Competitive Quality and Innovation

Inbunden, Engelska, 2015

2 339 kr

Beställningsvara. Skickas inom 10-15 vardagar

Fri frakt för medlemmar vid köp för minst 249 kr.

The aim of this book is to present new quality practices adapted to the specifics of innovation processes in order to increase their chances of success while also facilitating support of the creators who are often put off by the constraints of traditional quality management methods. These practices are applied in businesses of all sizes who do not want to broadcast on this subject as they are at the center of the factors that make them competitive. These quality approaches, which are specific to each innovation process, rest on a common methodological platform that is at the core of this book.

Produktinformation

Utgivningsdatum2015-06-16
Mått165 x 241 x 28 mm
Vikt694 g
FormatInbunden
SpråkEngelska
Antal sidor368
FörlagISTE Ltd and John Wiley & Sons Inc
ISBN9781848218208

Tillhör följande kategorier

Affärsutveckling inom Ekonomi och ledarskap
E-handel inom Ekonomi och ledarskap
Entreprenörskap inom Ekonomi och ledarskap
Projektledning inom Ekonomi och ledarskap

PREFACE xiii INTRODUCTION xviiCHAPTER 1. THE INNOVATION CONCEPT 11.1. The characteristics of an innovation process 11.2. Review of basic conceptual definitions in “general systemics” 131.2.1. The concept of a process 141.2.2. The concept of a processor 141.2.3. The concept of functionality 141.2.4. The concept of a function 141.2.5. The concept of configuration 151.2.6. The managerial architecture of a processor 151.3. Evaluation criteria for the success of an innovation 171.4. Drivers of socioeconomic exchange for an innovation process 181.5. Clarifications on certain actions in an innovation process 231.5.1. Managing the configuration of an innovation process 231.5.2. Creative research 251.5.3. Studies on the impact of a new innovation 291.5.4. Feasibility studies in the innovation process 321.5.5. The decision-making stages of the innovation process 361.6. Classification of innovation processes 371.6.1. Three types of company 371.6.2. Types of innovations 391.6.3. Correlations between types of innovating companies and types of innovation 391.6.4. The specificities of type I innovations 401.6.5. Specificities of type II innovations 441.6.6. Specificities of type II and IV innovations 491.7. Conclusion 52CHAPTER 2. COMPETITIVE QUALITY OF AN INNOVATION 532.1. Introduction 532.2. The concepts which characterize competitive quality 552.3. The use of competitive quality in an innovation process 672.4. A model of the competitive quality process in an innovation process 692.5. Conclusion 73CHAPTER 3. COMPETITIVE QUALITY TACTICS 753.1. Introduction 753.2. The objective of a competitive quality tactics 763.3. Planning competitive quality tactics in the innovation process 813.4. Methods for designing competitive quality tactics 883.5. The performance of competitive quality tactics 913.6. Managing the design of competitive quality tactics 913.7. Conclusion 94CHAPTER 4. THE MARKETING QUALITY OF AN INNOVATION 974.1. Introduction 974.2. Marketing quality in an innovation process 994.3. Planning marketing quality within the innovation process 1034.3.1. Releases of competitive quality fuel 1034.3.2. The emergence of stakeholders’ competitive quality perceptions 1064.3.3. Compensatory resources and contributions to the company’s image and reputation 1074.4. Defining marketing quality 1084.4.1. Marketing quality in releasing competitive quality fuel 1104.4.2. Marketing quality in the emergence of competitive quality judgments 1114.4.3. Marketing quality in the production of compensatory resources 1134.4.4. Marketing quality in contributing to the company’s image and reputation 1144.5. Marketing quality performance 1154.6. Managing the production of marketing quality 1174.7. Conclusion 120CHAPTER 5. THE “QUALITY” FUEL OF AN INNOVATION 1235.1. Introduction 1235.2. An innovation process’ competitive quality fuel 1245.3. Planning the design of competitive quality fuel in the innovation process 1275.4. Ways of defining competitive quality fuel 1295.5. Performance of the design of competitive quality fuel 1365.6. Managing the design of competitive quality fuel 1385.7. Conclusion 141CHAPTER 6. THE EMITTERS OF QUALITY FUEL 1436.1. Introduction 1436.2. Competitive quality fuel emitters 1446.3. Defining a competitive quality fuel emitter 1466.4. Planning the design of competitive quality fuel emitters 1516.5. The performance of the design of competitive quality fuel emitters 1546.6. Managing the design of quality fuel emitters 1556.7. Conclusion 158CHAPTER 7. QUALIFICATION OF EMITTERS 1597.1. Introduction 1597.2. The qualification of competitive quality fuel emitters 1607.3. Method for qualifying competitive quality emitters 1617.4. The performance of this qualification 1647.5. Managing the qualification of competitive quality fuel emitters 1657.6. Conclusion 168CHAPTER 8. VALIDATION OF MARKETING QUALITY 1698.1. Introduction 1698.2. Validation of the competitive quality marketing of an innovation process 1708.3. Methods for validating competitive marketing quality in an innovation process 1718.4. Planning the validation of competitive marketing quality 1728.5. Managing competitive marketing quality validation 1738.6. Conclusion 175CHAPTER 9. SUPERVISION OF EMITTERS 1779.1. Introduction 1779.2. The objective of supervision 1789.3. Methods of supervision 1799.4. Planning the supervision of competitive quality fuel emitters 1809.5. The performance of the supervision of CQF emitters 1829.6. Managing the supervision of competitive quality fuel emitters 1839.7. Conclusion 184CHAPTER 10. MONITORING PERCEIVED QUALITY 18710.1. Introduction 18710.2. The objective of this monitoring 18810.3. Methods of monitoring perceived quality 18910.4. Planning the monitoring of perceived quality 19010.5. Managing the monitoring of perceived quality 19210.6. Conclusion 194CHAPTER 11. ENSURING BENEFITS 19711.1. Introduction 19711.2. The objective of ensuring benefits 19811.3. Methods for ensuring benefits 19911.4. Planning methods for ensuring benefits 20011.5. The management of ensuring benefits 20211.6. Conclusion 203CHAPTER 12. THE ROLE OF THE QUALITY DEPARTMENT 20512.1. Introduction 20512.2. Positioning a quality department within an innovation process 20612.3. The specificities of the quality specialist’s objectives 21112.4. The objectives of the quality specialist in creative research 21412.4.1. The quality specialist’s interventions in the emergence of the idea 21612.4.2. The interventions of the quality specialist in the creation of experimental drafts 21812.4.3. Interventions of the quality specialist in the creation of drafts of the innovation 22112.4.4. The interventions of the quality specialist for the creation of drafts of future products or services 22612.5. The missions of the quality specialist in impact studies on competitive quality fuel 23212.5.1. The role of the quality specialist in the characterization of future products or services 23512.5.2. The role of the quality specialist in identifying future clients 23712.5.3. The role of the quality specialist in the characterization of future uses of the innovation 24012.5.4. The role of the quality specialist in carrying out prospective studies 24312.5.5. The role of the quality specialist in carrying out tests on the drafts of future products or services 24712.6. The missions of the quality specialist in the feasibility studies 25312.6.1. The role of the quality specialist in conducting the initial feasibility tests of the future products or services 25612.6.2. The role of the quality specialist in identifying future stakeholders in the project 25812.6.3. The role of the quality specialist in the feasibility studies on exchanges with the future stakeholders in the project 25912.6.4. The role of the quality specialist in carrying out performance tests of future products or services incorporating the innovation 26312.6.5. The role of the quality specialist identifying stakeholders in the future BU 26512.6.6. The role of the quality specialist in studies on the ability of the company to produce future products or services 26712.7. The role of the quality specialist in equipment design 27012.7.1. The role of the quality specialist in the construction of the innovation processor 27312.7.2. The role of the quality specialist in the design of prototypes of the production system for future products or services 27512.7.3. The role of the quality specialist in the intellectual protection of the innovation 27712.8. The role of the quality specialist in assisting decision-making 27812.9. Conclusion 285CHAPTER 13. QUALITY CULTURE IN PROJECT TEAMS 28713.1. Introduction 28713.2. The inherent visions of quality 28813.3. The aptitudes for producing quality 29013.3.1. Individual aptitudes 29013.3.2. Collective aptitudes 29413.4. Methods for acquiring aptitudes for producing quality 29713.5. Conclusion 298APPENDICES 299APPENDIX 1 301APPENDIX 2 309APPENDIX 3 319BIBLIOGRAPHY 335INDEX 339