Friday, October 24, 2014

Forecasting and Management of Technology, Alan Porter, 2nd Edition, 2011 - Book Information

Forecasting and Management of Technology, 2nd Edition

Alan L. Porter, Scott W. Cunningham, Jerry Banks, A. Thomas Roper, Thomas W. Mason, Frederick A. Rossini

Table of Contents
Acknowledgments xv
1 Introduction 1

1.1 About This Book, 1

1.2 Technology and Society, 2

1.2.1 Social Change, 3

1.2.2 Technological Change, 4

1.3 Management and the Future, 6

1.3.1 Management and Innovation Processes, 7

1.3.2 The Role of Technology Forecasting, 9

1.3.3 The Importance of Technology Forecasting, 10

1.3.4 The Role of Social Forecasting, 12

1.4 Conclusions, 13

References, 13

2 Technology Forecasting 15

2.1 What Is Technology Forecasting?, 15

2.1.1 Models of Technology Growth and Diffusion, 17

2.1.2 Technology Forecasting in Context, 18

2.1.3 What Makes a Forecast Good?, 20

2.1.4 Common Errors in Forecasting Technology, 21

2.2 Methodological Foundations, 23

2.2.1 The Technology Delivery System, 24

2.2.2 Inquiring Systems, 28

2.3 Technology Forecasting Methods, 31

2.3.1 Overview of the Most Frequently Used Forecasting Methods, 33

2.3.2 Method Selection, 37

2.4 Conclusion, 37

References, 38

3 Managing the Forecasting Project 40

3.1 Information Needs of the Forecasting Project, 40

3.1.1 The Technology Manager’s Needs, 42

3.1.2 The Forecast Manager’s Needs, 43

3.1.3 Information about Team Members, 44

3.2 Planning the Technology Forecast, 46

3.3 Team Organization, Management, and Communications, 47

3.3.1 Organizing and Managing the Technology Forecast, 50

3.3.2 Communications, 54

3.3.3 Summary Conclusions about Project Management and Organization, 55

3.4 Success: The Right Information at the Right Time, 56

3.5 Project Scheduling, 57

3.5.1 Program Evaluation and Review Technique (PERT), 58

3.5.2 Gantt Chart, 60

3.5.3 Project Accountability Chart (PAC), 60

3.5.4 Project Scheduling Software, 61

3.6 Conclusions, 62

References, 62

4 Exploring 65

4.1 Establishing the Context—the TDS, 65

4.1.1 Societal and Institutional Contexts, 66

4.1.2 Technology Context, 67

4.1.3 Stakeholders, 68

4.1.4 Understanding the TDS, 69

4.1.5 An Example TDS Model, 70

4.2 Monitoring, 72

4.2.1 Why Monitor?, 74

4.2.2 Who Should Monitor?, 75

4.2.3 Monitoring Strategy, 76

4.2.4 Monitoring Focused on Management of Technology Issues, 79

4.2.5 Monitoring Focused on the Stage of the Technology Development, 81

4.3 The Stimulation of Creativity, 81

4.3.1 Five Elements of Creativity, 81

4.3.2 Group Creativity, 92

4.4 Conclusion, 95

References, 95

5 Gathering and Using Information 98

5.1 Expert Opinion, 99

5.1.1 Selecting Experts, 99

5.1.2 Selecting Expert Opinion Techniques, 100

5.2 Gathering Information on the Internet, 105

5.2.1 Science and Technology on the Internet, 106

5.2.2 Society and Culture on the Internet, 109

5.3 Structuring the Search, 113

5.4 Preparing Search Results, 116

5.5 Using Search Results, 117

5.6 Developing Science, Technology, and Social Indicators, 119

5.6.1 Science and Technology Indicators, 119

5.6.2 Social Indicators, 122

5.7 Communicating Search Results, 122

5.8 Conclusions, 123

References, 124

6 Analyzing Phase 129

6.1 Perspective on Data and Methods, 129

6.1.1 Overview and Caveats, 130

6.1.2 Internet Time Series Data and Trends, 132

6.1.3 Analytical Modeling, 133

6.2 Linear Regression and Extensions, 134

6.3 Growth Models, 138

6.3.1 The Models, 138

6.3.2 Dealing with the Data, 143

6.3.3 Regression and Growth Modeling: What Can Go Wrong?, 144

6.4 Simulation, 145

6.4.1 Quantitative Cross-Impact Analysis, 146

6.4.2 Qualitative Cross-Impact Analysis, 152

6.5 Monte Carlo Simulation, 153

6.5.1 Generating and Displaying Random Values, 153

6.5.2 Sampling Multiple Random Variables, 154

6.5.3 RFID Application in a Hospital Decision, 156

6.6 System Dynamics, 158

6.6.1 The System Dynamics Modeling Cycle, 159

6.6.2 A Technology Forecasting Example: The Cable-to-the-Curb Model, 162

6.7 Gaming, 164

6.7.1 Decision Trees, 165

6.7.2 Bayesian Estimation, 166

6.7.3 Value of Information, 167

6.7.4 Real Options Analysis, 169

6.8 Software Suggestions, 170

6.8.1 Software for Regression, 170

6.8.2 Simulation Analysis Software, 170

6.8.3 Software for Analysis of Decisions, 170

6.8.4 Real Options Super Lattice Software, 170

6.8.5 Software Sites, 171

References, 171

7 Focusing Phase: Using Scenario Analysis 174

7.1 Uncertainty, 175

7.1.1 Uncertainty Frameworks, 175

7.1.2 Source and Nature of Uncertainty, 176

7.1.3 Uncertainty and the Adaptive Paradigm, 177

7.1.4 Techniques for Addressing Uncertainty, 177

7.2 Scenarios, 178

7.2.1 Steps in Creating Scenarios, 178

7.2.2 Types of Scenarios, 182

7.3 Examples and Applications, 184

7.3.1 Scenarios for Renewable Energy Planning, 184

7.3.2 Pervasive Computing Scenarios, 185

7.3.3 Scenarios for Social Change, 186

7.4 Scenarios: Extensions and Advanced Techniques, 187

7.4.1 Scenarios in Multimethodology Forecasts, 187

7.4.2 Extensions of Scenario Analysis, 189

7.5 Conclusions, 191

References, 192

8 Economic and Market Analysis 194

8.1 The Context, 194

8.1.1 Markets and Innovation, 197

8.1.2 Technology and Institutions, 199

8.2 Forecasting the Market, 203

8.2.1 The Consumer/Customer Marketplace, 204

8.2.2 Qualitative Techniques for Appraising Market Potential, 206

8.2.3 A Quantitative Approach—Adoption and Substitution: S-Curve Models, 207

8.3 Forecasting the Economic Context, 208

8.3.1 Macroeconomic Forecasting, 209

8.3.2 Input-Output Analysis, 210

8.3.3 General Equilibrium Models, 214

8.3.4 Hedonic Technometrics, 215

8.4 Forecasting in an Institutional Context, 216

8.4.1 Institutional Arrangements and the Market, 216

8.4.2 Game Theory, 218

8.4.3 Agent-Based Models, 219

8.5 Conclusion, 219

References, 220

9 Impact Assessment 223

9.1 Impact Assessment in Technology Forecasting, 223

9.2 Impacts on Technology and Impacts of Technology, 224

9.3 A Comprehensive Approach to Impact Assessment, 225

9.4 Impact Identification, 226

9.4.1 Scanning Techniques, 226

9.4.2 Tracing Techniques, 227

9.4.3 Narrowing the Impact Set and Estimating Effects, 229

9.4.4 A Final Word, 229

9.5 Impact Analysis, 230

9.5.1 Analyzing Impacts on and Impacts of the Technology, 230

9.5.2 Analyzing Technological Impacts, 232

9.5.3 Analyzing Economic Impacts, 234

9.5.4 Analyzing Environmental Impacts, 234

9.5.5 Analyzing Social Impacts, 238

9.5.6 Analyzing Institutional Impacts, 239

9.5.7 Analyzing Political Impacts, 240

9.5.8 Analyzing Legal and Regulatory Impacts, 241

9.5.9 Analyzing Behavioral, Cultural, and Values Impacts, 242

9.5.10 Analyzing Health-Related Impacts, 243

9.6 Impact Evaluation, 244

9.7 Conclusion, 245

References, 245

10 Cost-Benefit and Risk Analysis 248

10.1 Opportunity Costs and Choices, 248

10.2 Cost-Benefit Analysis, 249

10.2.1 Cost-Benefit Analysis within the Organization, 249

10.2.2 Societal Stake and the Organizational Response, 253

10.2.3 Cost-Benefit Analysis Methods, 260

10.2.4 Economic Value Added, 263

10.2.5 Earned Value Management, 264

10.2.6 The Balanced Scorecard, 265

10.3 Accounting for Risk and Uncertainty, 265

10.3.1 Accounting for Risk within Organizations, 265

10.3.2 Accounting for Risk—the Social Dimension, 269

10.4 Concluding the Focusing Phase, 273

References, 274

11 Implementing the Technology 277

11.1 Forecasting Continues, 277

11.2 Implementation Issues, 278

11.3 Strategic Planning for Technology Implementation, 278

11.4 Selecting from among Alternative Implementations of the Technology, 279

11.4.1 Measurement, 282

11.4.2 Interpretive Structural Modeling, 284

11.4.3 Analytic Hierarchy Process, 285

11.4.4 Wrap-Up, 286

11.5 Technology Roadmapping, 286

11.6 Summary and Concluding Observations, 287

References, 287

12 Managing the Present from the Future 289

12.1 The Overall Approach, 289

12.2 Selecting Methods and Techniques, 290

12.2.1 Using the TDS and the Major Families of Techniques, 290

12.2.2 The 80–20 Rule, 291

12.3 Alternative Perspectives, 291

12.4 Learning from Past Forecasts and Assessments, 293

12.5 Visions, 295

12.6 A Final Word, 295

References, 296

Appendix A Case Study on Forecasting Dye-Sensitized Solar Cells 297

A.1 Framing the Case Study, 297

A.1.1 Characterizing the Technology, 298

A.1.2 Dye-Sensitized Solar Cells, 299

A.2 Methods, 299

A.2.1 Engaging Experts and Multipath Mapping, 299

A.2.2 Developing the TDS, 300

A.2.3 Tech Mining (Chapter 5) and Science Overlay Mapping, 304

A.2.4 Trend Analyses, 310

A.2.5 Cross-charting and Social Network Analyses, 311

A.3 The Rest of the Story, 313

A.3.1 Market Forecasts, 314

A.3.2 Scenarios, 315

A.3.3 Technology Assessment, 315

A.3.4 Further Analyses and Communicating Results, 316

References, 316

Index 319

Management of Technology and Operations - R. Ray Gehani - Book Information

In Management of Technology and Operations Ray Gehani reveals the basic principles and best practices applied by top technology-driven organizations in the intensely competitive global marketplace. He pinpoints the six sources of competitive advantage that determine both short-term survival and market leadership over the long term. Then, with the help of real-life examples from leading technology-driven organizations, he demonstrates how these global winners integrate project management and pioneering leadership to exploit the full potential of each of these six sources:

* Research and development
* Production automation and engineering
* Information integration
* Customer trust and market understanding
* Reliability and quality promise
* Building the best people.

Thursday, October 23, 2014

Technology Management - JNTU Hyderabad Syallabus - 2007

Management of Technology

The Objective of the course is to expose students to the importance of technology in conduct of business and its skillful management for optimum results.
*Students need Discounting Table and Statistical Table to solve problem

1. The Process  of  Technological  Innovation: The  Need    for    a    Conceptual  Approach,  Technological  Innovation        as  a  Conversion   Process,    Factors    Contributing  to    Successful    Technological       Innovation.

2. Strategies  For  Research  and  Development: R&D  as  A  Business,   Resource    Allocation    to  R&D,  R&D         Strategy    In    the    Decision       Making  Process,  Selection  and  Implementation  of  R&D  Strategy,     R  and  D        and  Competitive  Advantage,  New  Product  Development.

3. Creativity    and  Problem  Solving: The    Creative    Process,    Creative    Individuals,  Main  Characteristics, Techniques    For   Creative  Problem  Solving.

4. Financial Evaluation of  Research  and  Development  Projects:  The    Need    For  Cost  Effectiveness,  R&D Financial    Forecasts,    Risk    as    a  Factor  In  Financial  Analysis,    Project    Selection   Formulae,  Allocation        of  Resources,  DCF  and  Other    Techniques of evaluating    R&D  ventures.

5. Research  and  Development:  Programme  Planning  and    Control,    Portfolio    Planning,    Project  Planning  and        Control,    Project  Termination,  Resource  Allocation  and  Management.

6. New    Product  Development:   New  Product    Development    as    a   Competitive    Strategy,    Market  Research        For    Developing    New     Products,  Commercialisation  of  Research  Outcomes,    Industrial  Design,    Product        Architecture  and    Design    For    Manufacture,  Developing    Indigenous    Substitute    For    Raw    Materials.  

7. Technological    Forecasting    For    Decision    Making:   The   Definition    of  Technological  Forecasting,       Forecasting    System    Inputs  and  Outputs,  Classification  of  Forecasting  Techniques, Organisation  For      Technological  Forecasting,  Current  Status.

8. Transfer  of    Technology: Modes of technology transfer, Price of  technology transfer, Negotiation for price of MOT.


Tarek Khalil, Management of Technology—The Key to Competitiveness and Wealth Creation, McGraw Hill, Boston, 2006.
V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage, Pearson Education, 2006.
Norma Harrison & Danny Samson, Technology Management—Text and International Cases, McGraw-Hill International, 2005.
IGNOU  Course material on Technology Management.
P.N.Rastogi, Managing Creativity, Macmillan India Ltd, 2003.
William L Miller and Longdon, Morris, Fourth Generation R & D, John Wiley & Sons Inc.
Pradip N Khandwalla: Lifelong Creativity—An Unending Fest, TMH, 2004.
Pradip N Khandwalla: Corporate Creativity, TMH, 2006.
White: The Management of Technology & Innovation Thomson,2007.

Friday, October 17, 2014

Production Management by Theodor Nebl - Book Information

The book has English as well as Dutch language versions. It has preview facility
1016 pages
2002 book

Operations Management in Automotive Industries - 2014 Book Information

Springer Publication

Foreword.- About the author.- Introduction.- Acknowledgements.- 1 Historical Outlines and Industrial Strategies for Automotive Industries.- 1.1 Historical Outlines in Automotive Industries.- 1.2 Strategic Planning of Production Activities.- 1.3 Process Integration and “Make or Buy” Decision Making.- 1.4 Manufacturing Systems’ Set-Up and Location Criteria.- 1.5 Technologies for Materials Applied to Vehicles’ Construction Overview.- 1.6 Sketches for Manufacturing Systems Adopted in Cars Manufacturing.- 1.7 Systems’ Strategical Prerogatives.- 2 From project to product.- 2.1 Standardization Logics and Project Setting Up.- 2.2 Industrialization Process Description.- 2.3 Product/Process Information Technology System.- 2.4 Product Composition Analysis.- 2.5 Product Technical Changes Management.- 3 Manufacturing Engineering and Equipment Efficiency Evaluation.- 3.1 Manufacturing Engineering Planning and Executive Project.- 3.2 Production Capacity Setting.- 3.3 Working Time Analysis Methodologies.- 3.4 Man/Machine Interaction and Standard Working Time Defining.- 3.5 Equipment Times Deployment Diagram.- 3.6 Integrated Production System Introduction.- 3.7 Operative Productivity and Flexibility.- 3.8 Equipment and Machine Loading.- 3.9 Installed Productive Capacity Defining.- 4 Work Analysis and Labour Productivity Evaluation Criteria.- 4.1 Activity Level and Labour Efficiency.- 4.2 Manpower Planning.- 4.3 Working Time Length and Flexibility.- 4.4 Labour Productivity and Improvement Plans.- 4.5 Input Data for Operative Control.- 4.6 Tasks Assignment and Workload Balancing.- 4.7 Production Employees Motivation and Rewarding.- 5 Manufacturing System Management and Maintenance Criteria.- 5.1 Plant Manufacturing System.- 5.2 Equipment Reliability and Maintainability.- 5.3 Maintenance Management.- 5.4 Costs and Maintenance Effectiveness Correlation.- 5.5 General and Complementary Equipment for Production.- 5.6 Tools and Consumables Management.- 5.7 “Total Productive Maintenance” approach.- 6 Logistics and Supply Chain Basics for Automotive Application.- 6.1 Logistics Historical Evolution and Actual Strategies.- 6.2 Logistics Flows in the Supply Chain.- 6.3 Material Handling and Inventory Management Methodologies.- 6.4 Production and Delivery Planning.- 6.5 Logistics Information Technology Systems.- 6.6 Logistics Key Performance Indicators.- 7 Global Purchasing Operations.- 7.1 Purchasing Department’s Role.- 7.2 Purchasing Policies Evolution.- 7.3 Purchasing Marketing and Global Sourcing Policies.- 7.4 Suppliers Network Management.- 7.5 Order Procedure and Cooperation Agreements.- 7.6 Supplying Cost and Purchasing Effectiveness Indicators.- 7.7. “E-Procurement” Techniques.- 8 Quality Management and Continuous Improvement.- 8.1 The “Learning Curve” Concept.- 8.2 Production Ramp Up and Maximum Rate Achievement.- 8.3 Quality Management in Industrial Processes.- 8.4 Quality and Reliability Assurance Techniques in Product Design Phase.- 8.5 “Total Quality Management” and Continuous Improvement Approach.- 9 Value Creation and Final Considerations.- 10 (APPENDIX) Production Management Basics.- 10.1 The Product.- 10.2 Production Systems.- 10.3 Criteria for the Stock and Lots Management.- 10.4 Problems Connected to the Planning Horizon.- 10.5 APP (Aggregated Production Planning).- 10.6 MPS (Master Production Schedule).- 10.7 MRP (Material Requirement Planning).- List of Abbreviations.

Thursday, October 9, 2014

Proplanner for Production Systems Planning - ProTime 2011 for Time Studies


Proplanner is process engineering and management software for discrete manufacturers. These applications automate, streamline and integrate engineering activities and help industrial and manufacturing engineers who design and plan production systems for new and modified products.


Layout Planner provides industrial, manufacturing and layout engineers with a quick, objective layout design tool. Based on Richard Muther’s Systemic Layout Planning (SLP) techniques, Layout Planner diagrams and scores alternative designs using relationships between activities as the key measure of layout efficiency.

April 25, 2011
Proplanner Introduces ProTime 2011 for Time Studies

Proplanner announced the release of ProTime 2011. ProTime 2011 was re-written from the ground-up, to integrate the latest in video management and user interface technology available within the MS.NET 3.5 environment. Protime allows engineers to learn and productively deploy video-based studies in less than one hour. Engineers can now time-study tasks using live observations or videos, and optionally benchmark these times against predetermined standards, such as MTM, Most and Modapts.

Proplanner is offering a free web-based version of Protime for use by anyone evaluating the application or using it for education, available at

“Video-based time studies are the future for Industrial Engineering,” said Dr. Dave Sly, CEO of Proplanner. “These videos are not just for calculating time; information is collected just once, and is referenced in work instructions, line balancing studies, Kaizen events, and for historical verification that the time study is still accurate to the process as it is performed... the combined economic savings of recording the process once, and leveraging it for all process engineering functions, is shown to be as high as 80%.

New enhancements for 2011:

• User Defined Color Coded Task Categories present an effective way to classify, aggregate, chart and report different value-added, non-value-added, and non-value-added-but-necessary work tasks.

• New Pareto, Gantt and Pie Charts enhance presentation and categorization of user-defined work categories.

• Support for Multiple Videos in a Study allows observations of long cycle time operations to be integrated from multiple video recordings.

• Full support for new HD video formats provides support for the most common file formats created by today's video cameras.

• Full Copy/Paste Functionality with MS applications seamlessly import and export information to any MS Office Compliant application.

• New native XML file format permits electronic integration of study information with other IT systems, such as ERP and MPM.

• New ability to define tasks internal to other tasks enables simultaneous observed study of multiple workers and machines within a workplace.

• Easier selection of Tasks Performed in any order, allows selection of any task from the task list, multiple times if necessary.

Open Innovation Practices of Companies - Websites

P & G  website to promote open innovation.

What is Open Innovation?

 According to P&G, open innovation, also known as crowdsourcing or co-creation, is a way for companies to harness the ideas and strength of people outside their organization to make improvements to internal processes or products.  Open innovation is also a way for companies to avoid the stale, repetitive thinking that can happen when employees are accustomed to their internal ways of solving problems. By including more outside ideas, companies can ensure their ideas stay fresh and new while providing opportunities for those outside their organization to participate in technology development.

How do Companies Benefit from Co-Creation?

Co-creation allows companies to expand their technology quickly by involving innovative people all over the world in voluntary work. While keeping trade secrets confidential, companies like P&G, can open information about problems they are trying to solve to the community at large to solicit new ideas. By drawing on a larger pool of ideas, we get insight from a rich diversity of people. From end-consumers with first-hand knowledge of the limitations, to experts in other disciplines unrelated to our products, the crowd has a unique and valuable perspective on the problems we try to solve every day.

How Can I Benefit from Crowdsourcing?

If you are a company or individual with an innovation that includes protectable intellectual property, you can submit your innovation through our submission portal. All ideas must be protected, usually through a granted patent or published patent application. If your innovation matches one of our current needs or if you have a new patented idea that you think we might be interested in, you can submit your innovation to P&G to be considered for an innovation partnership.

Astra Zeneca  Open Innovation Website

Magneti Marelli Open Innovation Site

Unilever Open Innovation Site