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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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New Product Development: aProgrammefortheCreativeIndustries
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
Higherlevel skills or Higher Value, Creative and Cultural Skills/ Design Council , p.
Human Frame Research Associates Programme Message rom the Rector,
Higherlevel skills or Higher Value, Creative and Cultural Skills/ Design Council , p.
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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.
Higherlevel skills or Higher Value, Creative and Cultural Skills/ Design Council , p.
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.
Higherlevel skills or Higher Value, Creative and Cultural Skills/ Design Council , p.
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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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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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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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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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0 New Product Development: aProgrammefortheCreativeIndustries
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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New Product Development: aProgrammefortheCreativeIndustries
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.
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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
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New Product Development: aProgrammefortheCreativeIndustries
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
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
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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
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New Product Development: aProgrammefortheCreativeIndustries
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
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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
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New Product Development: aProgrammefortheCreativeIndustries
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
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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.
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0 New Product Development: aProgrammefortheCreativeIndustries
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 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
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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
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New Product Development: aProgrammefortheCreativeIndustries
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 Programming
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
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
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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
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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
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New Product Development: aProgrammefortheCreativeIndustries
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
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