Product design and development (Record no. 50415)
[ view plain ]
| 000 -LEADER | |
|---|---|
| fixed length control field | 15204nam a22002417a 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20181127101525.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 181122b xxu||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9789352601851 |
| 028 ## - DISTRIBUTOR NAME | |
| Distributor Name | Atlantic Publishers & Distributors (P)LTD. |
| Distributor address | ;7/22,Anasri Road, Daryaganj,New Delhi-110002 |
| Bill Number | ;1085733 |
| Bill Date | ;12/11/2018 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.5752 ULR |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Karl T. Ulrich |
| -- | ;Steven D.Eppinger |
| 245 ## - TITLE STATEMENT | |
| Title | Product design and development |
| Statement of responsibility, etc | /Karl T. Ulrich;Steven D.Eppinger |
| 250 ## - EDITION STATEMENT | |
| Edition statement | Fifth Edition |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc | Chennai |
| Name of publisher, distributor, etc | :McGraw Hill Education (India)Private Limited |
| Date of publication, distribution, etc | ,2017 |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | xvi,415 Pages |
| Dimensions | ;24 cm. |
| 365 ## - TRADE PRICE | |
| Price amount | 775 |
| 505 ## - FORMATTED CONTENTS NOTE | |
| Contents note | Contents<br/>Chapter 1<br/>Introduction 1<br/>Characteristics of Successful Product<br/>Development 2<br/>Who Designs and Develops Products? 3<br/>Duration and Cost of Product<br/>Development 5<br/>The Challenges of Product Development 6<br/>Approach of This Book 6<br/>Structured Methods 7<br/>Industrial Examples 7<br/>Organizational Realities 7<br/>Road Map of the Book 8<br/>References and Bibliography 10<br/>Exercises 10<br/>Thought Question 10<br/>Chapter 2<br/>Development Processes<br/>and Organizations 11<br/>A Generic Development Process 12<br/>Concept Development: The Front-End<br/>Process 16<br/>Adapting the Generic Product Development<br/>Process 18<br/>Technology-Push Products 18<br/>Platform Products 20<br/>Process-Intensive Products 20<br/>Customized Products 20<br/>High-Risk Products 20<br/>Quick-Build Products 21<br/>Complex Systems 21<br/>Product Development Process Flows 22<br/>The AMF Development Process 22<br/>Product Development Organizations 23<br/>Organizations Are Formed by Establishing Links<br/>among Individuals 23<br/>Organizational Links May Be Aligned with<br/>Functions, Projects, or Both 25<br/>Choosing an Organizational Structure 26<br/>The AMF Organization 28<br/>Summary 30<br/>References and Bibliography 30<br/>Exercises 31<br/>Thought Questions 32<br/>Chapter 3<br/>Product Planning 33<br/>The Product Planning Process 34<br/>Four Types of Product Development Projects 35<br/>The Process 36<br/>Step 1: Identify Opportunities 37<br/>Step 2: Evaluate and Prioritize Projects 38<br/>Competitive Strategy 38<br/>Market Segmentation 39<br/>Technological Trajectories 40<br/>Product Platform Planning 40<br/>Evaluating Fundamentally New Product<br/>Opportunities 42<br/>Balancing the Portfolio 43<br/>Step 3: Allocate Resources and Plan Timing 43<br/>Resource Allocation 44<br/>Project Timing 45<br/>The Product Plan 45<br/>Step 4: Complete Pre-Project Planning 45<br/>Mission Statements 47<br/>Assumptions and Constraints 48<br/>Staffing and Other Pre-Project Planning<br/>Activities 49<br/>Step 5: Reflect on the Results<br/>and the Process 49<br/>Summary 50<br/>References and Bibliography 50<br/>Exercises 52<br/>Thought Questions 52<br/>Chapter 4<br/>Identifying Customer Needs 53<br/>Step 1: Gather Raw Data from Customers 56<br/>Choosing Customers 58<br/>The Art of Eliciting Customer Needs Data 59<br/>Documenting Interactions with Customers 60<br/>Step 2: Interpret Raw Data in Terms of Customer<br/>Needs 61<br/>Step 3: Organize the Needs into a Hierarchy 63<br/>Step 4: Establish the Relative Importance<br/>of the Needs 66<br/>Step 5: Reflect on the Results<br/>and the Process 67<br/>Summary 68<br/>References and Bibliography 68<br/>Exercises 69<br/>Thought Questions 70<br/>Chapter 5<br/>Product Specifications 71<br/>What Are Specifications? 72<br/>When Are Specifications Established? 73<br/>Establishing Target Specifications 74<br/>Step 1: Prepare the List of Metrics 75<br/>Step 2: Collect Competitive Benchmarking<br/>Information 79<br/>Step 3: Set Ideal and Marginally Acceptable<br/>Target Values 79<br/>Step 4: Reflect on the Results and the Process 83<br/>Setting the Final Specifications 83<br/>Step 1: Develop Technical Models<br/>of the Product 85<br/>Step 2: Develop a Cost Model of the Product 86<br/>Step 3: Refine the Specifications, Making Trade-Offs<br/>Where Necessary 88<br/>Step 4: Flow Down the Specifications<br/>as Appropriate 89<br/>Step 5: Reflect on the Results and the Process 91<br/>Summary 91<br/>References and Bibliography 92<br/>Exercises 93<br/>Thought Questions 93<br/>Appendix<br/>Target Costing 94<br/>Chapter 6<br/>Concept Generation 97<br/>The Activity of Concept Generation 98<br/>Structured Approaches Reduce the Likelihood<br/>of Costly Problems 99<br/>A Five-Step Method 99<br/>Step 1: Clarify the Problem 100<br/>Decompose a Complex Problem into Simpler<br/>Subproblems 101<br/>Focus Initial Efforts on the Critical<br/>Subproblems 103<br/>Step 2: Search Externally 104<br/>Interview Lead Users 104<br/>Consult Experts 105<br/>Search Patents 105<br/>Search Published Literature 106<br/>Benchmark Related Products 107<br/>Step 3: Search Internally 107<br/>Both Individual and Group Sessions Can<br/>Be Useful 108<br/>Hints for Generating Solution Concepts 109<br/>Step 4: Explore Systematically 110<br/>Concept Classification Tree 112<br/>Concept Combination Table 114<br/>Managing the Exploration Process 117<br/>Step 5: Reflect on the Results and the Process 119<br/>Summary 120<br/>References and Bibliography 121<br/>Exercises 122<br/>Thought Questions 122<br/>Chapter 7<br/>Concept Selection 123<br/>Concept Selection Is an Integral Part of the Product<br/>Development Process 124<br/>All Teams Use Some Method for Choosing<br/>a Concept 125<br/>A Structured Method Offers Several Benefits 128<br/>Overview of Methodology 129<br/>Concept Screening 130<br/>Step 1: Prepare the Selection Matrix 130<br/>Step 2: Rate the Concepts 131<br/>Step 3: Rank the Concepts 132<br/>Step 4: Combine and Improve the Concepts 132<br/>Step 5: Select One or More Concepts 132<br/>Step 6: Reflect on the Results and the Process 133<br/>Concept Scoring 134<br/>Step 1: Prepare the Selection Matrix 134<br/>Step 2: Rate the Concepts 135<br/>Step 3: Rank the Concepts 136<br/>Step 4: Combine and Improve the Concepts 136<br/>Step 5: Select One or More Concepts 136<br/>Step 6: Reflect on the Results and the Process 137<br/>Caveats 137<br/>Summary 139<br/>References and Bibliography 139<br/>Exercises 140<br/>Thought Questions 141<br/>Appendix A Concept-Screening Matrix<br/>Example 142<br/>Appendix B<br/>Concept-Scoring Matrix Example 143<br/>Chapter 8<br/>Concept Testing 145<br/>Step 1: Define the Purpose<br/>of the Concept Test 147<br/>Step 2: Choose a Survey Population 147<br/>Step 3: Choose a Survey Format 148<br/>Step 4: Communicate the Concept 149<br/>Matching the Survey Format with the Means<br/>of Communicating the Concept 153<br/>Issues in Communicating the Concept 153<br/>Step 5: Measure Customer Response 155<br/>Step 6: Interpret the Results 155<br/>Step 7: Reflect on the Results and the Process 158<br/>Summary 159<br/>References and Bibliography 159<br/>Exercises 160<br/>Thought Questions 160<br/>Appendix<br/>Estimating Market Sizes 161<br/>Chapter 9<br/>Product Architecture 163<br/>What Is Product Architecture? 164<br/>Types of Modularity 166<br/>When Is the Product Architecture Defined? 167<br/>Implications of the Architecture 167<br/>Product Change 167<br/>Product Variety 168<br/>Component Standardization 169<br/>Product Performance 169<br/>Manufacturability 170<br/>Product Development Management 171<br/>Establishing the Architecture 171<br/>Step 1: Create a Schematic of the Product 172<br/>Step 2: Cluster the Elements<br/>of the Schematic 173<br/>Step 3: Create a Rough Geometric Layout 175<br/>Step 4: Identify the Fundamental and Incidental<br/>Interactions 176<br/>Delayed Differentiation 177<br/>Platform Planning 180<br/>Differentiation Plan 180<br/>Commonality Plan 181<br/>Managing the Trade-Off between Differentiation<br/>and Commonality 181<br/>Related System-Level Design Issues 182<br/>Defining Secondary Systems 182<br/>Establishing the Architecture of the Chunks 183<br/>Creating Detached Interface Specifications 183<br/>Summary 184<br/>References and Bibliography 184<br/>Exercises 186<br/>Thought Questions 186<br/>Chapter 10<br/>Industrial Design 187<br/>What Is Industrial Design? 189<br/>Assessing the Need for Industrial Design 191<br/>Expenditures for Industrial Design 191<br/>How Important Is Industrial Design<br/>to a Product? 191<br/>Ergonomic Needs 192<br/>Aesthetic Needs 193<br/>The Impact of Industrial Design 193<br/>Is Industrial Design Worth the Investment? 193<br/>How Does Industrial Design Establish<br/>a Corporate Identity? 196<br/>The Industrial Design Process 196<br/>Investigation of Customer Needs 197<br/>Conceptualization 197<br/>Preliminary Refinement 198<br/>Further Refinement and Final Concept Selection 198<br/>Control Drawings 199<br/>Coordination with Engineering, Manufacturing,<br/>and External Vendors 199<br/>The Impact of Computer-Based Tools<br/>on the ID Process 200<br/>Management of the Industrial Design<br/>Process 201<br/>Timing of Industrial Design Involvement 202<br/>Assessing the Quality of Industrial Design 203<br/>1. Quality of the User Interfaces 204<br/>2. Emotional Appeal 205<br/>3. Ability to Maintain and Repair the Product 205<br/>4. Appropriate Use of Resources 205<br/>5. Product Differentiation 206<br/>Summary 206<br/>References and Bibliography 206<br/>Exercises 208<br/>Thought Questions 208<br/>Chapter 11<br/>Design for Manufacturing 209<br/>Design for Manufacturing Defined 211<br/>DFM Requires a Cross-Functional Team 211<br/>DFM Is Performed throughout the Development<br/>Process 211<br/>Overview of the DFM Process 212<br/>Step 1: Estimate the Manufacturing Costs 212<br/>Fixed Costs versus Variable Costs 215<br/>The Bill of Materials 215<br/>Estimating the Costs of Standard Components 216<br/>Estimating the Costs of Custom Components 217<br/>Estimating the Cost of Assembly 218<br/>Estimating the Overhead Costs 219<br/>Step 2: Reduce the Costs of Components 220<br/>Understand the Process Constraints<br/>and Cost Drivers 220<br/>Redesign Components to Eliminate Processing<br/>Steps 221<br/>Choose the Appropriate Economic Scale<br/>for the Part Process 221<br/>Standardize Components and Processes 222<br/>Adhere to ?Black Box? Component Procurement 223<br/>Step 3: Reduce the Costs of Assembly 223<br/>Keeping Score 224<br/>Integrate Parts 224<br/>Maximize Ease of Assembly 225<br/>Consider Customer Assembly 226<br/>Step 4: Reduce the Costs of Supporting<br/>Production 226<br/>Minimize Systemic Complexity 227<br/>Error Proofing 227<br/>Step 5: Consider the Impact of DFM Decisions<br/>on Other Factors 228<br/>The Impact of DFM on Development Time 228<br/>The Impact of DFM on Development Cost 228<br/>The Impact of DFM on Product Quality 229<br/>The Impact of DFM on External Factors 229<br/>Results 229<br/>Summary 231<br/>References and Bibliography 232<br/>Exercises 233<br/>Thought Questions 233<br/>Appendix A<br/>Materials Costs 235<br/>Appendix B<br/>Component Manufacturing Costs 236<br/>Appendix C<br/>Assembly Costs 242<br/>Appendix D<br/>Cost Structures 243<br/>Chapter 12<br/>Prototyping 245<br/>Prototype Basics 246<br/>What Is a Prototype? 246<br/>Types of Prototypes 247<br/>What Are Prototypes Used For? 249<br/>Principles of Prototyping 252<br/>Analytical Prototypes Are Generally More Flexible<br/>than Physical Prototypes 252<br/>Physical Prototypes Are Required to Detect<br/>Unanticipated Phenomena 252<br/>A Prototype May Reduce the Risk<br/>of Costly Iterations 252<br/>A Prototype May Expedite Other Development<br/>Steps 253<br/>A Prototype May Restructure Task<br/>Dependencies 255<br/>Prototyping Technologies 255<br/>3D Computer Modeling 255<br/>Free-Form Fabrication 256<br/>Planning for Prototypes 257<br/>Step 1: Define the Purpose of the Prototype 257<br/>Step 2: Establish the Level of Approximation<br/>of the Prototype 258<br/>Step 3: Outline an Experimental Plan 259<br/>Step 4: Create a Schedule for Procurement,<br/>Construction, and Testing 259<br/>Planning Milestone Prototypes 259<br/>Summary 261<br/>References and Bibliography 261<br/>Exercises 262<br/>Thought Questions 263<br/>Chapter 13<br/>Robust Design 265<br/>What Is Robust Design? 266<br/>Design of Experiments 268<br/>The Robust Design Process 269<br/>Step 1: Identify Control Factors, Noise Factors,<br/>and Performance Metrics 269<br/>Step 2: Formulate an Objective Function 270<br/>Step 3: Develop the Experimental Plan 271<br/>Experimental Designs 271<br/>Testing Noise Factors 273<br/>Step 4: Run the Experiment 275<br/>Step 5: Conduct the Analysis 275<br/>Computing the Objective Function 275<br/>Computing Factor Effects by Analysis<br/>of Means 276<br/>Step 6: Select and Confirm Factor<br/>Setpoints 277<br/>Step 7: Reflect and Repeat 277<br/>Caveats 278<br/>Summary 278<br/>References and Bibliography 279<br/>Exercises 280<br/>Thought Questions 280<br/>Appendix<br/>Orthogonal Arrays 281<br/>Chapter 14<br/>Patents and Intellectual Property 285<br/>What Is Intellectual Property? 286<br/>Overview of Patents 287<br/>Utility Patents 288<br/>Preparing a Disclosure 288<br/>Step 1: Formulate a Strategy and Plan 290<br/>Timing of Patent Applications 290<br/>Type of Application 291<br/>Scope of Application 292<br/>Step 2: Study Prior Inventions 292<br/>Step 3: Outline Claims 293<br/>Step 4: Write the Description of the Invention 294<br/>Figures 295<br/>Writing the Detailed Description 295<br/>Defensive Disclosure 296<br/>Step 5: Refine Claims 297<br/>Writing the Claims 297<br/>Guidelines for Crafting Claims 300<br/>Step 6: Pursue Application 300<br/>Step 7: Reflect on the Results and the Process 302<br/>Summary 302<br/>References and Bibliography 303<br/>Exercises 303<br/>Thought Questions 303<br/>Appendix A<br/>Trademarks 304<br/>Appendix B<br/>Advice to Individual Inventors 304<br/>Chapter 15<br/>Product Development Economics 307<br/>Elements of Economic Analysis 308<br/>Quantitative Analysis 308<br/>Qualitative Analysis 308<br/>When Should Economic Analysis Be<br/>Performed? 309<br/>Economic Analysis Process 310<br/>Step 1: Build a Base-Case Financial Model 310<br/>Estimate the Timing and Magnitude of Future Cash<br/>Inflows and Outflows 310<br/>Compute the Net Present Value<br/>of the Cash Flows 312<br/>The Base-Case Financial Model Can Support<br/>Go/No-Go Decisions and Major Investment<br/>Decisions 313<br/>Step 2: Perform Sensitivity Analysis 313<br/>Development Cost Example 314<br/>Development Time Example 315<br/>Step 3: Use Sensitivity Analysis to Understand<br/>Project Trade-Offs 316<br/>Six Potential Interactions 316<br/>Trade-Off Rules 318<br/>Limitations of Quantitative Analysis 319<br/>Step 4: Consider the Influence of the Qualitative<br/>Factors on Project Success 320<br/>Projects Interact with the Firm, the Market, and the<br/>Macro Environment 320<br/>Carrying Out Qualitative Analysis 322<br/>Summary 323<br/>References and Bibliography 324<br/>Exercises 325<br/>Thought Questions 325<br/>Appendix A<br/>Time Value of Money and the Net Present<br/>Value Technique 325<br/>Appendix B<br/>Modeling Uncertain Cash Flows Using Net<br/>Present Value Analysis 328<br/>Chapter 16<br/>Managing Projects 331<br/>Understanding and Representing Tasks 332<br/>Sequential, Parallel, and Coupled Tasks 332<br/>The Design Structure Matrix 334<br/>Gantt Charts 335<br/>PERT Charts 336<br/>The Critical Path 336<br/>Baseline Project Planning 337<br/>The Contract Book 337<br/>Project Task List 337<br/>Team Staffing and Organization 339<br/>Project Schedule 340<br/>Project Budget 341<br/>Project Risk Plan 341<br/>Modifying the Baseline Plan 342<br/>Accelerating Projects 343<br/>Project Execution 346<br/>Coordination Mechanisms 346<br/>Assessing Project Status 349<br/>Corrective Actions 349<br/>Postmortem Project Evaluation 350<br/>Summary 351<br/>References and Bibliography 352<br/>Exercises 354<br/>Thought Questions 354<br/>Appendix<br/>Design Structure Matrix Example 354<br/>Index 357 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc | Treating such contemporary design and development issues as identifying customer needs, design for manufacturing, prototyping, and industrial design, Product Design and Development by Ulrich and Eppinger presents in a clear and detailed way a set of product development techniques aimed at bringing together the marketing, design, and manufacturing functions of the enterprise. The integrative methods in the book facilitate problem solving and decision making among people with different disciplinary perspectives, reflecting the current industry toward designing and developing products in cross-functional teams. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Industrial engineering |
| 655 ## - INDEX TERM--GENRE/FORM | |
| Genre/form data or focus term | Production management |
| Non-focus term | Industrial management |
| 700 ## - ADDED ENTRY--PERSONAL NAME | |
| Personal name | /Karl T. Ulrich;Steven D.Eppinger |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Books |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Home library | Current library | Date acquired | Cost, normal purchase price | Total Checkouts | Full call number | Barcode | Date last seen | Price effective from | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Dewey Decimal Classification | SNU LIBRARY | SNU LIBRARY | 22/11/2018 | 775.00 | 658.5752 ULR | 25818 | 22/11/2018 | 22/11/2018 | Books |
