Pierre Maillard

Competitive Quality and Innovation (eBook, PDF)

• Format: PDF

Produktbeschreibung

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.

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Produktdetails

• Verlag: Wiley-Blackwell
• Seitenzahl: 368
• Erscheinungstermin: 2. Juni 2015
• Englisch
• ISBN-13: 9781119137580
• Artikelnr.: 43086038

Autorenporträt

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.

Inhaltsangabe

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