Permanent Change 22713.11 Achieving Permanence 22813.12 Model of Good Practice - Toyota Product Development System 22913.13 Models of Good Practice - Agile Software Development 23013.14 Concluding Points 232References 23214 Summary, Concluding Points, and Recommendations 23514.1 The Rationale for This Book 23514.2 The Engineering Process 23614.3 Technology Maturity 23714.4 Aligning Technology with Business Needs 23814.5 Planning the Work 23914.6 Creating the Concept 24014.7 Identifying and Managing Risks 24114.8 Validation 24214.9 Engineering Delivery 24314.10 Funding the Programme 24414.11 Running Teams and Working with Partners 24514.12 Critical Thinking 24614.13 Improving Product Development Performance 24815 Future Direction 24915.1 Introduction 24915.2 Product Development Technologies 25015.3 New Materials and Product Technologies 25115.4 Energy, Environmental, and Materials Availability 25115.5 Manufacturing Systems 25215.6 Customer Demands 25315.7 Connected Products 25415.8 Concluding Points 254References 255Final Thoughts 257Appendix A: TRL and MRL Definitions 259A.1 Technology Readiness Levels 259A.2 Manufacturing Readiness Levels 262Appendix B: Toyota Product Development System 13Principles and Their Cross-Referencing 265Glossary of Terms 269Index 275

O autorze

Peter Flinn, is a chartered engineer with more than 40 years of industrial experience. He worked in the aircraft, commercial vehicle, rail and process industries holding chief engineer, head of engineering and managing director positions. In recent years, he led the creation of the Manufacturing Technology Centre in Coventry and the Aerospace Technology Institute in Cranfield, both in the UK. Throughout his career, he has had a keen, practical interest in product development.