Managing Technology and Product Development Programmes

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.

Autorentext

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.

Inhalt

1 Introduction 1

1.1 Why Write This Book? 1

1.2 Importance of the Product Development Process 3

1.3 Perspective of This Book 3

1.4 Intended Readership 4

1.5 Science, Technology, Innovation, Engineering, and Product Development 4

1.6 The Changing Nature of Engineering 5

1.7 The Fourth Industrial Revolution 7

1.8 Scope of This Book 7

1.9 Structure of This Book 8

1.10 Reading Sequence 10

References 10

2 Engineering as a Process 13

2.1 Background 13

2.2 The Basic Components of the Process 13

2.3 Expenditure on Research and Development 15

2.4 Economic Returns from R&D Work 17

2.5 Science as the Precursor of Technology 18

2.6 Iteration as the Heart of the Process 19

2.7 Impact of Low-Cost Computing 20

2.8 A Nonlinear Process? 20

2.9 Multiple, Parallel Activities 21

2.10 Right First Time versus Iteration 22

2.11 Lean Thinking Approach 22

2.12 Cost of Problem Resolution 23

2.13 Risk versus Time 24

2.14 Creativity versus Risk Management 26

2.15 Early Detection of Problems 28

2.16 Management of Change 28

2.17 Management of Learning 29

2.18 Governance of the Process 30

2.19 Formal Quality Management Systems 30

2.20 Concluding Points 31

References 32

3 Evaluating the Maturity of Developing Technology 35

3.1 Background 35

3.2 Origins of Technology Readiness Measurement 36

3.3 Purpose of Technology Maturity Assessment 37

3.4 Users of Technology Maturity Assessment 37

3.5 What Is Technology Maturity? 38

3.6 Technology Readiness Level (TRL) Structure 38

3.7 Phases of Technology Readiness 40

3.8 The 'Valley of Death' 42

3.9 Manufacturing Readiness Level (MRL) Structure 43

3.10 Progressing through the Scales Some Practical Points 43

3.11 International Standards 48

3.12 Assessment of TRL and MRL Levels 49

3.13 Synchronising Technology and Manufacturing Maturity 52

3.14 Limitations of Technology Maturity Assessment 53

3.15 Concluding Points 54

References 54

4 Aligning Technology Development with Business and Manufacturing Strategy 57

4.1 Introduction 57

4.2 Business Context 57

4.3 Basis of Competition 59

4.4 The Value Proposition 60

4.5 Industry Structure 62

4.6 Routes to Commercialisation 63

4.7 Satisfying a Range of Customers 65

4.8 Linking to Manufacturing Strategy 66

4.9 Core Principles of Managing the Interface 66

4.10 Design for Manufacture Methodologies 67

4.11 Design for New Methods and Materials 69

4.12 Design for Connectivity Internet of Things 70

4.13 Design for Environmental Considerations 70

4.14 Concluding Points 71

References 72

5 Planning and Managing the Work 73

5.1 Introduction 73

5.2 The Basics 74

5.3 Different Approaches 75

5.4 Different Forms of Project 75

5.5 The Project Mandate or Charter 76

5.6 Project Description 77

5.7 Timing Charts 78

5.8 Milestone Charts 80

5.9 Risk Management 82

5.10 Resource Planning 84

5.11 Project Contingency 86

5.12 Organising for Projects 87

5.13 Monitoring Small Projects or Subprojects 89

5.14 Approval and Formal Monitoring of Large Projects 90

5.15 Project Management versus Technology Maturity Assessment 93

5.16 Concluding Points 93

References 93

6 Developing the Concept 95

6.1 Introduction 95

6.2 Key Elements of the Process 96

6.3 Technology Roadmapping 98 6.4 Open Innovation 99</p...