The product development challenge: competing through speed, quality, and creativity
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Boston, Mass.
Harvard Business School Publ.
1995
|
| Schriftenreihe: | A Harvard business review book
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 431 S. graph. Darst. |
| ISBN: | 0875846092 |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | i
Contents
Introduction xiii
Kim B. Clark and Steven C. Wheelwright
Part I Competing through New Product Development
1 Development Projects: The Engine of Renewal 3
H. Kent Bowen, Kim B. Clark, Charles A. Holhway,
and Steven C. Wheelwright
Development projects can be microcosms of a whole
organization. When designed and executed well, these
projects can generate powerful, distinctive capabilities
as well as winning products.
2 The New New Product Development Game 23
Hirotaka Takeuchi and Ikujiro Nonaka
To achieve a competitive edge, managers should
dismiss the traditional, sequential approach to
developing new products and instead adopt a more
flexible, holistic product development strategy in
which a development team works as a unit to reach a
common goal.
3 Fast Cycle Capability for Competitive Power 43
Joseph L. Bower and Thomas M. Hout
Today time is a source of competitive advantage.
Through new organization practices and design,
companies can save time in operations and provide
customers with better products and services at lower costs.
vi Contents
Part n Managing the Creation of New Technologies
1 What Strategy Can Do for Technology 61
Kim B. Clark
Never before has technology been so important to
achieving competitiveness, yet never before has
technology alone been so insufficient for gaining a
competitive edge. Managers must link technical
capabilities to customer requirements in order to truly
benefit from technological growth.
2 From the Ladder of Science to the Product
Development Cycle 69
Ralph E. Gomory
Product leadership can be based on imported science
and technology if this is coupled with exceptional skill
in production management. Whether innovative
technologies become commercial products by means
of scientific breakthrough or incremental
improvement, companies should incorporate
technological solutions at the start of the product
cycle.
3 Technology Fusion and the New R D 83
Fumio Kodama
Innovation in products comes about through R D.
Now it is time to reevaluate the R D process. While
the old, linear model of R D simply substitutes one
technology for another, technology fusion cuts
across fields to create entirely new products and
sometimes even new industries.
4 Real World R D: Jumping the Product
Generation Gap 99
Marco Iansiti
With the use of integration teams to adapt new
technologies to a company s existing manufacturing
processes, the payoff is continuity over product
generations, and in large projects, hundreds of
millions of dollars saved. A study of 12 mainframe
t
Contents vii
computer companies that developed a similar product
in the 1980s suggests that system focused
companies achieve the best product improvements at
the lowest cost.
5 Managing Innovation in the Information Age 117
Rebecca Henderson
The longevity of pharmaceutical companies attests to
a unique managerial competency: an ability to foster
a high level of specialized knowledge within the
organization, while demonstrating an ability to learn
and grow in an ever changing environment. Despite
their age, size, and success, these companies have
found ways to retain their managerial flexibility and
responsiveness, and have already solved some of the
competitive challenges in the research arena that
companies in other industries are just starting to face.
Part m Creating a Development Strategy
1 Managing Technological Change: A Box of
Cigars for Brad 129
Frederick W. Gluck and Richard N. Foster
Having become insulated from the realities of
technological change, and having allowed important
technological decisions to be made by lower level
management or technical people, a fictitious company
must redefine its focus and prescribe remedies for
regaining strategic control of technology and a
competitive edge.
2 The New Product Development Map 151
Steven C. Wheelwright and W. Earl Sasser, Jr.
New product development is essential to revitalize
companies. A novel approach to facilitating
cooperation among a product development group is
the new product development map, which gives
managers a clearer sense of where they must go by
sharpening the picture of where they have been.
viii Contents
3 Pitfalls in Evaluating Risky Projects 169
James E. Hodder and Henry E. Riggs
Critics argue that discounted cash flow procedures are
inherently biased against long term investments. But
the technicians, not the techniques, may be the
problem. If management sets realistic hurdle rates and
examines carefully its assumptions, DCF analysis can
be a valuable managerial tool.
4 Creating Project Plans to Focus Product
Development 187
Steven C. Wheelwright and Kim B. Clark
An aggregate project plan can help managers to
focus on a set of projects, rather than individual ones.
Using this plan, managers can improve resource
allocation, project sequencing, and critical
development capabilities.
Part IV Building High Performance Teams
1 The Discipline of Teams 211
Jon R. Katzenbach and Douglas K. Smith
The essence of a team is shared commitment. While a
working group relies on the individual contributions
of its members for group performance, a team is fully
committed to achieving results greater than the sum
of its members contributions. The key is identifying
when and where to encourage real teams within an
organization.
2 How to Integrate Work and Deepen Expertise 227
Dorothy Leonard Barton, H. Kent Bowen, Kim B. Clark,
Charles A. Holloway, and Steven C. Wheelwright
To take the lead in global manufacturing today, a
company must encourage functions to work together
in new ways to continually build new areas of
expertise. The dilemma is how to integrate work and
deepen expertise; well managed development projects
allow companies to do both.
1
Contents ix
j 3 The Return Map: Tracking Product Teams 243
Charles H. House and Raymond L. Price
Manufacturing companies seeking to successfully
streamline processes must establish direct
communication among R D, manufacturing, and
marketing. The Return Map addresses this challenge
by effectively bringing all functions together, first for
estimating costs and time, then for tracking projects as
they evolve.
4 How the Right Measures Help Teams Excel 261
Christopher Meyer
Many managers have realized that multifunctional
teams can help companies dramatically improve their
competitiveness. But just as important in this new
organizational approach is the creation of new
measurement systems, which will truly empower a
company s teams.
5 The Power of Product Integrity 277
Kim B. Clark and Takahiro Fujimoto
The most successful development organizations
appoint a heavyweight product manager to guide
the creation of a strong product concept, ensuring
that the concept both satisfies potential customers
needs and is completely embodied in a product s
details.
Part V Executing Development Projects
1 The House of Quality 299
John R. Hauser and Don Clausing
Presented here in clear, step by step exhibits, the
house of quality is a conceptual map that represents
the interfunctional team. Interdisciplinary teams can
use the house to display and organize the evidence
they need to set design targets.
x Contents
2 Manufacturing by Design 317
Daniel R Whitney
Multifunctional teams have proven an extremely
effective way for companies to design products
strategically. Perhaps the most serious mistake a
company can make is to involve manufacturing
managers in design issues too late to influence pivotal
decisions. Design is essentially a companywide activity
requiring top managers early and ongoing
involvement.
3 Purchasing s Role in New Product
Development 333
David N. Butt and William R. Soukup
Increasingly, corporate prosperity hinges on how
quickly a company can develop and introduce new
products. Integrating purchasing expertise with
engineering, marketing, and other functions at the
outset can raise quality, allow earlier market
availability, reduce investment in inventories, and
significantly reduce costs.
4 Organizing for Manufacturable Design 347
James W. Dean, Jr., and Gerald I. Susman
Managers who commit their companies to designing
more manufacturable products encounter the
challenge of how to organize their professional staff.
How should design and manufacturing engineers be
encouraged—or made—to work together? What
changes are entailed in the team approach to design?
Part VI Creating a Competitive Advantage
1 Mastering Chaos at the High Tech Frontier: An
Interview with Silicon Graphics Ed McCracken 359
Steven E. Prokesch
While many companies in the high tech industry are
reacting to market chaos by trying to keep up with or
¦ I
Contents xi
stay just ahead of the pack, Edward R. McCracken,
CEO of Silicon Graphics, Inc., asserts that the key to
competitive advantage is to produce the chaos by
being an innovation leader.
2 Commercializing Technology: What the Best
Companies Do 377
T. Michael Nevens, Gregory L. Suntme, and Bro Uttal
The ability to commercialize technology is linked to
competitive leadership in a variety of markets such as
copiers, automobiles, and Pharmaceuticals. Leaders
like Canon, Xerox, and Hewlett Packard describe here
their similar approaches to commercialization.
3 Make Projects the School for Leaders 395
H. Kent Bowen, Kim B. Clark, Charles A. Hottoway, and
Steven C. Wheelwright
How does a company build a powerful guiding vision?
The challenge is to find and develop the right kind of
people to lead development projects and to expand
significantly their capacity for leadership.
About the Contributors 413
Index 421
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| spelling | The product development challenge competing through speed, quality, and creativity ed. with an introduction by Kim B. Clark ... Boston, Mass. Harvard Business School Publ. 1995 XVIII, 431 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier A Harvard business review book Qualitätsmanagement (DE-588)4219057-5 gnd rswk-swf Produktentwicklung (DE-588)4139402-1 gnd rswk-swf Produktinnovation (DE-588)4047346-6 gnd rswk-swf 1\p (DE-588)4143413-4 Aufsatzsammlung gnd-content Produktentwicklung (DE-588)4139402-1 s Produktinnovation (DE-588)4047346-6 s Qualitätsmanagement (DE-588)4219057-5 s DE-604 Clark, Kim B. 1949- Sonstige (DE-588)17007353X oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006995940&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | The product development challenge competing through speed, quality, and creativity Qualitätsmanagement (DE-588)4219057-5 gnd Produktentwicklung (DE-588)4139402-1 gnd Produktinnovation (DE-588)4047346-6 gnd |
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| title | The product development challenge competing through speed, quality, and creativity |
| title_auth | The product development challenge competing through speed, quality, and creativity |
| title_exact_search | The product development challenge competing through speed, quality, and creativity |
| title_full | The product development challenge competing through speed, quality, and creativity ed. with an introduction by Kim B. Clark ... |
| title_fullStr | The product development challenge competing through speed, quality, and creativity ed. with an introduction by Kim B. Clark ... |
| title_full_unstemmed | The product development challenge competing through speed, quality, and creativity ed. with an introduction by Kim B. Clark ... |
| title_short | The product development challenge |
| title_sort | the product development challenge competing through speed quality and creativity |
| title_sub | competing through speed, quality, and creativity |
| topic | Qualitätsmanagement (DE-588)4219057-5 gnd Produktentwicklung (DE-588)4139402-1 gnd Produktinnovation (DE-588)4047346-6 gnd |
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