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| Preface | |
| Competing Through Development Capability | |
| Overview | |
| 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 | |
| Study Questions | |
| Cases: Ampex Corporation: Product Matrix Engineering | |
| Braun AG: The KF 40 Coffee Machine (Abridged) | |
| The Concept of a Development Strategy | |
| Overview | |
| 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 | |
| Study Questions | |
| Cases: Resotech Incorporated | |
| Dayton Electric Corporation | |
| Maps and Mapping: Functional Strategies in Pre-Project Planning | |
| Overview | |
| The Concept of Functional Maps | |
| The Mapping Process | |
| Apple Computer: The Need and Opportunity for Maps | |
| Study Questions | |
| Cases: Sun Microsystems Incorporated (A)TRUS JOIST Corporation | |
| The Aggregate Project Plan | |
| Overview | |
| Aggregate Project Plans: Promise and Reality | |
| Types of Development Projects | |
| Using Project Types: The Benefits | |
| Developing an Aggregate Project Plan | |
| Study Questions | |
| Case: Ceramics Process Systems (B) | |
| Structuring the Development Funnel | |
| Overview | |
| Basic Concepts and Their Application | |
| Creating the Development Funnel: Alternative Models | |
| Diagnosing and Correcting Critical Issues in the Development Funnel | |
| Study Questions | |
| Cases: Honda Today | |
| General Motors: Packard Electric Division | |
| A Framework for Development | |
| Overview | |
| 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 | |
| Study Questions | |
| Cases: Campbell Soup Company | |
| Applied Materials | |
| Cross-Functional Integration | |
| Overview | |
| The MEI Experience | |
| A Framework for Cross-Functional Integration | |
| Achieving Cross-Functional Integration | |
| Study Questions | |
| Cases: Plus Development Corporation (A)Lehrer Mc | |
| Govern Bovis, Inc. (Abridged) | |
| Organizing and Leading Project Teams | |
| Overview | |
| Project Organization and Leadership | |
| The Heavyweight Team Structure | |
| Building Capability for Multiple Approaches | |
| Study Questions | |
| Cases: Quantum Corporation: Business and Product Teams | |
| Corning Glass Works: The Z-Glass Project | |
| Tools and Methods | |
| Overview | |
| A Framework: The Design-Build-Test Cycle | |
| Structured Methodologies for Effective Problem Solving | |
| Computer-Based Systems | |
| Study Questions | |
| Appendix to Chapter 9 | |
| Case: Design for Manufacturability at Midwest Industries | |
| Prototype/Test Cycles | |
| Overview | |
| The Traditional Approach to Prototyping | |
| Prototyping: A Managerial Perspective | |
| Matching Prototyping and Development Project Requirements | |
| Study Questions | |
| Cases: Sony Corporation: Workstation Division | |
| Bendix Automation Group (B) | |
| Learning from Development Projects | |
| Overview | |
| A Framework for Learning | |
| Capturing Insight and Learning to Change the Development Process | |
| The Project Audit: A Framework for Learning | |
| Conclusions and Implications | |
| Study Questions | |
| Cases: Motorola Inc.: Bandit Pager Project (Abridged)Associated Instruments Corporated: Analytic Instruments Division | |
| Building Development Capability | |
| Overview | |
| 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 | |
| Study Questions | |
| Cases: Eli Lilly and Company: Manufacturing Process Technology Strategy (1991)Intel Systems Group | |
| Notes | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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