New Product Development for Technical and Nontechnical Managers: a 12 Step Approach
Edition: 1
Copyright: 2021
Pages: 178
Edition: 1
Copyright: 2021
Pages: 178
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$103.03
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The ability to efficiently develop new products and services can be significant towards a firm’s ability to thrive, survive, and grow. In the everchanging marketplace, time to market, customer value creation, resource optimization, and many other key performance indicators (KPI’s) are becoming major competitive drivers. To achieve these and other goals, technical and non-technical managers need to work in unison towards creating extraordinary value for customers.
Product Development for Technical & Non-Technical Managers & Practitioners : A 12 Steps Approach provides a hands-on practical 12 step-by-step approach for new product development and other development efforts such as product modifications, improvements, and updates. There are templates and examples throughout the book for the reader to use and reinforce their learning experience. This real-world approach with case studies based on actual events is beneficial towards applying the various product development tools and techniques.
Communication, coordination, and collaboration, the 3Cs, are paramount to success. Product Development for Technical & Non-Technical Managers & Practitioners can serve as a tool for establishing mutual understanding and appreciation between technical and non-technical managers by providing insights from other perspectives and enhancing the 3Cs. Using the 12 step methods, technical and non-technical personnel can create a standard set of tools and techniques for developing competitive strategies. Further, using these tools will encourage all team members to engage in open and transparent dialogues, conducive to developing high-performing teams. Users can pick and choose how to use this book based on their specific needs. Ultimately, the goal is to enable Product Development teams to perfect their processes by repetition.
The Art of Managing Product Development
THE 12 STEPS APPROACH
Step One: Identifying Client Needs
Capturing The Client’s Needs
CLOSING CASE: “This is Not what I Wanted”
Step Two: Initial Design
Getting Started
An Architectural Design
Mock-Up and Miniature
Electronic 3-Dimensional Modeling
Initial Conceptual Drawings
Virtual Reality
CLOSING CASE: The Frankenstein machine
Step 3: Prepare Specifications and Estimates
Specifications
The Art of Estimating
CLOSING CASE: too early to provide accurate details
Step 4: Preliminary Design Review
The PDR Outline Narratives
Exiting the Preliminary Design Review and Transitioning to Critical Design Review
Template for Exiting PDR
From Preliminary Design to Critical Design
CLOSING CASES: manage risk carefully
Step 5: Critical Design Review
Guidelines for Critical Design Review (CDR) Template
Transition from CDR to Implementation
CLOSING CASE: Game on, now the rubber meets the road
Step 6: Detailed Designs
Detail Drawings
Assembly Drawings
Assembly Charts
Work Instructions
Bill of Materials
Managing Engineering and Design Changes via an Engineering Change Notification (ECN)
Additional Considerations and Contributions from the Development Team
CLOSING CASE 1: Intoxication during work hours
CLOSING CASE 2: Metal Scrap at a Machine Shop
Step 7: Manufacture and Procurement
Manufacturing
Purchasing and Procurement
Supplier Selection
Supplier Management
CLOSING CASE: I can’t build it like a swiss watch
Step 8: Assembly and Integration
Assembly
Integration
Closing Case: We Need a Happy Box
Step 9: Testing, Verification and Validation
Testing
Verification and Validation
CLOSING CASE: So This is what verification and validation means
Step 10: Customer Acceptance
CLOSING CASE: I don’t like my remote
Step 11: Product Delivery
CLOSING CASE
Step 12: Training and After Sales Support
Training
After Market Support
The Goal of Aftermarket Support
Customer Resource Management (CRM)
The Customer Support Center
Field Service
Self Service Kiosk
Social Media Platforms
CLOSING CASE: what we have here is a failure to communicate
Paul Lu has developed and taught operations management courses for over 20 years. He has created in-class, online, and hybrid content for universities, consulting firms, and training companies. In addition to operations management courses, Paul also teaches project management, information systems, and product development courses in business management and engineering programs. Lu is the founder and Principal Consultant of Innovate4U, a consulting firm focusing on business management, strategic management, technology management, new product and business development, and project and program management. The firm specializes in aviation/aerospace, sustainability, renewable energy, 3-D printing, and other emerging technologies.
Dr. Lu has over 40 years of experience in the aviation industry with extensive global knowledge and experience. Paul’s last industry position was Director Advanced Aircraft at Gulfstream Aerospace. He also served a five-year term as director of Customer Support Asia based in Hong Kong, responsible for establishing a customer support network for the Asia region. He also held a variety of positions such as program manager, general manager, business manager, and project engineer. During his tenure at Gulfstream, he also led many programs and projects supporting commercial projects, government programs, international projects, and foreign government programs. Paul worked for Mobil Oil Corporation in the 1990s as a flight engineer. He served a four-year term in Kazakhstan as the aviation manager, establishing a first-of-its-kind Western flight operation supporting one of the region’s most extensive multinational offshore seismic operations. Before joining Mobil Oil, he worked at Citibank, maintained a fleet of corporate jets, and traveled extensively in North America, South America, Europe, Middle East, Africa, and Asia.
Paul lives in Mission Viejo, California, with his wife. They enjoy gardening, attending performing arts events of all sorts, and spending time with their English Labrador Leila, a rescue dog from Turkey. He is an avid golfer, and enjoys working on his 1988 Mercedes Benz 560 SL.
Paul holds a doctorate in business administration from Nova Southeastern University. His area of research is in relationship marketing and project/program management. He also holds a master of aeronautical science degree from Embry-Riddle Aeronautical University, and a Doctor of Ministry degree from Fuller Theological Seminary. He is a member of the Project Management Institute and has been a project management professional (PMP) since 1999.
Paul authored two companion books as a series of text that relates to the discipline of Operations Management. They are:
Product Development for Technical and Non-Technical Managers and Practitioners: A 12-Step Approach.
A Practical Project Management Guide for Technical and Non-Technical Professionals