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Autor: Steven C. Wheelwright
ISBN-13: 9781451676297
Einband: Taschenbuch
Seiten: 392
Gewicht: 446 g
Format: 234x155x35 mm
Sprache: Englisch

Revolutionizing Product Development

Quantum Leaps in Speed, Efficiency and Quality
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STEVEN C. WHEELWRIGHT is the Edsel Bryant Ford Professor of Business Administration, Retired, at Harvard Business School.
Today, a company's capability to conceive and design quality prototypes and bring a variety of superior products to market quicker than its competitors is increasingly the focal point of competition, contend leading product development experts Steven Wheelwright and Kim Clark. Drawing on six years of in-depth, systematic, worldwide research, they present proven principles for developing the critical capabilities for speed, efficiency, and quality that have worked again and again in scores of successful Japanese, American, and European fast-cycle firms.
The authors argue that to survive, let alone succeed, today's companies must construct a new "platform" -- with new methodologies -- on which they can compete. Using their model for development strategies, Wheelwright and Clark show that firms can create a solid architecture for the integration of marketing, manufacturing, and design functions for problem solving and fast action -- particularly during the critical design-build-test cycles of prototype creation.

They demonstrate further how successful firms such as Honda in automobiles, Compaq in personal computers, Applied Materials in semi-conductors, Sony in audio equipment, The Limited in apparel, and Hill-Rom in hospital beds have employed recent methodologies to bring new products to market at break-neck speed. Such innovations include design for manufacturability, quality function deployment, computer-aided design, and computer-aided engineering.

Finally, Wheelwright and Clark emphasize the importance of learning in the organization. Companies that consistently "design it right the first time" and follow a path of continuous improvement in product and process development have a formidable edge in the crucial race to market.
Contents

PREFACE

CHAPTER 1 Competing Through Development Capability

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

CHAPTER 2 The Concept of a Development Strategy

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

CHAPTER 3 Maps and Mapping: Functional Strategies in Pre-Project Planning

The Concept of Functional Maps

The Mapping Process

Apple Computer: The Need and Opportunity for Maps

CHAPTER 4 The Aggregate Project Plan

Aggregate Project Plans: Promise and Reality

Types of Development Projects

Using Project Types: The Benefits

Developing an Aggregate Project Plan

CHAPTER 5 Structuring the Development Funnel

Basic Concepts and Their Application

Creating the Development Funnel: Alternative Models

Diagnosing and Correcting Critical Issues in the Development Funnel

CHAPTER 6 A Framework for Development

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

CHAPTER 7 Cross-Functional Integration

The MEI Experience

A Framework for Cross-Functional Integration

Achieving Cross-Functional Integration

CHAPTER 8 Organizing and Leading Project Teams

Project Organization and Leadership

The Heavyweight Team Structure

Building Capability for Multiple Approaches

CHAPTER 9 Tools and Methods

A Framework: The Design-Build-Test Cycle

Structured Methodologies for Effective Problem Solving

Computer-Based Systems

Appendix to Chapter 9

CHAPTER 10 Prototype/Test Cycles

The Traditional Approach to Prototyping

Prototyping: A Managerial Perspective

Matching Prototyping and Development Project Requirements

CHAPTER 11 Learning from Development Projects

A Framework for Learning

Capturing Insight and Learning to Change the Development Process

The Project Audit: A Framework for Learning

Conclusions and Implications

CHAPTER 12 Building Development Capability

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

NOTES

INDEX
Autor: Steven C. Wheelwright
STEVEN C. WHEELWRIGHT is the Edsel Bryant Ford Professor of Business Administration, Retired, at Harvard Business School.
Chapter 1: Competing Through Development Capability

In a competitive environment that is global, intense, and dynamic, the development of new products and processes increasingly is a focal point of competition. Firms that get to market faster and more efficiently with products that are well matched to the needs and expectations of target customers create significant competitive leverage. Firms that are slow to market with products that match neither customer expectations nor the products of their rivals are destined to see their market position erode and financial performance falter. In a turbulent environment, doing product and process development well has become a requirement for being a player in the competitive game; doing development extraordinarily well has become a competitive advantage.

The New Industrial Competition: Driving Forces and Development Realities

The importance of product and process development is not limited to industries or businesses built around new scientific findings, with significant levels of R&D spending, or where new products have traditionally accounted for a major fraction of annual sales. The forces driving development are far more general. Three are particularly critical:

Intense international competition. In business after business, the number of competitors capable of competing at a world-class level has grown at the same time that those competitors have become more aggressive. As world trade has expanded and international markets have become more accessible, the list of one's toughest competitors now includes firms that may have grown up in very different environments in North America, Europe, and Asia. The effect has been to make competition more intense, demanding, and rigorous, creating a less forgiving environment.

Fragmented, demanding markets. Customers have grown more sophisticated and demanding. Previously unheard of levels of performance and reliability are today the expected standard. Increasing sophistication means that customers are more sensitive to nuances and differences in a product, and are attracted to products that provide solutions to their particular problems and needs. Yet they expect these solutions in easy-to-use forms.

Diverse and rapidly changing technologies. The growing breadth and depth of technological and scientific knowledge has created new options for meeting the needs of an increasingly diverse and demanding market. The development of novel technologies and a new understanding of existing technologies increases the variety of possible solutions available to engineers and marketers in their search for new products. Furthermore, the new solutions are not only diverse, but also potentially transforming. New technologies in areas such as materials, electronics, and biology have the capacity to change fundamentally the character of a business and the nature of competition.

These forces are at work across a wide range of industries. They are central to competition in young, technically dynamic industries, but also affect mature industries where life cycles historically were relatively long, technologies mature, and demands stable. In the world auto industry, for example, the growing intensity of international competition, exploding product variety, and diversity in technology have created a turbulent environment. The number of world-scale competitors has grown from less than five in the early 1960s to more than twenty today. But perhaps more importantly, those twenty competitors come from very different environments and possess a level of capability far exceeding the standard prevailing twenty-five years ago. Much the same is true of customers. Levels of product quality once considered extraordinary are now a minimum requirement for doing business. As customers have grown more sophisticated and demanding, the variety of products has increased dramatically.

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Autor: Steven C. Wheelwright
ISBN-13 :: 9781451676297
ISBN: 1451676298
Verlag: Simon & Schuster US, Free Press
Gewicht: 446g
Seiten: 392
Sprache: Englisch
Sonstiges: Taschenbuch, 234x155x35 mm