Overview

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.

Full Product Details

Author:   Pierre Maillard
Publisher:   ISTE Ltd and John Wiley & Sons Inc
Imprint:   ISTE Ltd and John Wiley & Sons Inc
Dimensions:   Width: 16.50cm , Height: 2.80cm , Length: 24.10cm
Weight:   0.694kg
ISBN:  

9781848218208

ISBN 10:   1848218206
Pages:   368
Publication Date:   16 June 2015
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Out of stock  
The supplier is temporarily out of stock of this item. It will be ordered for you on backorder and shipped when it becomes available.

Table of Contents

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

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Author Information

Pierre Maillard has a PhD in Mathematics and works as a Consultant specializing in innovation process quality management, strategic management of quality, improving the efficiency of service quality and the development of medical equipment.

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