P Maillard
Competitive Quality and Innovation
Gebonden Engels 2015 9781848218208
Verwachte levertijd ongeveer 9 werkdagen
Samenvatting
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.
Specificaties
Lezersrecensies
Wees de eerste die een lezersrecensie schrijft!
Inhoudsopgave
PREFACE xiii
<p>INTRODUCTION xvii</p>
<p>CHAPTER 1. THE INNOVATION CONCEPT 1</p>
<p>1.1. The characteristics of an innovation process 1</p>
<p>1.2. Review of basic conceptual definitions in general systemics 13</p>
<p>1.2.1. The concept of a process 14</p>
<p>1.2.2. The concept of a processor 14</p>
<p>1.2.3. The concept of functionality 14</p>
<p>1.2.4. The concept of a function 14</p>
<p>1.2.5. The concept of configuration 15</p>
<p>1.2.6. The managerial architecture of a processor 15</p>
<p>1.3. Evaluation criteria for the success of an innovation 17</p>
<p>1.4. Drivers of socioeconomic exchange for an innovation process 18</p>
<p>1.5. Clarifications on certain actions in an innovation process 23</p>
<p>1.5.1. Managing the configuration of an innovation process 23</p>
<p>1.5.2. Creative research 25</p>
<p>1.5.3. Studies on the impact of a new innovation 29</p>
<p>1.5.4. Feasibility studies in the innovation process 32</p>
<p>1.5.5. The decision–making stages of the innovation process 36</p>
<p>1.6. Classification of innovation processes 37</p>
<p>1.6.1. Three types of company 37</p>
<p>1.6.2. Types of innovations 39</p>
<p>1.6.3. Correlations between types of innovating companies and types of innovation 39</p>
<p>1.6.4. The specificities of type I innovations 40</p>
<p>1.6.5. Specificities of type II innovations 44</p>
<p>1.6.6. Specificities of type II and IV innovations 49</p>
<p>1.7. Conclusion 52</p>
<p>CHAPTER 2. COMPETITIVE QUALITY OF AN INNOVATION 53</p>
<p>2.1. Introduction 53</p>
<p>2.2. The concepts which characterize competitive quality 55</p>
<p>2.3. The use of competitive quality in an innovation process 67</p>
<p>2.4. A model of the competitive quality process in an innovation process 69</p>
<p>2.5. Conclusion 73</p>
<p>CHAPTER 3. COMPETITIVE QUALITY TACTICS 75</p>
<p>3.1. Introduction 75</p>
<p>3.2. The objective of a competitive quality tactics 76</p>
<p>3.3. Planning competitive quality tactics in the innovation process 81</p>
<p>3.4. Methods for designing competitive quality tactics 88</p>
<p>3.5. The performance of competitive quality tactics 91</p>
<p>3.6. Managing the design of competitive quality tactics 91</p>
<p>3.7. Conclusion 94</p>
<p>CHAPTER 4. THE MARKETING QUALITY OF AN INNOVATION 97</p>
<p>4.1. Introduction 97</p>
<p>4.2. Marketing quality in an innovation process 99</p>
<p>4.3. Planning marketing quality within the innovation process 103</p>
<p>4.3.1. Releases of competitive quality fuel 103</p>
<p>4.3.2. The emergence of stakeholders competitive quality perceptions 106</p>
<p>4.3.3. Compensatory resources and contributions to the company s image and reputation 107</p>
<p>4.4. Defining marketing quality 108</p>
<p>4.4.1. Marketing quality in releasing competitive quality fuel 110</p>
<p>4.4.2. Marketing quality in the emergence of competitive quality judgments 111</p>
<p>4.4.3. Marketing quality in the production of compensatory resources 113</p>
<p>4.4.4. Marketing quality in contributing to the company s image and reputation 114</p>
<p>4.5. Marketing quality performance 115</p>
<p>4.6. Managing the production of marketing quality 117</p>
<p>4.7. Conclusion 120</p>
<p>CHAPTER 5. THE QUALITY FUEL OF AN INNOVATION 123</p>
<p>5.1. Introduction 123</p>
<p>5.2. An innovation process competitive quality fuel 124</p>
<p>5.3. Planning the design of competitive quality fuel in the innovation process 127</p>
<p>5.4. Ways of defining competitive quality fuel 129</p>
<p>5.5. Performance of the design of competitive quality fuel 136</p>
<p>5.6. Managing the design of competitive quality fuel 138</p>
<p>5.7. Conclusion 141</p>
<p>CHAPTER 6. THE EMITTERS OF QUALITY FUEL 143</p>
<p>6.1. Introduction 143</p>
<p>6.2. Competitive quality fuel emitters 144</p>
<p>6.3. Defining a competitive quality fuel emitter 146</p>
<p>6.4. Planning the design of competitive quality fuel emitters 151</p>
<p>6.5. The performance of the design of competitive quality fuel emitters 154</p>
<p>6.6. Managing the design of quality fuel emitters 155</p>
<p>6.7. Conclusion 158</p>
<p>CHAPTER 7. QUALIFICATION OF EMITTERS 159</p>
<p>7.1. Introduction 159</p>
<p>7.2. The qualification of competitive quality fuel emitters 160</p>
<p>7.3. Method for qualifying competitive quality emitters 161</p>
<p>7.4. The performance of this qualification 164</p>
<p>7.5. Managing the qualification of competitive quality fuel emitters 165</p>
<p>7.6. Conclusion 168</p>
<p>CHAPTER 8. VALIDATION OF MARKETING QUALITY 169</p>
<p>8.1. Introduction 169</p>
<p>8.2. Validation of the competitive quality marketing of an innovation process 170</p>
<p>8.3. Methods for validating competitive marketing quality in an innovation process 171</p>
<p>8.4. Planning the validation of competitive marketing quality 172</p>
<p>8.5. Managing competitive marketing quality validation 173</p>
<p>8.6. Conclusion 175</p>
<p>CHAPTER 9. SUPERVISION OF EMITTERS 177</p>
<p>9.1. Introduction 177</p>
<p>9.2. The objective of supervision 178</p>
<p>9.3. Methods of supervision 179</p>
<p>9.4. Planning the supervision of competitive quality fuel emitters 180</p>
<p>9.5. The performance of the supervision of CQF emitters 182</p>
<p>9.6. Managing the supervision of competitive quality fuel emitters 183</p>
<p>9.7. Conclusion 184</p>
<p>CHAPTER 10. MONITORING PERCEIVED QUALITY 187</p>
<p>10.1. Introduction 187</p>
<p>10.2. The objective of this monitoring 188</p>
<p>10.3. Methods of monitoring perceived quality 189</p>
<p>10.4. Planning the monitoring of perceived quality 190</p>
<p>10.5. Managing the monitoring of perceived quality 192</p>
<p>10.6. Conclusion 194</p>
<p>CHAPTER 11. ENSURING BENEFITS 197</p>
<p>11.1. Introduction 197</p>
<p>11.2. The objective of ensuring benefits 198</p>
<p>11.3. Methods for ensuring benefits 199</p>
<p>11.4. Planning methods for ensuring benefits 200</p>
<p>11.5. The management of ensuring benefits 202</p>
<p>11.6. Conclusion 203</p>
<p>CHAPTER 12. THE ROLE OF THE QUALITY DEPARTMENT 205</p>
<p>12.1. Introduction 205</p>
<p>12.2. Positioning a quality department within an innovation process 206</p>
<p>12.3. The specificities of the quality specialist s objectives 211</p>
<p>12.4. The objectives of the quality specialist in creative research 214</p>
<p>12.4.1. The quality specialist s interventions in the emergence of the idea 216</p>
<p>12.4.2. The interventions of the quality specialist in the creation of experimental drafts 218</p>
<p>12.4.3. Interventions of the quality specialist in the creation of drafts of the innovation 221</p>
<p>12.4.4. The interventions of the quality specialist for the creation of drafts of future products or services 226</p>
<p>12.5. The missions of the quality specialist in impact studies on competitive quality fuel 232</p>
<p>12.5.1. The role of the quality specialist in the characterization of future products or services 235</p>
<p>12.5.2. The role of the quality specialist in identifying future clients 237</p>
<p>12.5.3. The role of the quality specialist in the characterization of future uses of the innovation 240</p>
<p>12.5.4. The role of the quality specialist in carrying out prospective studies 243</p>
<p>12.5.5. The role of the quality specialist in carrying out tests on the drafts of future products or services 247</p>
<p>12.6. The missions of the quality specialist in the feasibility studies 253</p>
<p>12.6.1. The role of the quality specialist in conducting the initial feasibility tests of the future products or services 256</p>
<p>12.6.2. The role of the quality specialist in identifying future stakeholders in the project 258</p>
<p>12.6.3. The role of the quality specialist in the feasibility studies on exchanges with the future stakeholders in the project 259</p>
<p>12.6.4. The role of the quality specialist in carrying out performance tests of future products or services incorporating the innovation 263</p>
<p>12.6.5. The role of the quality specialist identifying stakeholders in the future BU 265</p>
<p>12.6.6. The role of the quality specialist in studies on the ability of the company to produce future products or services 267</p>
<p>12.7. The role of the quality specialist in equipment design 270</p>
<p>12.7.1. The role of the quality specialist in the construction of the innovation processor 273</p>
<p>12.7.2. The role of the quality specialist in the design of prototypes of the production system for future products or services 275</p>
<p>12.7.3. The role of the quality specialist in the intellectual protection of the innovation 277</p>
<p>12.8. The role of the quality specialist in assisting decision–making 278</p>
<p>12.9. Conclusion 285</p>
<p>CHAPTER 13. QUALITY CULTURE IN PROJECT TEAMS 287</p>
<p>13.1. Introduction 287</p>
<p>13.2. The inherent visions of quality 288</p>
<p>13.3. The aptitudes for producing quality 290</p>
<p>13.3.1. Individual aptitudes 290</p>
<p>13.3.2. Collective aptitudes 294</p>
<p>13.4. Methods for acquiring aptitudes for producing quality 297</p>
<p>13.5. Conclusion 298</p>
<p>APPENDICES 299</p>
<p>APPENDIX 1 301</p>
<p>APPENDIX 2 309</p>
<p>APPENDIX 3 319</p>
<p>BIBLIOGRAPHY 335</p>
<p>INDEX 339</p>
<p>INTRODUCTION xvii</p>
<p>CHAPTER 1. THE INNOVATION CONCEPT 1</p>
<p>1.1. The characteristics of an innovation process 1</p>
<p>1.2. Review of basic conceptual definitions in general systemics 13</p>
<p>1.2.1. The concept of a process 14</p>
<p>1.2.2. The concept of a processor 14</p>
<p>1.2.3. The concept of functionality 14</p>
<p>1.2.4. The concept of a function 14</p>
<p>1.2.5. The concept of configuration 15</p>
<p>1.2.6. The managerial architecture of a processor 15</p>
<p>1.3. Evaluation criteria for the success of an innovation 17</p>
<p>1.4. Drivers of socioeconomic exchange for an innovation process 18</p>
<p>1.5. Clarifications on certain actions in an innovation process 23</p>
<p>1.5.1. Managing the configuration of an innovation process 23</p>
<p>1.5.2. Creative research 25</p>
<p>1.5.3. Studies on the impact of a new innovation 29</p>
<p>1.5.4. Feasibility studies in the innovation process 32</p>
<p>1.5.5. The decision–making stages of the innovation process 36</p>
<p>1.6. Classification of innovation processes 37</p>
<p>1.6.1. Three types of company 37</p>
<p>1.6.2. Types of innovations 39</p>
<p>1.6.3. Correlations between types of innovating companies and types of innovation 39</p>
<p>1.6.4. The specificities of type I innovations 40</p>
<p>1.6.5. Specificities of type II innovations 44</p>
<p>1.6.6. Specificities of type II and IV innovations 49</p>
<p>1.7. Conclusion 52</p>
<p>CHAPTER 2. COMPETITIVE QUALITY OF AN INNOVATION 53</p>
<p>2.1. Introduction 53</p>
<p>2.2. The concepts which characterize competitive quality 55</p>
<p>2.3. The use of competitive quality in an innovation process 67</p>
<p>2.4. A model of the competitive quality process in an innovation process 69</p>
<p>2.5. Conclusion 73</p>
<p>CHAPTER 3. COMPETITIVE QUALITY TACTICS 75</p>
<p>3.1. Introduction 75</p>
<p>3.2. The objective of a competitive quality tactics 76</p>
<p>3.3. Planning competitive quality tactics in the innovation process 81</p>
<p>3.4. Methods for designing competitive quality tactics 88</p>
<p>3.5. The performance of competitive quality tactics 91</p>
<p>3.6. Managing the design of competitive quality tactics 91</p>
<p>3.7. Conclusion 94</p>
<p>CHAPTER 4. THE MARKETING QUALITY OF AN INNOVATION 97</p>
<p>4.1. Introduction 97</p>
<p>4.2. Marketing quality in an innovation process 99</p>
<p>4.3. Planning marketing quality within the innovation process 103</p>
<p>4.3.1. Releases of competitive quality fuel 103</p>
<p>4.3.2. The emergence of stakeholders competitive quality perceptions 106</p>
<p>4.3.3. Compensatory resources and contributions to the company s image and reputation 107</p>
<p>4.4. Defining marketing quality 108</p>
<p>4.4.1. Marketing quality in releasing competitive quality fuel 110</p>
<p>4.4.2. Marketing quality in the emergence of competitive quality judgments 111</p>
<p>4.4.3. Marketing quality in the production of compensatory resources 113</p>
<p>4.4.4. Marketing quality in contributing to the company s image and reputation 114</p>
<p>4.5. Marketing quality performance 115</p>
<p>4.6. Managing the production of marketing quality 117</p>
<p>4.7. Conclusion 120</p>
<p>CHAPTER 5. THE QUALITY FUEL OF AN INNOVATION 123</p>
<p>5.1. Introduction 123</p>
<p>5.2. An innovation process competitive quality fuel 124</p>
<p>5.3. Planning the design of competitive quality fuel in the innovation process 127</p>
<p>5.4. Ways of defining competitive quality fuel 129</p>
<p>5.5. Performance of the design of competitive quality fuel 136</p>
<p>5.6. Managing the design of competitive quality fuel 138</p>
<p>5.7. Conclusion 141</p>
<p>CHAPTER 6. THE EMITTERS OF QUALITY FUEL 143</p>
<p>6.1. Introduction 143</p>
<p>6.2. Competitive quality fuel emitters 144</p>
<p>6.3. Defining a competitive quality fuel emitter 146</p>
<p>6.4. Planning the design of competitive quality fuel emitters 151</p>
<p>6.5. The performance of the design of competitive quality fuel emitters 154</p>
<p>6.6. Managing the design of quality fuel emitters 155</p>
<p>6.7. Conclusion 158</p>
<p>CHAPTER 7. QUALIFICATION OF EMITTERS 159</p>
<p>7.1. Introduction 159</p>
<p>7.2. The qualification of competitive quality fuel emitters 160</p>
<p>7.3. Method for qualifying competitive quality emitters 161</p>
<p>7.4. The performance of this qualification 164</p>
<p>7.5. Managing the qualification of competitive quality fuel emitters 165</p>
<p>7.6. Conclusion 168</p>
<p>CHAPTER 8. VALIDATION OF MARKETING QUALITY 169</p>
<p>8.1. Introduction 169</p>
<p>8.2. Validation of the competitive quality marketing of an innovation process 170</p>
<p>8.3. Methods for validating competitive marketing quality in an innovation process 171</p>
<p>8.4. Planning the validation of competitive marketing quality 172</p>
<p>8.5. Managing competitive marketing quality validation 173</p>
<p>8.6. Conclusion 175</p>
<p>CHAPTER 9. SUPERVISION OF EMITTERS 177</p>
<p>9.1. Introduction 177</p>
<p>9.2. The objective of supervision 178</p>
<p>9.3. Methods of supervision 179</p>
<p>9.4. Planning the supervision of competitive quality fuel emitters 180</p>
<p>9.5. The performance of the supervision of CQF emitters 182</p>
<p>9.6. Managing the supervision of competitive quality fuel emitters 183</p>
<p>9.7. Conclusion 184</p>
<p>CHAPTER 10. MONITORING PERCEIVED QUALITY 187</p>
<p>10.1. Introduction 187</p>
<p>10.2. The objective of this monitoring 188</p>
<p>10.3. Methods of monitoring perceived quality 189</p>
<p>10.4. Planning the monitoring of perceived quality 190</p>
<p>10.5. Managing the monitoring of perceived quality 192</p>
<p>10.6. Conclusion 194</p>
<p>CHAPTER 11. ENSURING BENEFITS 197</p>
<p>11.1. Introduction 197</p>
<p>11.2. The objective of ensuring benefits 198</p>
<p>11.3. Methods for ensuring benefits 199</p>
<p>11.4. Planning methods for ensuring benefits 200</p>
<p>11.5. The management of ensuring benefits 202</p>
<p>11.6. Conclusion 203</p>
<p>CHAPTER 12. THE ROLE OF THE QUALITY DEPARTMENT 205</p>
<p>12.1. Introduction 205</p>
<p>12.2. Positioning a quality department within an innovation process 206</p>
<p>12.3. The specificities of the quality specialist s objectives 211</p>
<p>12.4. The objectives of the quality specialist in creative research 214</p>
<p>12.4.1. The quality specialist s interventions in the emergence of the idea 216</p>
<p>12.4.2. The interventions of the quality specialist in the creation of experimental drafts 218</p>
<p>12.4.3. Interventions of the quality specialist in the creation of drafts of the innovation 221</p>
<p>12.4.4. The interventions of the quality specialist for the creation of drafts of future products or services 226</p>
<p>12.5. The missions of the quality specialist in impact studies on competitive quality fuel 232</p>
<p>12.5.1. The role of the quality specialist in the characterization of future products or services 235</p>
<p>12.5.2. The role of the quality specialist in identifying future clients 237</p>
<p>12.5.3. The role of the quality specialist in the characterization of future uses of the innovation 240</p>
<p>12.5.4. The role of the quality specialist in carrying out prospective studies 243</p>
<p>12.5.5. The role of the quality specialist in carrying out tests on the drafts of future products or services 247</p>
<p>12.6. The missions of the quality specialist in the feasibility studies 253</p>
<p>12.6.1. The role of the quality specialist in conducting the initial feasibility tests of the future products or services 256</p>
<p>12.6.2. The role of the quality specialist in identifying future stakeholders in the project 258</p>
<p>12.6.3. The role of the quality specialist in the feasibility studies on exchanges with the future stakeholders in the project 259</p>
<p>12.6.4. The role of the quality specialist in carrying out performance tests of future products or services incorporating the innovation 263</p>
<p>12.6.5. The role of the quality specialist identifying stakeholders in the future BU 265</p>
<p>12.6.6. The role of the quality specialist in studies on the ability of the company to produce future products or services 267</p>
<p>12.7. The role of the quality specialist in equipment design 270</p>
<p>12.7.1. The role of the quality specialist in the construction of the innovation processor 273</p>
<p>12.7.2. The role of the quality specialist in the design of prototypes of the production system for future products or services 275</p>
<p>12.7.3. The role of the quality specialist in the intellectual protection of the innovation 277</p>
<p>12.8. The role of the quality specialist in assisting decision–making 278</p>
<p>12.9. Conclusion 285</p>
<p>CHAPTER 13. QUALITY CULTURE IN PROJECT TEAMS 287</p>
<p>13.1. Introduction 287</p>
<p>13.2. The inherent visions of quality 288</p>
<p>13.3. The aptitudes for producing quality 290</p>
<p>13.3.1. Individual aptitudes 290</p>
<p>13.3.2. Collective aptitudes 294</p>
<p>13.4. Methods for acquiring aptitudes for producing quality 297</p>
<p>13.5. Conclusion 298</p>
<p>APPENDICES 299</p>
<p>APPENDIX 1 301</p>
<p>APPENDIX 2 309</p>
<p>APPENDIX 3 319</p>
<p>BIBLIOGRAPHY 335</p>
<p>INDEX 339</p>
Rubrieken
- advisering
- algemeen management
- coaching en trainen
- communicatie en media
- economie
- financieel management
- inkoop en logistiek
- internet en social media
- it-management / ict
- juridisch
- leiderschap
- marketing
- mens en maatschappij
- non-profit
- ondernemen
- organisatiekunde
- personal finance
- personeelsmanagement
- persoonlijke effectiviteit
- projectmanagement
- psychologie
- reclame en verkoop
- strategisch management
- verandermanagement
- werk en loopbaan