Managing the Design FactoryThe man who launched a revolution in product development with his bestselling Developing Products in Half the Time is back with a new book that's also certain to be a classic. In Managing the Design Factory Donald G. Reinertsen presents concepts and practical tools that will be invaluable for anyone trying to get products out of the pipeline and into the market. The first book to put the principles of World Class Manufacturing to work in the development process, Managing the Design Factory combines the powerful analytical tools of queuing, information, and system theories with the proven ideas of organization design and risk management. The result: a methodical approach to consistently hit the "sweet spot" of quality, cost, and time in developing any product. Reinertsen illustrates these concepts with concrete examples drawn from his work with many leading companies across different industries. Fresh and thought-provoking, the book challenges many of the conventional approaches to product development. "There are no best practices," Reinertsen writes, "the idea of best practices is a seductive but dangerous trap." Unlike other books that promote rules and rituals based on benchmarking "best practices," this book focuses on practical tools that account for varied situations. He breaks new ground with a disciplined, quantitative approach for making decisions on critical issues: When should we use a sequential or concurrent process? Centralized or decentralized control? Functional or team organizations? Full of practical techniques, concrete examples, and solid general principles, this is a real toolkit for product developers. Moreover, it is written with the clarity, precision, and humor that are Reinertsen's trademarks. He promises to challenge the thinking of anyone involved in product development. |
Contents
INTRODUCTION | 1 |
ΙΝΤΟ ΤHE DESIGN FACTORY | 9 |
MAKING PROFITS NOT PRODUCTS | 23 |
ENTERING THE LAND OF QUEUES | 42 |
ITS ALL ABOUT INFORMATION | 68 |
JUST ADD FEEDBACK | 84 |
Difficulty in Troubleshooting Instability and Chaos Accuracy and Feedback | 92 |
CHOOSE THE RIGHT ORGANIZATION | 99 |
THE INVISIBLE DESIGN | 144 |
GET THE PRODUCT SPECIFICATION RIGHT | 162 |
USE THE RIGHT TOOLS | 185 |
MEASURE THE RIGHT THINGS | 197 |
MANAGE UNCERTAINTY AND RISK | 218 |
NOW WHAT DO I | 245 |
| 255 | |
About the Author | 269 |
Common terms and phrases
achieve activities application economics approach architecture autonomous team batch size batch sizes budget capacity Capacity Utilization choices communications companies complex components control system cost of delay create critical path cycle decision rules Design Factory design process design team development expense development process development team early economic objectives efficiency engineering example failure feedback focus group focused FPGA goal impact important improve information theory input interfaces interviews Let us look Little's Law manufacturing market risk measure megaproject ment metrics modular modules monitor nomic open loop optimize organization output parameters performance personal computers problem process design product architecture product development profit prototype queueing theory reduce requirements reuse schedule shown in Figure simply speed strategy subprocess subsystem system architect target technical risk technique testing processes things tion understand unit cost variability Videoconferencing
Popular passages
Page 255 - S. (1995): The Economics of Experimentation in the Design of New Products and Processes, unpublished Ph.D.
References to this book
Agile Management for Software Engineering: Applying the Theory of ... David J. Anderson No preview available - 2003 |
Managing Buyer-Supplier Relations: The Winning Edge Through Specification ... Rajesh Nellore No preview available - 2002 |