000			16904cam a2200589 i 4500
001			904505863
003			OCoLC
005			20241212131524.0
008			150227t20162016nyua b 001 0 eng
010			_a2015001250
020			_a9780078029066 _q(alk. paper)
020			_a0078029066 _q(alk. paper)
035			_a(OCoLC)904505863 _z(OCoLC)915033278 _z(OCoLC)1166712563
040			_cMSA UNI
042			_apcc
050	0	0	_aTS171 _b.U47 2016
080			_a62.001.5.U41
080			_a658.575 _bULR
082	0	0	_a658.5/752 _223
100	1		_aUlrich, Karl T., _eauthor _91898
245	1	0	_aProduct Design and Development / _cKarl T. Ulrich,, Steven D. Eppinger , Maria C. Yang
250			_aSeventh edition
264		1	_aNew York, NY : _bMcGraw-Hill Education, _c2020
300			_axvi, 432 pages : _billustrations ; _c24 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references and index
505	0		_aMachine generated contents note: Characteristics of Successful Product Development -- Who Designs and Develops Products? -- Duration and Cost of Product Development -- The Challenges of Product Development -- Approach of This Book -- Structured Methods -- Industrial Examples -- Organizational Realities -- Roadmap of the Book -- References and Bibliography -- Exercises -- Thought Question -- The Product Development Process -- Concept Development: The Front-End Process -- Adapting the Generic Product Development Process -- Technology-Push Products -- Platform Products -- Process-Intensive Products -- Customized Products -- High-Risk Products -- Quick-Build Products -- Product-Service Systems -- Complex Systems -- Product Development Process Flows -- The Tyco Product Development Process -- Product Development Organizations -- Organizations Are Formed by Establishing Links among Individuals -- Organizational Links May Be Aligned with Functions, Projects, or Both
505	0		_aNote continued: Choosing an Organizational Structure -- Distributed Product Development Teams -- The Tyco Product Development Organization -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- What Is an Opportunity? -- Types of Opportunities -- Tournament Structure of Opportunity Identification -- Effective Opportunity Tournaments -- Opportunity Identification Process -- Step 1: Establish a Charter -- Step 2: Generate and Sense Many Opportunities -- Techniques for Generating Opportunities -- Step 3: Screen Opportunities -- Step 4: Develop Promising Opportunities -- Step 5: Select Exceptional Opportunities -- Step 6: Reflect on the Results and the Process -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- The Product Planning Process -- Four Types of Product Development Projects -- The Process -- Step 1: Identify Opportunities -- Step 2: Evaluate and Prioritize Projects -- Competitive Strategy -- Market Segmentation
505	0		_aNote continued: Technological Trajectories -- Product Platform Planning -- Evaluating Fundamentally New Product Opportunities -- Balancing the Portfolio -- Step 3: Allocate Resources and Plan Timing -- Resource Allocation -- Project Timing -- The Product Plan -- Step 4: Complete Pre-Project Planning -- Mission Statements -- Assumptions and Constraints -- Staffing and Other Pre-Project Planning Activities -- Step 5: Reflect on the Results and the Process -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- The Importance of Latent Needs -- The Process of Identifying Customer Needs -- Step 1: Gather Raw Data from Customers -- Choosing Customers -- The Art of Eliciting Customer Needs Data -- Documenting Interactions with Customers -- Step 2: Interpret Raw Data in Terms of Customer Needs -- Step 3: Organize the Needs into a Hierarchy -- Step 4: Establish the Relative Importance of the Needs -- Step 5: Reflect on the Results and the Process
505	0		_aNote continued: Summary -- References and Bibliography -- Exercises -- Thought Questions -- What Are Specifications? -- When Are Specifications Established? -- Establishing Target Specifications -- Step 1: Prepare the List of Metrics -- Step 2: Collect Competitive Benchmarking Information -- Step 3: Set Ideal and Marginally Acceptable Target Values -- Step 4: Reflect on the Results and the Process -- Setting the Final Specifications -- Step 1: Develop Technical Models of the Product -- Step 2: Develop a Cost Model of the Product -- Step 3: Refine the Specifications, Making Trade-Offs Where Necessary -- Step 4: Flow Down the Specifications as Appropriate -- Step 5: Reflect on the Results and the Process -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- Appendix Target Costing -- The Activity of Concept Generation -- Structured Approaches Reduce the Likelihood of Costly Problems -- A Five-Step Method -- Step 1: Clarify the Problem
505	0		_aNote continued: Decompose a Complex Problem into Simpler Subproblems -- Focus Initial Efforts on the Critical Subproblems -- Step 2: Search Externally -- Interview Lead Users -- Consult Experts -- Search Patents -- Search Published Literature -- Benchmark Related Products -- Step 3: Search Internally -- Both Individual and Group Sessions Can Be Useful -- Hints for Generating Solution Concepts -- Step 4: Explore Systematically -- Concept Classification Tree -- Concept Combination Table -- Managing the Exploration Process -- Step 5: Reflect on the Solutions and the Process -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- Concept Selection Is an Integral Part of the Product Development Process -- All Teams Use Some Method for Choosing a Concept -- A Structured Method Offers Several Benefits -- Overview of Methodology -- Concept Screening -- Step 1: Prepare the Selection Matrix -- Step 2: Rate the Concepts -- Step 3: Rank the Concepts
505	0		_aNote continued: Step 4: Combine and Improve the Concepts -- Step 5: Select One or More Concepts -- Step 6: Reflect on the Results and the Process -- Concept Scoring -- Step 1: Prepare the Selection Matrix -- Step 2: Rate the Concepts -- Step 3: Rank the Concepts -- Step 4: Combine and Improve the Concepts -- Step 5: Select One or More Concepts -- Step 6: Reflect on the Results and the Process -- Caveats -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- Appendix A Concept-Screening Matrix Example -- Appendix B Concept-Scoring Matrix Example -- Step 1: Define the Purpose of the Concept Test -- Step 2: Choose a Survey Population -- Step 3: Choose a Survey Format -- Step 4: Communicate the Concept -- Matching the Survey Format with the Means of Communicating the Concept -- Issues in Communicating the Concept -- Step 5: Measure Customer Response -- Step 6: Interpret the Results -- Step 7: Reflect on the Results and the Process -- Summary
505	0		_aNote continued: References and Bibliography -- Exercises -- Thought Questions -- Appendix Estimating Market Sizes -- What Is Product Architecture? -- Types of Modularity -- When Is the Product Architecture Defined? -- Implications of the Architecture -- Product Change -- Product Variety -- Component Standardization -- Product Performance -- Manufacturability -- Product Development Management -- Establishing the Architecture -- Step 1: Create a Schematic of the Product -- Step 2: Cluster the Elements of the Schematic -- Step 3: Create a Rough Geometric Layout -- Step 4: Identify the Fundamental and Incidental Interactions -- Delayed Differentiation -- Platform Planning -- Differentiation Plan -- Commonality Plan -- Managing the Trade-Off between Differentiation and Commonality -- Related System-Level Design Issues -- Defining Secondary Systems -- Establishing the Architecture of the Chunks -- Creating Detailed Interface Specifications -- Summary
505	0		_aNote continued: References and Bibliography -- Exercises -- Thought Questions -- What Is Industrial Design? -- Assessing the Need for Industrial Design -- Expenditures for Industrial Design -- How Important Is Industrial Design to a Product? -- Ergonomic Needs -- Aesthetic Needs -- The Impact of Industrial Design -- Is Industrial Design Worth the Investment? -- How Does Industrial Design Establish a Corporate Identity? -- The Industrial Design Process -- 1. Investigation of Customer Needs -- 2. Conceptualization -- 3. Preliminary Refinement -- 4. Further Refinement and Final Concept Selection -- 5. Control Drawings or Models -- 6. Coordination with Engineering, Manufacturing, and External Vendors -- The Impact of Computer-Based Tools on the ID Process -- Management of the Industrial Design Process -- Timing of Industrial Design Involvement -- Assessing the Quality of Industrial Design -- 1. Quality of the User Interface -- 2. Emotional Appeal
505	0		_aNote continued: 3. Ability to Maintain and Repair the Product -- 4. Appropriate Use of Resources -- 5. Product Differentiation -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- What Is Design for Environment? -- Two Life Cycles -- Environmental Impacts -- History of Design for Environment -- Herman Miller's Journey toward Design for Environment -- The Design for Environment Process -- Step 1: Set the DFE Agenda: Drivers, Goals, and Team -- Identify the Internal and External Drivers of DFE -- Set the DFE Goals -- Set Up the DFE Team -- Step 2: Identify Potential Environmental Impacts -- Step 3: Select DFE Guidelines -- Step 4: Apply the DFE Guidelines to the Initial Product Design -- Step 5: Assess the Environmental Impacts -- Compare the Environmental Impacts to DFE Goals -- Step 6: Refine the Product Design to Reduce or Eliminate the Environmental Impacts -- Step 7: Reflect on the DFE Process and Results -- Summary
505	0		_aNote continued: References and Bibliography -- Exercises -- Thought Questions -- Appendix Design for Environment Guidelines -- Design for Manufacturing Defined -- DFM Requires a Cross-Functional Team -- DFM Is Performed throughout the Development Process -- Overview of the DFM Process -- Step 1: Estimate the Manufacturing Costs -- Transportation Costs -- Fixed Costs versus Variable Costs -- The Bill of Materials -- Estimating the Costs of Standard Components -- Estimating the Costs of Custom Components -- Estimating the Cost of Assembly -- Estimating the Overhead Costs -- Step 2: Reduce the Costs of Components -- Understand the Process Constraints and Cost Drivers -- Redesign Components to Eliminate Processing Steps -- Choose the Appropriate Economic Scale for the Part Process -- Standardize Components and Processes -- Adhere to "Black Box" Component Procurement -- Step 3: Reduce the Costs of Assembly -- Keeping Score -- Integrate Parts -- Maximize Ease of Assembly
505	0		_aNote continued: Consider Customer Assembly -- Step 4: Reduce the Costs of Supporting Production -- Minimize Systemic Complexity -- Error Proofing -- Step 5: Consider the Impact of DFM Decisions on Other Factors -- The Impact of DFM on Development Time -- The Impact of DFM on Development Cost -- The Impact of DFM on Product Quality -- The Impact of DFM on External Factors -- Results -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- Appendix A Materials Costs -- Appendix B Component Manufacturing Costs -- Appendix C Assembly Costs -- Appendix D Cost Structures -- Understanding Prototypes -- Types of Prototypes -- What Are Prototypes Used For? -- Principles of Prototyping -- Analytical Prototypes Are Generally More Flexible Than Physical Prototypes -- Physical Prototypes Are Required to Detect Unanticipated Phenomena -- A Prototype May Reduce the Risk of Costly Iterations -- A Prototype May Expedite Other Development Steps
505	0		_aNote continued: A Prototype May Restructure Task Dependencies -- Prototyping Technologies -- 3D CAD Modeling and Analysis -- 3D Printing -- Planning for Prototypes -- Step 1: Define the Purpose of the Prototype -- Step 2: Establish the Level of Approximation of the Prototype -- Step 3: Outline an Experimental Plan -- Step 4: Create a Schedule for Procurement, Construction, and Testing -- Planning Milestone Prototypes -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- What Is Robust Design? -- Design of Experiments -- The Robust Design Process -- Step 1: Identify Control Factors, Noise Factors, and Performance Metrics -- Step 2: Formulate an Objective Function -- Step 3: Develop the Experimental Plan -- Experimental Designs -- Testing Noise Factors -- Step 4: Run the Experiment -- Step 5: Conduct the Analysis -- Computing the Objective Function -- Computing Factor Effects by Analysis of Means -- Step 6: Select and Confirm Factor Setpoints
505	0		_aNote continued: Step 7: Reflect and Repeat -- Caveats -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- Appendix Orthogonal Arrays -- What Is Intellectual Property? -- Overview of Patents -- Utility Patents -- Preparing a Disclosure -- Step 1: Formulate a Strategy and Plan -- Timing of Patent Applications -- Type of Application -- Scope of Application -- Step 2: Study Prior Inventions -- Step 3: Outline Claims -- Step 4: Write the Description of the Invention -- Figures -- Writing the Detailed Description -- Defensive Disclosure -- Step 5: Refine Claims -- Writing the Claims -- Guidelines for Crafting Claims -- Step 6: Pursue Application -- Step 7: Reflect on the Results and the Process -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- Appendix A Trademarks -- Appendix B Advice to Individual Inventors -- Product-Service Systems -- In What Ways Are Services and Products Different? -- The Service Design Process
505	0		_aNote continued: The Service Concept -- Concept Development at Zipcar -- The Service Process Flow Diagram -- Subsequent Refinement -- Downstream Development Activities in Services -- Prototyping a Service -- Growing Services -- Continuous Improvement -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- Elements of Economic Analysis -- Quantitative Analysis -- Qualitative Analysis -- When Should Economic Analysis Be Performed? -- Economic Analysis Process -- Step 1: Build a Base-Case Financial Model -- Estimate the Timing and Magnitude of Future Cash Inflows and Outflows -- Compute the Net Present Value of the Cash Flows -- Other Cash Flows -- Supporting Go/No-Go and Major Investment Decisions -- Step 2: Perform Sensitivity Analysis -- Development Cost Example -- Development Time Example -- Understanding Uncertainties -- Step 3: Use Sensitivity Analysis to Understand Trade-Offs -- Potential Interactions -- Trade-Off Rules
505	0		_aNote continued: Limitations of Quantitative Analysis -- Step 4: Consider the Influence of Qualitative Factors -- Projects Interact with the Firm, the Market, and the Macro Environment -- Carrying Out Qualitative Analysis -- Summary -- References and Bibliography -- Exercises -- Thought Questions -- Appendix A Time Value of Money and the Net Present Value Technique -- Appendix B Modeling Uncertain Cash Flows Using Net Present Value Analysis -- Understanding and Representing Tasks -- Sequential, Parallel, and Coupled Tasks -- The Design Structure Matrix -- Gantt Charts -- PERT Charts -- The Critical Path -- Baseline Project Planning -- The Contract Book -- Project Task List -- Team Staffing and Organization -- Project Schedule -- Project Budget -- Project Risk Plan -- Modifying the Baseline Plan -- Accelerating Projects -- Project Execution -- Coordination Mechanisms -- Assessing Project Status -- Corrective Actions -- Postmortem Project Evaluation -- Summary
505	0		_aNote continued: References and Bibliography -- Exercises -- Thought Questions -- Appendix Design Structure Matrix Example
520			_aTreating 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		0	_aNew products _xDecision making _xMethodology _vCase studies _91899
650		0	_aProduct design _xCost effectiveness _vCase studies _91900
650		0	_aProduction engineering _vCase studies _91901
655		7	_aCase studies. _2lcgft _91504
700	1		_aEppinger, Steven D., _eauthor _91902
942			_2ddc _cBK
999			_c27079 _d27079