Synopses & Reviews
Today, a company's capability to conceive and design quality prototypes and bring a variety of superior products to market quicker than its competitors is increasingly the focal point of competition, contend leading product development experts Steven Wheelwright and Kim Clark. Drawing on six years of in-depth, systematic, worldwide research, they present proven principles for developing the critical capabilities for speed, efficiency, and quality that have worked again and again in scores of successful Japanese, American, and European fast-cycle firms.
The authors argue that to survive, let alone succeed, today's companies must construct a new "platform" -- with new methodologies -- on which they can compete. Using their model for development strategies, Wheelwright and Clark show that firms can create a solid architecture for the integration of marketing, manufacturing, and design functions for problem solving and fast action -- particularly during the critical design-build-test cycles of prototype creation.
They demonstrate further how successful firms such as Honda in automobiles, Compaq in personal computers, Applied Materials in semi-conductors, Sony in audio equipment, The Limited in apparel, and Hill-Rom in hospital beds have employed recent methodologies to bring new products to market at break-neck speed. Such innovations include design for manufacturability, quality function deployment, computer-aided design, and computer-aided engineering.
Finally, Wheelwright and Clark emphasize the importance of learning in the organization. Companies that consistently "design it right the first time" and follow a path of continuous improvement in product and process development have a formidable edge in the crucial race to market.
John Sculley Chairman and CEO, Apple Computer, Inc. A truly seminal work leaving no stone unturned. The magic is in the details and insights of creating systemic business advantage and superior new products when time to market, quality, and flexibility really count.
H. Kent Bowen Ford Professor of Engineering, Massachusetts Institute of Technology Brings together the elements of best practice but also creates a complete conceptual model for the product development process valid for years to come. The numerous product examples, methods, exhibits, and tables will facilitate the book's use by educators, practitioners, and managers who will welcome the combination of broad concepts with specifics and how-to's.
H. Kent Bowen
Ford Professor of Engineering, Massachusetts Institute of Technology
Brings together the elements of best practice but also creates a complete conceptual model for the product development process valid for years to come. The numerous product examples, methods, exhibits, and tables will facilitate the book's use by educators, practitioners, and managers who will welcome the combination of broad concepts with specifics and how-to's.
Jack W. Shilling Vice President, Technical Center, Allegheny Ludlum Corporation A must for managers dealing with new product and process development. I recommend it highly.
James A. Elsner Vice President, Engineering Systems and Capital Improvements, Campbell Soup Company Powerful! Wheelwright and Clark provide tools and solutions for the critical task of product/process/package development. I will provide copies to all my key people.
Warren L. Batts Chairman and CEO, Premark International, Inc. Captures and clarifies the nuances of the product development process. Their abundant use of real world examples, with ample charts and tables of realistic data, provides an all encompassing perspective. Whether we're seeking incrementals, platforms, or breakthroughs, we can reshape our approaches to be far more effective in our diverse businesses by using the insights provided by their work.
About the Author
Steven C. Wheelwright is the Class of 1949 Professor of Business Administration at the Harvard Business School.
Wheelwright and Clark are co-authors with Robert H. Hayes of the best-selling Dynamic Manufacturing (Free Press, 1988).
Table of Contents
CHAPTER 1 Competing Through Development Capability
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
CHAPTER 2 The Concept of a Development Strategy
A Framework for Development Strategy
Technology Planning and Strategy
Product/Market Planning and Strategy
Development Goals and Objectives
The Aggregate Project Plan
Honda: An Example of Development Strategy in Action
CHAPTER 3 Maps and Mapping: Functional Strategies in Pre-Project Planning
The Concept of Functional Maps
The Mapping Process
Apple Computer: The Need and Opportunity for Maps
CHAPTER 4 The Aggregate Project Plan
Aggregate Project Plans: Promise and Reality
Types of Development Projects
Using Project Types: The Benefits
Developing an Aggregate Project Plan
CHAPTER 5 Structuring the Development Funnel
Basic Concepts and Their Application
Creating the Development Funnel: Alternative Models
Diagnosing and Correcting Critical Issues in the Development Funnel
CHAPTER 6 A Framework for Development
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
CHAPTER 7 Cross-Functional Integration
The MEI Experience
A Framework for Cross-Functional Integration
Achieving Cross-Functional Integration
CHAPTER 8 Organizing and Leading Project Teams
Project Organization and Leadership
The Heavyweight Team Structure
Building Capability for Multiple Approaches
CHAPTER 9 Tools and Methods
A Framework: The Design-Build-Test Cycle
Structured Methodologies for Effective Problem Solving
Appendix to Chapter 9
CHAPTER 10 Prototype/Test Cycles
The Traditional Approach to Prototyping
Prototyping: A Managerial Perspective
Matching Prototyping and Development Project Requirements
CHAPTER 11 Learning from Development Projects
A Framework for Learning
Capturing Insight and Learning to Change the Development Process
The Project Audit: A Framework for Learning
Conclusions and Implications
CHAPTER 12 Building Development Capability
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