npd report

7/31/2019 NPD Report

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New Product Development:a Programme or the Creative

Industries

Final Report

Submitted by: Jamie Dow and Alex Lort PhillipsDate: st October


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New Product Development: aProgrammefortheCreativeIndustries

. Introduction

a. Te BriefIt is recognised that New Product Development NPD is critical to the development o successul

businesses within the creative industries.

However, there appears to be a knowledge gap in terms o both theoretical and applied

approaches to delivering viable and nancially protable product development within the sector.

London Metropolitan University is being unded to develop an assisted programme o training

which will benet businesses rom all segments o the sector nationwide.

It will draw rom internal resources and partner agencies to deliver this programme.

Te programme will provide two immediate benets, namely a practical input at key stages

o embryonic or ongoing NPD projects and, secondly, a ocal point or the transerence o

knowledge and skills both to and rom the creative industries.

In the mid to longerterm the raining Programme has the potential to become a part or the

whole o an academic course at university degree level or above.

As currently conceived, the programme would consist o seven modules, each o which would

be between and days in length.

It was decided that Research should be conducted to inorm the development o the programme.

Te aims o the Research were to:

Validate the hypothesis that there is a need or an NPD raining Programme or the

creative industries

Establish what resources currently exist in terms o literature, courses and support

Identiy Best Practice in the eld rom both inside and outside o the sector

Feed the learning rom the research back into the design o the programme and the

writing o the Modules

Provide vocabulary or the Course Writer

b. Methodology

In order to answer the brie, desk research and individual depth interviews were conducted

with contacts who were identied by London Metropolitan University as key inormants due

to their knowledge, experience and particular perspectives along the designmanuacture

spectrum.


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. Defnitions

New Product Development NPD is dened as the complete process o bringing a new product

or service to market by Wikipedia. ime to Market Limited dene it as a key process within

the lie cycle o products and services which needs to deliver products o the right quality at a

competitive cost and within market timescales.

Cox denes Creativity as the generation o new ideas. Innovation, on the other hand,

is described as the successul exploitation o new ideas. It is the process that carries them

through to new products, new services, new ways o running the business or even new ways

o doing business. Design is seen as applied creativity in that it acts as the bridge between

Creativity and Innovation.

It shapes ideas to become attractive propositions orusers or customers

Innovation in NPD may range rom updating an existing product to development o a

completely new idea. Research indicates that the degree o innovation is related to greater

nancial return Roy & Riedel quoted in Larsen & Lewis .

ime to Market Limited tM Solutions Ltd. Is a group describing itsel as ocused on helping clients to achieve excel

lence in Product Strategy, Product Development, Product Management, Product Marketing, Market Management,

echnology Strategy a nd echnology Development www.ttm.co.uk Cox Report,

Larsen & Lewis, , p.


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In order or manuacturing to embrace design, the industry needs to be made more aware o

its value as a strategic business tool. While the strength o UK creativity is not in doubt, its

ability to translate this into innovation seems to be lacking. A survey by the Boston Consulting

Group in amongst senior executives around the world revealed that only one British

company eatured in the op wenty most innovative companies.

Te UK is in danger o creating many o the ideasand reaping too ew o the rewards

oo many UK manuacturers are still ocused oncutting costs, as opposed to increasing marginsthrough the application o design and innovation.

b. Te Creative Industries sector

Te creative industries sector employs almost two million people who, in , contributed % o

Gross Value Added GVA and over % o all exports. It enjoyed an annual growth rate o around %

per annum, which was triple the rate o the UK economy overall, between and .

Te opportunity now is to build on thisextraordinary promise and ensure that Britainbecomes the world leader in creative industries

Te Cox Review was commissioned to explore how to exploit the UKs creative skills more ully,

particularly rom the perspective o SMEs in manuacturing.

It was triggered by the competitive threat posed by India and China in particular. Tis has otenbeen viewed rom the perspective o how it will impact on low valueadded, labour intensive

industries. However, the speed and scale on which the emerging economies are growing

their hitech capability, scientic base, research resource and, critically, skills and education

capability suggests that their impact could be broader and deeper than previously thought.

Cox concluded that there is only a ve to ten year window o opportunity to produce innovative,

Cox Report, , p.

Martin emple, Director General o Engineering Employers Federation quoted in Cox Review, , pp.

Cox Report , , p. Gordon Brown speech at the Advancing Enterprise Conerence, London, December , quoted in Higherlevel skills

or Higher Value , p.


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high quality, high valueadded products and services, not just to exploit the opportunitiesprovided by the emerging economies but also to protect the UKs ranchise.

Te Review recommended a series o actions which include using the public sector to oster

more imaginative solutions rom outside and raising the prole o the UKs problem solving

capabilities via Centres o Creativity and Innovation.

Dgn

Te UK design industry is worth . billion per annum and contributes an estimated million

to exports. It is the largest in Europe, employing almost , designers and , nondesign

sta. Eightynine percent o businesses employ our people or less with % employing more than %.

Data rom the Design Council indicates a positive correlation between investment in design

and nancial perormance. According to their website, design delivers % R.O.I.. Eighty

three percent o companies in which design is integral have beneted rom increased share

o their market, against a national average o %. Tey are also twice as likely to develop new

products and services and to open new markets. Separate research has also demonstrated that

good use o design correlates with aboveaverage company perormance

Te Higherlevel Skills or Higher Value report argues that our industry is on the cusp o

radical change and that the key to unlocking its potential is to develop high level skills which

are world class. Its authors argue that this strategy will be acilitated by Government policy in

this area and also by its support o the creative industries.

Anecdotal support or this is provided by Proessor Sir Christopher Frayling. Gordon Brown was

evidently running later ater a visit to the Royal College o Art this June when the aorementioned

Rector tried to give the now Prime Minister some literature about the college. Te Rector was told

You are trying to distract me rom reading about the economy. Te Rector retorted Tis is about

the economy whereupon Gordon Brown replied Tats right. Its about the new economy.

Te Higherlevel Skills or Higher Value report describes a global economy in which design will be

a key component in the generation o products and services which people will desire as business

moves away rom competing solely on cost towards a model which also incorporates added value.

Fiteen years ago companies competed on price, nowits quality, tomorrow its design. Proessor BobHayes, Harvard Business School

Higherlevel skills or Higher Value, Creative and Cultural Skills/ Design Council , p.

Design in Britain /, Design Council, http:://www.designcouncil.org.uk/actnder

Proving the Practical Power o Design Rich , Design Management Review quoted in Millward et al


Human Frame Research Associates Programme Message rom the Rector,



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In this new order, design will tradeup rom supplying products, packaging and corporateidentities to a strategic role which involves the delivery o innovation, brands, systems and

services which are more exible, ecient and sustainable.

Designers have developed beyond their midtwentieth century role as the shapers and stylerso products to become initiators and preemptors ocorporate activity.

Tere is a sureit o new designers according to Higherlevel Skills or Higher Value . Tis will

necessitate making their value and the transerability o their skills more selevident.

In addition it argues that core skills will have to be supplemented with skills in business

management and communication, experience o working in multidisciplinary teams and

knowledge o global markets and supply chains.

Te industry must also develop a culture ocontinuing proessional development

c. UK Consumer

According to the Burns Owen Partnership report published earlier this year, the British public

are becoming more designaware. Tis trend is attributed to a combination o actors which

include higher disposable incomes, an increase in the number o households, a buoyant house

market, media coverage o liestyle, oreign travel, exposure to design in commercial and public

spaces and, at the upper end o the market, a desire or selexpression. At the lower end o the

market, design seems to be interpreted in terms o the sensory values o the look and eel o a

product as opposed to its symbolic or expressive value o selactualisation which is attached to

what Burns and Owen describe as the emotional spend amongst more afuent consumers.

Statistical highlights within this overall picture include the average house having tripled in priceover the last decade, the number o households typically increasing by one percent per annum

over the last three decades and disposable incomes increasing by % during this same period.

Consumer spending on Furniture and Furnishings increased rom just under , million in

to almost , million in , uelled by a .% growth last year ollowing negligible

growth over the previous months



Higherlevel skills or Higher Value, Creative and Cultural Skills/ Design Council , p. Te Economic Importance o Londons DesignDependent Sectors, BOP, May

Consumer rends, Q.. London: ONS, ONS, p. quoted in Te Economic Importance o Londons Designdepend

ent Sectors, Burns Owen Partnership, May


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Tese actors have helped to increase the value o Londons design dependent sectors and hencealso the size o the potential market or NPD.

d. Education and raining

Tere do not appear to be Higher Educational establishments which explicitly oer a programme o

New Product Development NPD. Rather it seems that one or more elements o the subject tend to

be subsumed within a course such as Design Management, Product Design, Product Innovation

and Development or Design and Branding Strategy. See Appendix or examples o what is being

oered in terms o product design or development related courses in Higher Education.

Some centres may be more exible than others in the sort o proessional development opportunities

they can oer, or example University o Bournemouth oers students the opportunity to select

modules rom over available in dierent departments whether Design, Engineering and

Computing, Media, Institute o Business and Law etc., and combine them to gain up to Masters

level within the Continuing Proessional Development Masters ramework. see Appendix

Few business schools in the UK seem to oer programmes on creativity and how to manage it,

although some MBAs do include modules on innovation and creativity.

Tere are some pioneering courses beginning to emerge along similar lines to the joint venture

between the INSEAD, Te Business School or the World, and the Art Center College o Design in

Pasadena. For example, London Business Schools New Creative Ventures course brings together

arts and business students, Strathclyde oers a Design Manuacturing Engineering Management

course, Glasgows School o Arts and University are jointly running a Product Design Engineering

course and the RCA and Imperial College collaboratively oer Industrial Design Engineering.

Tere is also the Inside rack scheme Design Council/ Shell which involves a nal year business

student working with a design student on an eightweek industrial placement.

Manuacturers have said that they perceive a shortage o skilled design engineers. Tis echoes

an earlier review by Sir Gareth Roberts that described the number o engineering and technology

graduates in / as being % lower than in /. In the Royal Academy oEngineering also reported that more than one third o UK engineering rms elt that engineering

graduate shortages and skills deciencies were delaying new product development.

In metal and woodbased manuacture almost hal o vacancies reportedly cannot be lled due

to diculty in recruiting skilled employees. Manuacturing sector companies are less likely

to invest in training or development o sta % vs % in the economy as a whole with the

smaller companies being the less likely still.

opline Summary o Benchmark Researchs International Competitiveness Survey, Battle o Britain, published rd

February , p.

SE or Success, the report o Sir Gareth Roberts Review, April cited in rends in UK Manuacturing, published

January , Benchmark Research/ Findlay Publications, p.

UK hindered by shortage o engineering graduates, th April , Personnel oday, http://www.personneltoday.

com/Articles/////ukhinderedbyshortageoengineeringgraduates.html

Better Skills or Manuacturing: Government Response to the Committees Fith Report o Session , House o

Commons rade and Industry Committee, July , p.

Better Skills or Manuacturing, Fith Report o Session , rade and Industry Committee, April , p.


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Given that design companies tend to be relatively small, proessional development trainingwould seem to be relatively unlikely to eature within this sector either.

Te inormants who we spoke to tended to possess a low level o selperceived awareness o

what courses are being oered and by whom in the area o proessional training.

Some were shown marketing communication material rom Cockpit Arts and CIDA to stimulate

conversation about the subject. It transpired that only one respondent was aware o one o the

two organisations and even then, being amiliar with it in name only and that noone had

heard o the other organisation.

One inormant was loathe to send sta on courses due to concerns about competitors poaching

employees. Another had received email rom Hidden Art about a course.

Some inormants had ormal or inormal links with a given academic institution through,

or example, course design, lecturing or participation in awards events. However their

amiliarity with the sector did not seem to extend beyond this. Tey ound it easier to talk about

perceived changes in educational provision over time within a given institution or about how

contemporary graduates compare generally with previous generations than about dierences

between individual institutions. Tere seemed to be a eeling that there is probably as much

variation in the standard o students on a given course as there is between colleges.

Te Higherlevel Skills or Higher Value report recommendations or the design industry

include the establishment o industry standards in proessional practice, a proessional

practice ramework and a proessional development campaign. Te ramework element which

would incorporate processes, best practices and a shared language aims to achieve a seismic

change in the understanding o and attitudes to design excellence. Te campaign component

would include developing new courses which build on the learning rom existing provision, or

example, D&ADs Workout programmes.

Inormants views about the current output o the tertiar y educational sector provide a potential

glimpse into the uture o NPD in terms o the skill sets that graduates are likely to be equipped

with.

Te acetoace consultations that we conducted revealed mixed eelings about the perceived

quality o todays design graduates.

On the plus side, inormants elt that contemporary students are wellversed in Computeraided

Design CAD and better inormed rom a theoretical perspective than previous generations

about certain aspects o business.



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10 New Product Development: aProgrammefortheCreativeIndustries

Against this, some elt that CAD is in danger o being regarded as an end in itsel and that itcan contribute to a dumbing down in students ability to think or themselves.

Tere was a widespread eeling amongst inormants that design education places too little

emphasis upon innovation and that a more rounded approach and training would equip students

with a more inormed view about where design ts into the multidisciplinar y NPD landscape.

Skills development was also elt to be hampered by a lack o opportunity or students to engage

in a hands on approach to innovation due to the demise o workshop acilities in educational

establishments and a widespread disinterest in design amongst manuacturers.

Some complained that design graduates can sometimes be their own worst enemies because

they either approach the workplace with the purest mindset o an artist or with an elitist

stance based upon the notion that the designer is preeminent. Inormants argued that design

students should approach NPD with a pragmatic, exible and collaborative attitude.


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11

4. Best Practice in New ProductDevelopment and Barriers to

InnovationUK rates o bringing new products to market lag behind those o the United States, % to %

respectively. Te reasons or this were given as US companies were more ocused and amiliar

with the tools and techniques that aid NPD activities.

According to Cox eective design inputs, as dened by successul products and services,

necessitate skills usion. Obstacles to this are posed by the inability o the various players to

communicate, lack o understanding o the benets o usion and also about what creativity

is and how to harness it .

Obtaining the benets o design depends onmanaging its integration in a structured andsystematic ashion

Massachusetts Institute o echnology MI have developed the CDIO ConceiveDesign

ImplementOperate model and this has been taken up by Queens University Belast. Tis

approach has been endorsed by Cox and the Engineering and echnology Board EB is

understood to be exploring whether this should be rolled out. Proessor Jeremy Myerson believes

that organisations typically ollow an understandcreatedeliver model o innovation

Te issues raised by Benchmarks survey o manuacturers international competitiveness align

with the sorts o issues raised by Cox and reect the need or inormed and managed NPD.

NPD is described as a good way or small and mediumsized enterprises SMEs in manuacturing

sector to build or longterm uture success although it means taking part in potentially risky

exercises. Features o successul NPD have been ound to include early research activities

and wellestablished multidisciplinary teams that reer to clear go or kill moments in the

development process known as stagegates.Research has also shown that a structured approach

to innovation is the most likely way or companies undertaking such exercises to succeed .

Te ollowing success actors were identied and tested by Larsen & Lewis ater work

done by such researchers as R.G. Cooper, E.J Kleinschmidt, S. Brown and K. Eisenhardt:

Upront competitor, supplier and customer research

Early product denition o dierentiated, superior products

Builtin international marketocus with eective internal and external communications

Organised, crossunctional teams with competent members and leaders

New Product Development within Small and Mediumsized enterprises: Analysis Trough echnology Management Maps,

Millward et al, International Journal o Innovation and echnology Management Vol. , No. , .July , p.

Cox Report, , p. Cox Report, , p.

Innovate, Issue , Summer , p.

Millward et al , p.

Millward et al , p.

Ettlie and Subramaniam Changing strategies and tactics or new product development Journal o Product In

novation Management, : . Quoted in Millward et al


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1

P/ Gt n t N Pduct Dvpmnt Pc Tb

Phases/ GaTes sTaGe-GaTeTM(CooPer (1998) DesiGN iN NPD (UlriCh aND ePPiNGer, 2004)

idtn

Initial Screening

eptn

Consider product platorm and architecture

Assess new technologies and new needs

Pmn nvtgtn

Market assessment

echnical assessment

Business assessment

Cncpt dvpmnt

Investigate easibility o product concepts

Develop industrial design concepts

Build and test experimental prototypes

Dtd nvtgtn

Market research

Users needs and wants studies

Value in use studies

Competitive analysis

Concept testing

Detailed technical assessment

Manuacturing appraisal

Detailed nancial

analysis (ends with business

case)

stm v dgn

Generate alternative architectures

Dene major sub-systems and interaces

Rene industrial design

Dvpmnt

Product development (money

gate)

Dt Dgn

Dene part geometry

Choose materials

Assign tolerances

Complete ID documentation

Ttng nd vdtn

In house product testing

Customer test o products

Market test

Ttng

Reliability test

Lie testing

Perormance testing

Regulatory approvals

Implement design changes

Pductn mpup

Evaluate early production output

6 Mkt unc

rial production

Precommercialisation business

analysis

Production start-up

Market launch

Vryzer and Borja de Mozota


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Research has identied actors that can act as barriers to innovation. Larsen & Lewis reviewed existing literature about NPD in SMEs and reported that the ollowing were problems

that such companies aced while attempting innovative projects:

Financial issues including under capitalisation, shortterm liquidity problems, insucient

working capital, insucient startup capital, poor nancial management

Lack o marketing intelligence, not recognising the need o the customer but undertaking to

make what the inventor thinks the customer needs

Lack o management skill, ailure to undertake competitive analysis, lack o development

perormance monitoring, engaging manuacturers too late in the process and autocracy or

unwillingness to change

Lack o trust in smaller external consultancies and the inaccessibility o larger consultancies

due to cost

appnt pbm tn NPD c mgd m t ctc ntv:

Lack o awareness o what materials are available

Inappropriate choice o materials

Lack o condence about working with new equipment or materials

How to translate theories gleaned rom consultants accessed via public sector agencies into action

Implementing lean manuacturing

How to identiy new sales channels

Obtaining reliable eedback on retail as opposed to exactory sales

Predicting demand

Dening what the brand stands or

Communicating an organisation's brand positioning and personality to dierent audiences,

e.g. Sta and external suppliers such as designers

Innovating in a way which is consistent with the brand

Knowing how to brie an external designer

Designing or a collection as opposed to a oneo item

Knowing what to expect rom an external designer e.g. A blueprint rather than a product

How to protect ideas rom being copied

Persuading senior management that design is a serious business tool which thereore needs to

be resourced and integrated into the corporate inrastructure:

Te voice bringing design and manuacturingtogether is still not high enough up the companystructure in most cases. Tereore it doesn't getheard.

Larsen & Lewis, , p.


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1

5. Reactions to the ProposedProgrammeOverall, the inormants whom we spoke to tended to react positively to both the concept o a

programme dedicated to NPD and to its drat content.

Within this general picture o endorsement, there was some variation o opinion about whether

the content should ocus more on the development o the underlying concept or on the physical

process o translating it into commercial reality. It would seem that inormants whose background

included ormal training in design were more likely to argue that the course should place more

emphasis on how to ensure that the big idea is robust. Tis having been said both lobbies

contended that course content should primarily be guided by who the programme is aimed at.

Virtually every inormant had spontaneously mentioned sustainability as a key issue rom several

perspectives and so eyebrows were raised about its apparent omission rom the programme.

A signicant proportion o them also wanted to see the inclusion o Open Innovation in which

competitors and other interested parties share inormation, usercentred research/ customisation

and related to this rapid ethnography and inclusivity. Inclusivity essentially involves identiying

a niche within a market, understanding its specic set o needs and using these insights to

satisy similarly latent demand within the normal curve. Numerous examples were provided o

organisations which have successully utilised such techniques in their NPD activities such as

Ford, AGA, Philips, B, Oxo Goodrich and NHS. Human Frame Helen Hamlyn Research Centre,

RCA, Research Associates Programme also provides some relevant case studies.

Te inormants panel seemed to be comortable with Furniture Works involvement in the

proposed programme. Tey were amiliar with the organisation, oten had experience

o working or interacting with it and, in some instances, knew and respected particular

individuals associated with it. Moreover London Metropolitan University was thought to have

a strong heritage and enviable acilities, notably the workshop:

London Metropolitan University, I believe, isdierent because theyre promoting a wholeworkshop based ethos.

Tis was a key ingredient o the appeal o the programme:

I dont think you can do away with or replace thathandon ability, that understanding o how tomake and construct.


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One inormant suggested that Britain has traditionally been the poor relation in Europe romthe perspective o possessing a reservoir o artisans with practical skills. Another inormant

suggested that this may be because o the eect o the Industrial Revolution, introducing mass

production earlier than elsewhere.

Tere was an enthusiastic reaction to the concept o participants being able to bring a project

to the programme. Any prompted concerns about commercial condentiality did not prove to

be insurmountable.

Panellists mostly responded positively to the idea o a programme being based around a brie

rom a company, or example Heals, who would then market the product that emerges.

Tere was a strong eeling amongst some inormants that the programme should eature service

development in addition to product development and that the public sector is too important a

potential market to ignore.

Inormants tended to avour the idea o a given module being staggered or dripped over a

period e.g. One day a week spread over ve weeks as opposed to being delivered in a single

block or burst. Tis was partly because the avoured unitised approach was seen as easier to

accommodate alongside existing commitments. In addition, inormants elt that it would give

participants the opportunity to immediately apply the learning gained rom the programme

and then take this actory oor experience back to the classroom i any problems have are

encountered. Tis is in line with desk research evidence rom Te Design Management Institute

Boston, USA that asked members design managers about how its support could be improved

who indicated topicspecic seminars designed just or their proession were preerred. One

to two day opportunities proved most popular in terms o price and time away rom work.

No objections were raised to the principle o charging participants per day although it

seems that smaller businesses are more likely to scrutinise the value o attending. Te typical

multitasking onemanband is looking or learning that can instantly be ed back into the

business and deliver a tangible benet. Some examples o costs o training days are given in

Appendix or comparative purposes. A Higher Education programme o note is that o MSc

Design Engineering at Middlesex University, this programme charges no tuition ees, seeAppendix.

Phillips, P. , p.


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1

Cu/Tnng Ba at nd Dgn/ Ma at nd Dgn

Cnt/Ntk/ogntn/ Cntct

University o Bedordshire

Gordon Hon [email protected]

Quctn/ outcm BA or MA

stuctu/lngt/Fqunc

BA Tree years ull-time

MA One year ull-time, two years part-time

Ct BA 3070; MA 4000

Cntnt/ Mdu BA: Practical modules chosen rom the Art and Design

eld; Contemporary Issues; Art and Design Proessional

Practice; Art and Design Dissertation; Sel-initiated nal

project

MA: Critical theory and Contemporary Issues; Studio and

Proessional Practice; Studio Practice; Art & Design Major

project; Research Methods

Nt No proessional development seminars oered by the de-

partment, only academic


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Cu/Tnng MA Design Management; MA or BA Product Design (or BA

Hons choose between BA Product Design or Product Design

(Furniture Design), or Product Design (Industrial Design) or

Design in Business

also Certifcate in Proessional Studies: Innovation and En-

trepreneurship (P)

Cnt/Ntk/ogntn/Cntct

University o Central England Birmingham

Quctn/outcm PGCert/PgDip/ MA/ BA/ Certicate Higher Education/ Diploma

Higher Education/ Certicate in Proessional Studies.

stuctu/lngt/

Fqunc

One year ull-time, two years part-time, negotiable work-based

learning contracts

Ct

Cntnt/ Mdu Design Management: Design Industry, Design Policy; strate-

gic role o design in business and marketing, design practice

including project management, law and nance. A multi-dis-

ciplinary, proessionally ocused curriculum explores design

management and how it unctions within organisations.

Oers collaboration with external organisations and designers,

optional placement, reection on interpersonal, team-work-

ing, motivational and inuencing skills.

Product Design: all students complete PG Cert in Product

Design. Conceptual rameworks and analytical techniques

developed through assignments in design processes, commercialcontexts and markets, strategic design policy, product evolu-

tion, post-optimal products and research methods.

Innovation and Entrepreneurship: Core modules in Innova-

tion o echnology-based Products and Services, Entrepreneur-

ship then three optional rom, Introduction to IC, Career

Preparation and Personal Development, Project Management,

Marketing or Extended Products and Services, Creative Tink-

ing, Introduction to Collaborative echnologies.

Nt Unique option to study part-time via a learning contract. Tis

requires 15 days o attendance enabling practising designers to

develop career while continuing to work.


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1

Cu/Tnng

BSc (Hons) Computer Aided Product Design, BSc (Hons) Design Engineering; BA

(Hons) Industrial Design

BSc (Hons) Product Design; BA (Hons) Product Design; BSc (Hons) Sustainable

Design

MSc Sustainable Product Design; MSc Design Psychology; MA/ MSc Computer

Aided Product Development

Flexible Post-graduate Framework including MA/ MSc/PG Dip/ PG Cert in Proes-

sional Development; PG Cert in Partnership working

Cnt Bournemouth University

Quctn As listed above

stuctu Masters are one year ull-time or two to ve years part-time

Ct BA (3 years) 3070 per annum + 610 ee or students on 40 wk industrial placement

MA/ MSc 3800 or Part-time 450 per unit plus 200 admin ee

Proessional Development Framework tuition charged on a per unit basis, registra-

tion 150 then units range rom 350 to 850

Cntnt/Mdu

BSc Computer Aided Product Design: Te course will enable students to develop

an appropriate level o analytical, visualisation and presentation skills and apply a

structured approach to design.

BSc Design Engineering: Design Methodology and Projects, Design Communica-

tions, Engineering Analysis

Materials, Processing & Practical Skills, Mechanical Design Principles, Electronic

Design Principles, Laboratory Programme, Mechanical Design Applications,

Electronic Systems Design, Computer ools in Design and Engineering, Materials

and Manuacturing, Engineering Management, Laboratory Programme (part othe above units), Computer ools in Design and Engineering, Design Engineering,

Engineering Business Development, Individual Project, Final Show

BA Industrial Design: Design Media, Contextual Design, User Centred Design, Ma-

terials and Processing, Design Methods and Projects, Design Visualisation, Design

Commercialisation, Interaction Design, Design or Production, Design Projects,

INDUSRIAL PLACEMEN (optional) Business Development , Commercial Design

Project, Industrial Design Project

BA & BSc Product Design: Materials and Design or Manuacture, Applied echnologi-

cal Principles, Computers in Design, Design Studies, Product Design, 40 week Indus-

trial Placement. Final Project Research and Planning, Proessional Design Studies.

MSc Sustainable Product Design: Core: Design or Waste Minimisation, Environ-

ment Law and Cultural pressures, Interlocking Nature o Sustainability, Research

Methods, Sustainable Product Design; Options: Aesthetics, CADCAM, Competitive

Product Development, Design Analysis, Design Modelling, Ergonomics, Project

Management, Materials in Design

MSc Design Psychology: Core: Consumer Behaviour, Design or Pleasure, Ergo-

nomics, Research Methods, Saety in Design; Options: Aesthetics, CAD CAM, Com-

petitive Product Development; Design Modelling, Environmental Law & Cultural

Pressures, Interlocking Nature o Sustainability, Project Management, Sustainable

Product Design, Materials in Design

Nt Bournemouth Centre or Research and Knowledge ranser assists product develop-

ers to take product to market

PG Cert Business Formation also available to students in order to address such needs


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Cu/Tnng Product Design, Product Innovation and Development

Cnt University o Brighton School o Engineering

Quctn BSc, MSc, PG Cert, PG Dip

stuctu/lngt/Fqunc

BSc Four years with placement, MA one year but up to ve years by

agreement or part-time study

Ct BSc: 3070 per annum; MSc 3500, PG Cert 1150 PG Dip tbc

Cntnt/ Mdu BSc: Design processes, and innovation; Design studies, orm

and ergonomics; Culture and society; Communication, draw-

ing, presenting; computer aided design, web design; Materials,

manuacturing and production; Engineering and problem solv-

ing methods; Workshop and rapid prototyping equipment and

machinery; Marketing, management and proessional studiesMsc: Students examine how to make rst impressions count

when presenting ideas to decision-makers; how to apply design-

or-manuacture techniques to reduce manuacturing costs; study

the economic considerations o starting up a small business;

explore the protection o new design ideas and concepts, which

enables originators to benet rom their creativity; examine the

application o product validation and certication; learn a range o

prototyping and modelling skills and techniques. Syllabus: Design

Representation, Product Validation and Certication, Design-

or-Manuacture, Prototyping and Modelling, Student Specied

echnology, Innovation Strategies, Entrepreneurship, Product

Simulation and Accounting, Product Management

Nt Comment about MSc Tis course oers a career change opportunity orgraduates interested in creating new products (or services) and taking them

through to a marketable conclusion. It provides the experimental, engineering and

management skills needed or the entire product development cycle, rom concept

to delivery. Te course provides an integrated approach and is evenly split between

applied technology and management subjects. Both ull-time and part-time

modes are available or postgraduate certifcate, diploma and degree awards.

Graduates currently working in industry on proessional development programmes

may attend any number o the taught modules as short courses.


23/36

Cu/Tnng BSc Product Design, MA Design and Branding Strategy, MA

Design Strategy and Innovation

Cnt Brunel University, School o Engineering and Design

Quctn BSc; MA

stuctu/lngt/Fqunc

Tree or our years BSc

MA one year

Ct BSc 3070 per annum, 770 or sandwich placement year, MA

Cntnt/ Mdu Bsc: Level 1 Core: Design Process 1, Graphic Communication 1,

Workshop, Mechanics and Material, echnological Design Evo-

lution, Electronics and Maths

Level 2 Core: Design Process 2, Graphic Communication 2, De-sign or Manuacture, Structural Analysis, Systems Design and

Modelling, Electronics, Programming and Interacing

Level 3 Core: Major Project, Innovation Management, Embed-

ded Systems Design, Contextual Design, Graphics, Computer

Aided Design Methods, Environmentally Sensitive Design, Cog-

nitive Ergonomics, CAD Modelling and Prototyping

MA Design and Branding Strategy: Design Research, Creativity

and Innovation, Design Management and Marketing, Branding

Strategy, Design Futures, Specialist Project, Dissertation

MA Design Strategy and Innovation: Design Research, Creativ-

ity and Innovation, Design Management and Marketing, Brand-

ing Strategy, Design Futures, Specialist Project, Dissertation

Nt Accredited by Chartered Society o DesignersDesign Futures is a seminar programme and university sta

and visitors are engaged in debating contemporary issues and

developments in design


24/36


Cu/Tnng MSc Advanced Product Design, MSc Rapid Product Design; BA or

BSc Product Design

Cnt/Ntk/ogntn/Cntct

University o Wales Institute, Cardi School o Art and Design and

National Centre or Product Design and Development Research

[email protected]

Quctn MSc, PG Cert ,PG Dip

stuctu/lngt/Fqunc

One year Advanced Product Design, wo years part-time Rapid

Product Design

Ct BA/ BSc: 3070; Masters not published but in region o 3500.

sct MSc Rapid Product Development (RPD): RPD Principles and Practice,

Design or manuacturing assembly; EUR competitive manuactur-ing techniques; EUR RPD processes and techniques; EUR RPD or

batch production; EUR ailure modes and eects analysis. Manag-

ing the RPD Process, Business models; EUR concurrent engineering;

EUR implementation strategies; EUR cost reduction strategies; EUR

building the business case; EUR business ownership and liability; EUR

contemporary management theory and practice. Design Validation,

Analysis o product design specications; EUR sector specic design

& validation issues; EUR approaches to validation; EUR validation

methodologies and tools. Rapid Product Realisation, Design or manu-

acture approaches; EUR costing methodologies; EUR cost reduction

techniques; EUR tooling processes; EUR batch manuacturing; EUR

exible manuacturing; EUR mass customisation. Implementing RPD,

Case-studies will be used to highlight the rapid product design processrom concept inception through to customer validation.

MSc Advanced Product Design: A practical course that ocuses on

meeting commercial needs. In addition to the industry placement,

the course gives students exposure to real commercial situations

through industrial partners who will provide lecturing input and

live case studies or students to work on. Te course is designed

as a Masters programme but it has exit points at both postgraduate

certicate and diploma level.

For their Placement and Major Project, students can choose to spe-

cialise in either Rapid Product Development which ocuses on the

design and development o products through to manuacture using

rapid product development techniques, or Computer Embedded

Devices which develops techniques or designing and prototyping

inormation appliances such as mobile phones.All students studying or the MSc will undertake the ollowing com-

mon modules: Product Design Principles and Practice, Sustainability

Issues in Design or Production, Research echniques & Principles,

User esting & Evaluation, Form Shape & Colour


25/36

cnt. A Proessional Development Portolio module is also included to en-

able students to ocus the course on their individual career aspira-

tion

BA or BSc Product Design:

Year One

Eective Communication o Design

Te Design Process & User Needs

Computer Aided echnical Design

I & Research Studies Engineering Science or Product Design-

ers (BSc route)

Design in Context (BA route)

Electronics or Product Designers (BSc route)

Engineering Science (BA route)Year wo

Design or Manuacture

CAD-CAMM

Marketing & Conceptual Development

Inormation Ergonomics

Project Selection & Management

Mechanical Engineering (inc FEA) (BSc route)

Design & Society in 19th /20th Centuries (BA route)

Digital Electronics (BSc route)

Dissertation Chapter 1 (BA route)

Year Tree (BSc route)

Business Management & Proessional Practice

Integrated Design and Concurrent EngineeringDesign or a Competition

Advanced Design Option

Major Project

Year Tree (BA route)

Business Management & Proessional Practice

Design or a Competition

Dissertation

Design Project

Major Project - Product related

Major Project - System related

Nt Provision o product development services to businesses at National

Centre or Product Design and Development Research including:

Visualisation & Animation, Innovation Management, Product Design

& Development, Rapid Prototyping, Rapid ooling & High Speed Ma-

chining, Low volume, High Quality Manuacture, Reverse Engineer-

ing, Graphic Design, Branding & New Media, Research, Knowledge

ranser Partnership


26/36


Cu/Tnng MSc Consumer Product Design; BSc (Hons) Product Design

Cnt University o Central Lancashire, Department o Design

Quctn MSc/ BSc

stuctu/lngt/Fqunc

MSc One year, three semesters

BSc Full-time three years

Ct Undergraduate course: 3070; Masters course: 3240 or 300 per

module taught course, 1500 per annum research programme

Cntnt/ Mdu MSc Consumer Product Design: Semester 1: Consumer Design

Practice 1; Research or Creative Design Practice. Semester 2: Ad-

vanced Practice 2 (Placement/ Field Study). Semester 3: Consumer

Design Practice 3; Postgraduate Project/ DissertationMA Design: Semester 1: Design Practice 1; Research or Creative

Design Practice 1 Semester 2: Advance Practice 2/3; Semester 3:

Design Practice 3; Postgraduate Project/ Dissertation

BSc (Hons) Product Design: Year 1: Presentation and Visualisation;

Creative Tinking; Product Anatomy 1; Historical Contextual Stud-

ies; Model Making (elective). Year 2: Production Design Studies;

Presentation and Visualisation; Product Anatomy 2; Contemporary

Contextual Studies. Year 3: Honours Project; Presentation and

Visualisation; Design Futures; Product Anatomy 3; Contextual

Studies Design Futures.

Nt


27/36

Cu/Tnng Fellowship in Manuacturing Management

Proessional Development courses

Cnt/Ntk/ Craneld University

Quctn Fellowship/ CPD modulesstuctu/lngt/ Fellowship: 10-week residential oundation, one year industrial place-

ment; CPD Module/ Short Course :5 Days

Ct Fellowship: 3168. CPD Module/ Short course: 1295 Standard, 1195

Proessional rade Association discount, 1145 Multiple bookings

Cntnt/ Mdu Fellowship: Lean Manuacturing: Consulting skills, managing

resources, manuacturing strategy, process capability improvement,

problem solving, production management, quality management,

set-up reduction, Six Sigma, SMED (Single Minute Exchange), total

productive manuacture, value stream mapping, waste elimination

techniques, world class manuacturing Business Manuacturing:

Business improvement, change management, nancial management

accounting, interview techniques, lean in service, project manage-ment, supply chain management, theory o constraintsPn efctvn: Being assertive, coaching skills, coping

with pressure, goal setting & delegation leadership skills, learning,

the core competence, managing time to deliver results, NLP, political

skills, problem skills, sel-management or success, shaping human

interaction, straight talk, team working

Relevant CPD modules available: Product Denition: hands on

technical training using I-DEAS CAD solid modelling sotware includ-

ing 2D drating, solid modelling, model editing and design change,

eature-based design, parametric design and creation o assemblies,

theoretical aspects; introduction to concepts o wirerame; surace

and solid modelling; survey o solid model representation schemes;

principles o operation; theoretical and practical criteria or compari-

son, industrial case studies.

Product Validation and Evaluation: collaborative product develop-

ment processes, principles o manuacturing planning; machining,

inspection and assembly; tolerance and process capability; knowledge

based manuacturing planning; eature based product modelling;

group technology; cost modelling; product evaluation; manuacturing

planning; generating FEA models using I-DEAS, I-DEAS simulation

system; concurrent engineering; design or manuacturing and as-

sembly; quality unction deployment.

Product Lie Cycle Management: product liecycle data and processes

- product denition, product structure and data, product liecycle

process, product liecycle management - data control and security,

access control, document management, workow management, con-

guration management, enterprise workow, PDM and ERP, e-com-merce standards - CALS, CAD data exchange and SEP, PLM project

implementation techniques, current PDM tools, case studies.

Research Methods: Social enquiry; qualitative and quantitative

research methods; models and modelling complex issues; creative ap-

proaches to the acquisition o data and the representation o data and

ndings; research ethics; managing research eort and the commu-

nication o trans-disciplinary research.

Innovation: Te denitions o innovation (disruptive; incremental);

an innovation ramework; innovation and competitive advantage;

triggers or innovation and opportunity recognition; creativity; in-

novation strategy; exploitation; knowledge management concepts;

characteristics o organisational learning; market environments; in-

novation ecology and human resource management; complexity and

innovation. Te operationalisation o innovation is emphasised.

Nt MSc also available Design or Sustainability/ Innovation and Design or

Sustainability and MRes Innovative Manuacturing


28/36


Cu/Tnng Design Innovation

Cnt/Ntk/ogntn/Cntct

De Montort University

Quctn/outcm

MA/MSc/PGDip/

PGCert

stuctu/lngt/Fqunc

One year ull-time

Ct 3236

sct Semester 1: Research methodology: conceptual and practi-

cal research skills, e.g questionnaire design and interview

techniques, Individual Major Project proposal with speciedaims, objectives, research methods and expected outcomes

Design process: advances in technology, projects manage-

ment, design method theories, concept development, pro-

totyping techniques, design testing, user centred/universal

design, ethical, environmental and sustainable design issues

Design in context: contemporary theoretical contexts,

consumer identity, cultural/national identities, gender, crat

theory, design as a commodity

Semester 2: Creative Proessional Brie: portolio o investiga-

tive design development work in response to main idea or issue

Strategic Management and Marketing: marketing and cor-

porate strategy issues in relation to design, market segmenta-

tion and buying drivers, Concepts o corporate identity andbranding, Corporate responsibility and sustainability, Te

value chain and business agility in the global economy

Design Entrepreneurship: supports a student in planning

a business based on innovative design idea, close links with

industry, case studies o micro-business and entrepreneurial

practice, business ethics, intellectual property rights, con-

tracts, nancial planning

Semester 3: Major Project: detailed design (develop design to

prototype) or design concept and dissertation (develop design

to concept stage) or dissertation

Nt Research MPhil PhD available in: built environment, design

management, design history, digital media design, ashion,

interior design, product development, product, urniture andindustrial design


29/36

Cu/Tnng MDes Product Design, Innovation and Management

MSc Design Engineering

Cnt/Ntk/ogntn/Cntct

Middlesex University

Quctn/outcm

Masters

stuctu/lngt/Fqunc

One year

Ct MDes : 2,600 -2,780

No ees or MSc Design Engineering

Cntnt/ Mdu MDes: Product Forecasting and User Centred Design. Innova-

tion, Design Management and echnology. Design Project: Sel-

directed study. Tesis (during Summer)

Msc: Semester One: Applied Mathematics or Design Engi-

neers, Manuacturing Processes and Materials, Computer Aided

Engineering, Validation o Design Concept and Design Develop-

ment Project. Semester wo: Industrial Placement (duration 12

weeks) Semester Tree : Industrial Research Project

Nt MDes:

Te course describes itsel as:

Te programme aims to produce a new type o proessional: a

design leader who is a strategist, a visionary and an innovator.

It is designed to encourage individuals to think creatively, plan,manage and lead multidisciplinary teams. Tey will acquire the

intellectual and management capability to make inormed in-

novation and design planning decisions when applying new and

emerging technologies to the development o new product plat-

orms. Te programme explores a ormal approach to innovation

and the development o breakthrough or disruptor products.

In order to bring breakthrough products to the market place,

there is a requirement or an in depth understanding o the prac-

tice o design and emergent approaches to innovation in a global

context. Success in developing discontinuous concepts is char-

acterised by the successul marriage o, and interplay between,

the market, design, management and technology. We cover the

practice o design and the emergent approaches to innovation

needed to bring breakthrough products to the marketplace. You

will learn how to achieve the successul marriage o and interplay

between design, management, technology and the market in

developing successul discontinuous innovations

MSc:

A truly unique engineering course or design graduates.

Launched in 2005, it is believed to be the rst conversion pro-

gramme in the UK that oers graduates o industrial, product or

three-dimensional design the opportunity to re-train or up-skill

to ll vacancies in design engineering. Every place on the course

is unded by the Engineering and Physical Sciences Research

Council (EPSRC) to help meet industry demand - there are no

tuition ees or UK/EU students.


30/36


appnd :

University o Bournemouth CPD ramework

List o units generally available on the CPD Masters Framework at University o Bournemouth

DesiGN eNGiNeeriNG & CoMPUTiNG iNsTiTUTe oF BUsiNess aND law

Aesthetics

Applied Articial Intelligence

Articial Neural Networks

CAD/CAM

Cell-Based ASIC Design

Competitive Product Development

Control & Sensing Systems

Databases

Design Analysis

Design or Waste Minimisation

Design Management

Design ModellingDistributed Component echnologies

e-Business Sotware echnologies

Embedded System Design

Environmental Law & Cultural Pressures

Ergonomics

Evolutionary Computation

Facilities Planning & Management

Fitting Out Place and Space

Full-Custom ASIC Design

Interlocking Nature o Sustainability

Internet Systems Management

I Project Management

Knowledge Based systems

Materials in DesignObject Oriented Analysis & Design

Object Oriented Programming


Object-Oriented Sotware Development

Processor Architecture

Product Analysis & Design

Project Management

Requirements Engineering

Signals and Systems

Sotware Engineering Management

Sustainable Product Design

System-Level Design

Validation, Verication & estVHDL and Logic Synthesis

Accounting & Financial Analysis

Accounting or Decision Making

Banking & Insurance Law

Commercial ransactions

Copy & rade Marks

Corporate Administration and Control

Corporate Financial Management

Corporate Governance

Corporate Governance Law

Corporate ax Management

Economic & Political Context o ax

Export PracticeFinancial Inormation Analysis

Global Economics & Strategy

Indirect axation

Intellectual Property Ethics & policy

Intellectual Property Exploitation

International Dispute Resolution

International Finance

International Investment Management

International Market Strategy

International Patent and rade Mark Practice

International axation

Law o International rade

Legal Regulation o International Business

OperationsManagement Regulation and Conduct

Marketing o Financial Services

Patents and Designs

Personal axation & Estate Planning

Principles o Law

Strategic & Operations Management

Strategic Management Accounting


31/36

1

serViCes MaNaGeMeNT BoUrNeMoUTh MeDia sChool

Analysing the Services Marketing Environ-

ment

Business Strategy

Conerence ourism

Entrepreneurship

Events Management

Events Marketing & Communications

Events Principles & Practice

Integrated Marketing Communications or

Services

Integrated Marketing Strategy or Services

International Hospitality ManagementManagement o Environmental and Cultural

Heritage Resources

Managing Organisations

Marketing or ourism & Hospitality: Con-

temporary Issues Leadership

Marketing or ourism & Hospitality: Princi-

ples & Practice

Resort & Leisure Development

Sports ourism

Strategic Market Planning or the Services

Sector

our Operation Management

ourism Impacts & Sustainability

ourism Planning & Projectsourism Principles and Practice

ransport & ravel

Comm Management & Organisation

Internal Communications

Communications and Media Research

Computer Graphics Fundamentals

Corporate Strategy

Customer Relationship Management

Developing & Managing Brands

Form & theory o moving image

Integrated Marketing Communications

Interactive Media Strategies

International Public Relations

Law or Media FreelancersLegal & Ethical context

Managing Consumer Marketing

Managing People

Marketing Communications

Marketing Strategy

Media & Marketing

Media Finance

Media Law

New Media Environmental

Perspectives in Marketing Communications

Persuasion and Inuence

Product Unit

Proessional Studies

ResearchResearching Consumer Markets

Research Principles & Practice

Sound & Music Analysis

Understanding the Consumer


32/36


appnd :

Examples o publicly available courses, reproduced with permission rom Underoak Ltd Database

o raining Providers, www.underoak.co.uk.

DesiGN eNGiNeeriNG & CoMPUTiNG iNsTiTUTe oF BUsiNess aND law

Aesthetics

Applied Articial Intelligence

Articial Neural Networks

CAD/CAM

Cell-Based ASIC Design

Competitive Product Development

Control & Sensing Systems

Databases

Design Analysis

Design or Waste Minimisation

Design Management

Design ModellingDistributed Component echnologies

e-Business Sotware echnologies

Embedded System Design

Environmental Law & Cultural Pressures

Ergonomics

Evolutionary Computation

Facilities Planning & Management

Fitting Out Place and Space

Full-Custom ASIC Design

Interlocking Nature o Sustainability

Internet Systems Management

I Project Management

Knowledge Based systems

Materials in Design

Object Oriented Analysis & Design



Object-Oriented Sotware Development

Processor Architecture

Product Analysis & Design

Project Management

Requirements Engineering

Signals and Systems

Sotware Engineering Management

Sustainable Product Design

System-Level Design

Validation, Verication & estVHDL and Logic Synthesis

Accounting & Financial Analysis

Accounting or Decision Making

Banking & Insurance Law

Commercial ransactions

Copy & rade Marks

Corporate Administration and Control

Corporate Financial Management

Corporate Governance

Corporate Governance Law

Corporate ax Management

Economic & Political Context o ax

Export PracticeFinancial Inormation Analysis

Global Economics & Strategy

Indirect axation

Intellectual Property Ethics & policy

Intellectual Property Exploitation

International Dispute Resolution

International Finance

International Investment Management

International Market Strategy

International Patent and rade Mark Practice

International axation

Law o International rade

Legal Regulation o International Business

Operations

Management Regulation and Conduct

Marketing o Financial Services

Patents and Designs

Personal axation & Estate Planning

Principles o Law

Strategic & Operations Management

Strategic Management Accounting


33/36

CoUrse CosT Days loCaTioN

AutoCAD Essentials 697 3 London

VectorWorks 547 1 London

AutoCAD 3D Drawing & Modelling 417 2 Worcestershire

AutoCAD Essentials 417 3 Worcestershire

AutoCAD Intermediate 672 3 Worcestershire

AutoCAD Advanced 417 2 Worcestershire

AutoCAD Advanced 595 2 Bristol

AutoCAD Introduction 795 3 BristolDesign Secrets or Non-Designers 395 1 London

Creative Tinking and Problem Solving 450 1 Bristol

Creativity and Innovation 395 1 London

Innovative Business Tinking 700 2 West Sussex

Design and Production Overview 275 1 London

Developing Suppliers and Contractors

Risks and Opportunities

2,240 5 London

Eective Expediting 495 2 York

Forecasting echniques 395 1 MidlandsIntroduction to Lean 200 1 York

Introduction to Production Planning and Control 940 2 Midlands

Leadership Skills raining or Manuacturing Excel-

lence

699 2 Middlesborough

Lean Manuacturing Practitioner 900 5 York

Brand Management Programme 3,700 5 Hertordshire

Brieng and Evaluating Creative Work 1,095 2 Middlesex


34/36


35/36

CoUrse aiMs aND oBjeCTiVes:

B t nd t cu ptcpnt ud v undtd:

Te breadth and depth o Portolio & Product Lie Cycle Management

Te roles and responsibilities or Portolio & Product Lie CycleManagement

Te principles o Portolio & Product Management

Best practice or successul Portolio & Product LC Management

Experienced practical tools and techniques

Participated and shared experiences

st t cu dcbd n t bt:

Participative, inormative, interactive and un

Practical examples to aid understanding

Experiential thematic exercises

Practical examples to aid understanding

Pragmatic hints and tips

Bias towards understanding principles and practices vs manipulating sotware tools

sPeCiFiC CoUrse CoNTeNT:

D

sn Course Aims and Objectives and Issues Board

sn What is Product Lie Cycle Management?

sn Some Market Dimensions or Solutions and Portolios

sn Product Development and Launch Framework

sn Organising or Product and Portolio Lie Cycle Management D : rv D

sn Decision Making within Product and Portolio

Lie Cycle Management

sn 6 Skills or Product and Portolio Lie Cycle Management

sn Market Development o a Launched Product Portolio

Other Core modules ollow a similar ormat but detail will not be provided in this report.

aDVaNCeD MoDUles:

Product Planning and Project Selection; Best Practice Overview o Product and Portolio

Lie Cycle Management; Commercial Know How; Strategic and Innovative Tinking and

Planning; How to write winning product specs; ime t Market Compression; Leading Virtual

and XFunctional Product Development eams;

Metrics or eective Product Development; Risk Reward Management; Project Management

or Product Development; echnology Acquisition or Product Development


36/36


Appendix 5

Bbgp

Bncmk rc , Battle o Britain International Competitiveness Survey oplineSummary, http://www.benchmarkresearch.co.uk/survey/index.cm

Bncmk rc/ Fnd Pubctn , rends in UK Manuacturing, http://

www.benchmarkresearch.co.uk/survey/index.cm

Bun on Ptnp , Te Economic Importance o Londons Design Dependent

Sectors, or London Development Agency

Cox, G. Te Cox Review o Creativity in Business, H M reasury, http://www.hmtreasury.

gov.uk/independent_reviews/cox_review/coxreview_index.cm

Ctv nd Cutu sk Cunc/ Dgn Cunc , Higherlevel skills or Higher

Value, http://www.ukdesignskills.com , London, Design Council and Creative and Cultural

Skills Council.

Dgn Cunc , Design in Britain /, http://www.designcouncil.org.uk/

actnder

hu Cmmn Td nd indut Cmmtt , Better skills or Manuacturing:

Fith Report o Session , London: Te Stationery Oce Ltd

hu Cmmn Td nd indut Cmmtt , Better skills or Manuacturing:

Government Response to the Committees Fith Report o Session , London: Te

Stationery Oce Ltd

hn hmn rc Cnt , Innovate: the research and development journal or

small rms in the care and disability sector , London, RCA. Http://www.rca.ac.uk/images/

lib/pub.pd

ln, P. & l, a. , How AwardWinning SMEs Manage the Barriers to Innovation,

Creativity and Innovation Management, , pp. .

Md, h., Bn C., wt, a., l, a. , Small and Mediumsized Enterprises:

Analysis Trough echnology Management Maps, International Journal o Innovation and

echnology Management, , pp. .

Pp, P. , Lessons rom the renches: Insights rom Design Management Seminars,

Design Management Journal, , pp..

Vz r.w. & B d Mzt, B. , Te Impact o UserOriented Design on New

Product Development: An Examination o Fundamental Relationships, Te Journal o Product

Innovation Management, , pp.

wb rnc

Pnn Td, http://personneltoday.com

Tm t Mkt ltd., http://www.ttm.co.uk

Undk ltd., www.underoak.co.uk

npd report

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