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Managing New Product and Process Development: Text Cases

by Clark, Kim B.; Wheelwright,... | HC | VeryGood
ThriftBooks
(3933148)
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US $8.51
Approximately£6.29
Condition:
Very Good
Missing dust jacket; May have limited writing in cover pages. Pages are unmarked. ~ ... Read moreAbout condition
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eBay item number:146463458283
Last updated on 22 Jul, 2025 08:40:46 BSTView all revisionsView all revisions

Item specifics

Condition
Very Good
A book that has been read and does not look new, but is in excellent condition. No obvious damage to the book cover, with the dust jacket (if applicable) included for hard covers. No missing or damaged pages, no creases or tears, no underlining or highlighting of text, and no writing in the margins. Some identifying marks on the inside cover, but this is minimal. Very little wear and tear. See the seller’s listing for full details and description of any imperfections. See all condition definitionsopens in a new window or tab
Seller notes
“Missing dust jacket; May have limited writing in cover pages. Pages are unmarked. ~ ...
Binding
Hardcover
Weight
2 lbs
Product Group
Book
IsTextBook
Yes
ISBN
9780029055175

About this product

Product Identifiers

Publisher
Free Press
ISBN-10
0029055172
ISBN-13
9780029055175
eBay Product ID (ePID)
18305

Product Key Features

Book Title
Managing New Product and Process Development : Text Cases
Number of Pages
896 Pages
Language
English
Publication Year
1992
Topic
Marketing / General, Industrial Management, Management, Production & Operations Management
Illustrator
Yes
Genre
Business & Economics
Author
Kim B. Clark, Steven C. Wheelwright
Format
Hardcover

Dimensions

Item Height
1.9 in
Item Weight
43.5 Oz
Item Length
9.6 in
Item Width
6.4 in

Additional Product Features

Intended Audience
Trade
LCCN
92-029067
Table Of Content
Contents PREFACECHAPTER 1 Competing Through Development CapabilityOverviewThe New Industrial Competition: Driving Forces and Development RealitiesAssessing the Promise and Reality: The A14 Stereo ProjectThe Characteristics of Effective DevelopmentThe Fast-Cycle CompetitorThe Plan for the BookStudy QuestionsCases: Ampex Corporation: Product Matrix EngineeringBraun AG: The KF 40 Coffee Machine (Abridged)CHAPTER 2 The Concept of a Development StrategyOverviewA Framework for Development StrategyTechnology Planning and StrategyProduct/Market Planning and StrategyDevelopment Goals and ObjectivesThe Aggregate Project PlanProject ManagementPost-Project LearningHonda: An Example of Development Strategy in ActionStudy QuestionsCases: Resotech IncorporatedDayton Electric CorporationCHAPTER 3 Maps and Mapping: Functional Strategies in Pre-Project PlanningOverviewThe Concept of Functional MapsThe Mapping ProcessApple Computer: The Need and Opportunity for MapsStudy QuestionsCases: Sun Microsystems Incorporated (A)TRUS JOIST CorporationCHAPTER 4 The Aggregate Project PlanOverviewAggregate Project Plans: Promise and RealityTypes of Development ProjectsUsing Project Types: The BenefitsDeveloping an Aggregate Project PlanStudy QuestionsCase: Ceramics Process Systems (B)CHAPTER 5 Structuring the Development FunnelOverviewBasic Concepts and Their ApplicationCreating the Development Funnel: Alternative ModelsDiagnosing and Correcting Critical Issues in the Development FunnelStudy QuestionsCases: Honda TodayGeneral Motors: Packard Electric DivisionCHAPTER 6 A Framework for DevelopmentOverviewBasic Elements of the FrameworkThe Framework for Development at Medical Electronics IncorporatedApplying the Development Framework: Comparing Four ApproachesCreating an Effective Development Process: Common Themes and Basic PrinciplesStudy QuestionsCases: Campbell Soup CompanyApplied MaterialsCHAPTER 7 Cross-Functional IntegrationOverviewThe MEI ExperienceA Framework for Cross-Functional IntegrationAchieving Cross-Functional IntegrationStudy QuestionsCases: Plus Development Corporation (A)Lehrer McGovern Bovis, Inc. (Abridged)CHAPTER 8 Organizing and Leading Project TeamsOverviewProject Organization and LeadershipThe Heavyweight Team StructureBuilding Capability for Multiple ApproachesStudy QuestionsCases: Quantum Corporation: Business and Product TeamsCorning Glass Works: The Z-Glass ProjectCHAPTER 9 Tools and MethodsOverviewA Framework: The Design-Build-Test CycleStructured Methodologies for Effective Problem SolvingComputer-Based SystemsStudy QuestionsAppendix to Chapter 9Case: Design for Manufacturability at Midwest IndustriesCHAPTER 10 Prototype/Test CyclesOverviewThe Traditional Approach to PrototypingPrototyping: A Managerial PerspectiveMatching Prototyping and Development Project RequirementsStudy QuestionsCases: Sony Corporation: Workstation DivisionBendix Automation Group (B)CHAPTER 11 Learning from Development ProjectsOverviewA Framework for LearningCapturing Insight and Learning to Change the Development ProcessThe Project Audit: A Framework for LearningConclusions and ImplicationsStudy QuestionsCases: Motorola Inc.: Bandit Pager Project (Abridged)Associated Instruments Corporated: Analytic Instruments DivisionCHAPTER 12 Building Development CapabilityOverviewFour Approaches to Building CapabilityBuilding Capability: A Comparison of AlternativesCreating New Development Capability: General ObservationsChanging Behavior and Overcoming ObstaclesBuilding Capability: Management LeadershipStudy QuestionsCases: Eli Lilly and Company: Manufacturing Process Technology Strategy (1991)Intel Systems GroupNOTESINDEX
Synopsis
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.

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