{"product_id":"stimulating-innovation-with-function-analysis-and-mapping-45-wiley-series-in-systems-engineering-and-management-9780471740605","title":"Stimulating Innovation With Function Analysis and Mapping 45 Wiley Series in Systems Engineering and Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eHelping readers become better innovators by learning and understanding the principles of Function Analysis System Technique (FAST), Stimulating Innovation in Products and Services explains how innovation can be discovered and developed using systematic and replicable methods.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eFOREWORD.\u003c\/b\u003e  \u003cp\u003e\u003cb\u003ePREFACE.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eACKNOWLEDGMENTS.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. INTRODUCTION.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Meaning of Function.\u003c\/p\u003e \u003cp\u003eReading FAST.\u003c\/p\u003e \u003cp\u003eFAST Logic.\u003c\/p\u003e \u003cp\u003eSome Observations.\u003c\/p\u003e \u003cp\u003eWhat Have We Learned?\u003c\/p\u003e \u003cp\u003eApplying FAST to Hardware Products.\u003c\/p\u003e \u003cp\u003eReading a FAST Model.\u003c\/p\u003e \u003cp\u003eAnalyzing a FAST Model.\u003c\/p\u003e \u003cp\u003eSome Unique Ways That a FAST Model Has Been Used.\u003c\/p\u003e \u003cp\u003eHow It All Began.\u003c\/p\u003e \u003cp\u003eToward an Innovation Process.\u003c\/p\u003e \u003cp\u003eWho Models Functions?\u003c\/p\u003e \u003cp\u003eWhy an Interdisciplinary Team?\u003c\/p\u003e \u003cp\u003eTeam Makeup.\u003c\/p\u003e \u003cp\u003eUnlocking Practical Ingenuity.\u003c\/p\u003e \u003cp\u003eWhen Should We Use FAST?\u003c\/p\u003e \u003cp\u003eFundamental Questions.\u003c\/p\u003e \u003cp\u003eDistinguishing Between Problem and Opportunity.\u003c\/p\u003e \u003cp\u003eDifference Between FAST Diagrams and FAST Models.\u003c\/p\u003e \u003cp\u003eValidating Function Models.\u003c\/p\u003e \u003cp\u003eOutline of This Book.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. PROBLEM-SOLVING TECHNIQUES.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eVerb–Noun Function Technique.\u003c\/p\u003e \u003cp\u003eFuzzy Problem Technique.\u003c\/p\u003e \u003cp\u003eSetting Up the Problem in the Fuzzy Problem Technique.\u003c\/p\u003e \u003cp\u003eHierarchical Technique.\u003c\/p\u003e \u003cp\u003eVerb–Noun and Fuzzy Problem Techniques Within the Hierarchical Technique.\u003c\/p\u003e \u003cp\u003eClosing Remarks.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. FUNCTION ANALYSIS.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFunction Analysis Syntax.\u003c\/p\u003e \u003cp\u003eActive Verbs.\u003c\/p\u003e \u003cp\u003eMeasurable Nouns.\u003c\/p\u003e \u003cp\u003eUsing Two Words to Describe Functions.\u003c\/p\u003e \u003cp\u003eDefining and Classifying Functions.\u003c\/p\u003e \u003cp\u003eTypes of Functions.\u003c\/p\u003e \u003cp\u003eExtrinsic Functions.\u003c\/p\u003e \u003cp\u003eIntrinsic Functions.\u003c\/p\u003e \u003cp\u003eBasic Functions.\u003c\/p\u003e \u003cp\u003eSecondary Functions.\u003c\/p\u003e \u003cp\u003ePractical Definitions.\u003c\/p\u003e \u003cp\u003eRules Governing Basic Functions.\u003c\/p\u003e \u003cp\u003eFunction Identification Example.\u003c\/p\u003e \u003cp\u003eRandom Function Determination.\u003c\/p\u003e \u003cp\u003eLevels of Abstraction.\u003c\/p\u003e \u003cp\u003eFunction and Component Selection.\u003c\/p\u003e \u003cp\u003eFunction Cost Matrix.\u003c\/p\u003e \u003cp\u003eSimplifying the Process.\u003c\/p\u003e \u003cp\u003eClosing Remarks.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. FUNCTION ANALYSIS SYSTEM TECHNIQUE.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProcess Overview.\u003c\/p\u003e \u003cp\u003eSome Misconceptions.\u003c\/p\u003e \u003cp\u003e“As Is” Versus “Should Be” Models.\u003c\/p\u003e \u003cp\u003eSyntax Used to Create and Read a FAST Model.\u003c\/p\u003e \u003cp\u003eReading \u003ci\u003eHow–Why\u003c\/i\u003e and Our Intentions.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eHow–Why\u003c\/i\u003e Versus \u003ci\u003eWhy–How\u003c\/i\u003e Orientation.\u003c\/p\u003e \u003cp\u003eReading \u003ci\u003eWhen\u003c\/i\u003e to Consider Causality and Consequential Functioning.\u003c\/p\u003e \u003cp\u003eKey Elements of a FAST Model.\u003c\/p\u003e \u003cp\u003eScope Lines.\u003c\/p\u003e \u003cp\u003eHighest-Order Function(s).\u003c\/p\u003e \u003cp\u003eLowest-Order Function(s).\u003c\/p\u003e \u003cp\u003eBasic Function(s).\u003c\/p\u003e \u003cp\u003eContent.\u003c\/p\u003e \u003cp\u003eRequirements or Specifications.\u003c\/p\u003e \u003cp\u003eDependent Functions.\u003c\/p\u003e \u003cp\u003eIndependent (Support) Functions.\u003c\/p\u003e \u003cp\u003eLogic Path Functions.\u003c\/p\u003e \u003cp\u003eArticulating Theories in FAST.\u003c\/p\u003e \u003cp\u003eVariations of \u003ci\u003eHow–Why\u003c\/i\u003e Questions.\u003c\/p\u003e \u003cp\u003eConsidering \u003ci\u003eAnd–Or\u003c\/i\u003e Along the Logic Path.\u003c\/p\u003e \u003cp\u003eConsidering \u003ci\u003eAnd\u003c\/i\u003e in the \u003ci\u003eWhen\u003c\/i\u003e Direction.\u003c\/p\u003e \u003cp\u003eConsidering \u003ci\u003eOr\u003c\/i\u003e in the \u003ci\u003eWhen\u003c\/i\u003e Direction.\u003c\/p\u003e \u003cp\u003eFAST Model-Building Process: Product Example.\u003c\/p\u003e \u003cp\u003eExpanding the Number of Functions.\u003c\/p\u003e \u003cp\u003eCase for Using Active Verbs.\u003c\/p\u003e \u003cp\u003ePurpose of Expanding Functions.\u003c\/p\u003e \u003cp\u003eAvoiding Duplicate Functions.\u003c\/p\u003e \u003cp\u003eStarter Kit Functions.\u003c\/p\u003e \u003cp\u003ePreparations for Building a FAST Model.\u003c\/p\u003e \u003cp\u003eBuild \u003ci\u003eHow\u003c\/i\u003e and Test \u003ci\u003eWhy.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRelationship of the Left Scope Line to the Basic Function.\u003c\/p\u003e \u003cp\u003eRight Scope Line.\u003c\/p\u003e \u003cp\u003eLeft Scope Line.\u003c\/p\u003e \u003cp\u003eWhat’s the Problem?\u003c\/p\u003e \u003cp\u003eDefining the Problem.\u003c\/p\u003e \u003cp\u003eThree Questions Before Starting the FAST Process.\u003c\/p\u003e \u003cp\u003eHow the Strategic Questions Are Asked in a Workshop.\u003c\/p\u003e \u003cp\u003eSymbols and Notations Used in FAST Modeling.\u003c\/p\u003e \u003cp\u003eTaking Exception to the FAST Rules.\u003c\/p\u003e \u003cp\u003eIndependent Functions Above the Logic Path, Activities Below the Logic Path.\u003c\/p\u003e \u003cp\u003eNo Activities in the Major Logic Path.\u003c\/p\u003e \u003cp\u003eOnly Two Words Used to Describe Functions.\u003c\/p\u003e \u003cp\u003eLoop-Back Modeling.\u003c\/p\u003e \u003cp\u003eValidating the Logic Flow.\u003c\/p\u003e \u003cp\u003eExploration Drilling Model.\u003c\/p\u003e \u003cp\u003eClosing Remarks.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. DIMENSIONING THE FAST MODEL.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePre-event Stage.\u003c\/p\u003e \u003cp\u003eFAST Dimensioning Themes.\u003c\/p\u003e \u003cp\u003eBusiness Process and Soft Issues.\u003c\/p\u003e \u003cp\u003eSensitivity Matrix.\u003c\/p\u003e \u003cp\u003eFacility Management Case Study.\u003c\/p\u003e \u003cp\u003eDetermining Responsibility, Move to Action.\u003c\/p\u003e \u003cp\u003eIncorporating Other Dimensions in FAST Models.\u003c\/p\u003e \u003cp\u003eRACI\/RASI Dimensioning.\u003c\/p\u003e \u003cp\u003eFAST and Organizational Effectiveness.\u003c\/p\u003e \u003cp\u003eOrganizational Effectiveness Case Study.\u003c\/p\u003e \u003cp\u003eModel the Future or the Present?\u003c\/p\u003e \u003cp\u003eIncorporating Additional Dimensions.\u003c\/p\u003e \u003cp\u003eProduct- and Equipment-Based FAST Models (Artifacts).\u003c\/p\u003e \u003cp\u003eSensitivity Matrix in Product (Artifact) Analysis.\u003c\/p\u003e \u003cp\u003eStaple Remover Case Study Using FAST With the Sensitivity Matrix.\u003c\/p\u003e \u003cp\u003eDetermining Component Function–Cost Details.\u003c\/p\u003e \u003cp\u003eProposed Solution.\u003c\/p\u003e \u003cp\u003ePipeline Case Study Using the Sensitivity Matrix.\u003c\/p\u003e \u003cp\u003eOther Case-Specific Dimensions.\u003c\/p\u003e \u003cp\u003eBudgeting Operating Expenses and the Sensitivity Matrix.\u003c\/p\u003e \u003cp\u003eClustering Functions.\u003c\/p\u003e \u003cp\u003eExample Using Clustering.\u003c\/p\u003e \u003cp\u003eClosing Remarks.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. ATTRIBUTES AND THE FAST MODEL.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining an Attribute’s Range of Acceptance.\u003c\/p\u003e \u003cp\u003eRanking Attributes.\u003c\/p\u003e \u003cp\u003eIncorporating Attributes Into a FAST model.\u003c\/p\u003e \u003cp\u003eLinking Issues of Concern to a FAST model.\u003c\/p\u003e \u003cp\u003eConstruction Management Case Study.\u003c\/p\u003e \u003cp\u003eInfluence of Attributes and Incentives on FAST Modeling.\u003c\/p\u003e \u003cp\u003eSoftware Acquisition Case Study.\u003c\/p\u003e \u003cp\u003eValidity of a FAST Model.\u003c\/p\u003e \u003cp\u003ePre-event’s Role in FAST Modeling.\u003c\/p\u003e \u003cp\u003eAreas Defined by a Scope Line.\u003c\/p\u003e \u003cp\u003eResolving the Incentive Issue.\u003c\/p\u003e \u003cp\u003eDetermining the Incentive Earned Points Score.\u003c\/p\u003e \u003cp\u003eClosing Remarks.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. ENABLING INNOVATION.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAnalyzing FAST Models.\u003c\/p\u003e \u003cp\u003eDistinguishing Outcomes and Ideas.\u003c\/p\u003e \u003cp\u003eStarting to Generate Ideas.\u003c\/p\u003e \u003cp\u003eHandling Negative Functions.\u003c\/p\u003e \u003cp\u003eExamples of Negative Functions.\u003c\/p\u003e \u003cp\u003eTRIZ and Negative Functions: Path to Creativity.\u003c\/p\u003e \u003cp\u003eDefining Problems: Prerequisite to Seeking Solutions.\u003c\/p\u003e \u003cp\u003eProblem Set Matrix.\u003c\/p\u003e \u003cp\u003eIdentifying Critical Innovation Points.\u003c\/p\u003e \u003cp\u003eRealizing Innovation Through FAST Models.\u003c\/p\u003e \u003cp\u003eToward Innovation That Makes a Difference.\u003c\/p\u003e \u003cp\u003eImportance of the Pre-event Phase.\u003c\/p\u003e \u003cp\u003eXYZ-3 Case Study.\u003c\/p\u003e \u003cp\u003eDefining XYZ-3’s Problems.\u003c\/p\u003e \u003cp\u003eSetting Project Goals.\u003c\/p\u003e \u003cp\u003eSelecting Attributes.\u003c\/p\u003e \u003cp\u003eSelecting Random Functions.\u003c\/p\u003e \u003cp\u003eConstructing the FAST Model.\u003c\/p\u003e \u003cp\u003eSelecting Functions to Be Brainstormed.\u003c\/p\u003e \u003cp\u003eUsing FAST for Brainstorming.\u003c\/p\u003e \u003cp\u003eConcluding the XYZ-3 Value Study.\u003c\/p\u003e \u003cp\u003eClosing Remarks.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. FROM COMPETENCY TO CAPABILITY.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMoving Toward Know-How and FAST models.\u003c\/p\u003e \u003cp\u003eBeyond Intuition.\u003c\/p\u003e \u003cp\u003eDiscovering New Knowledge.\u003c\/p\u003e \u003cp\u003eManagement of Functionality.\u003c\/p\u003e \u003cp\u003eUsing FAST Modeling to Improve the Supply Chain.\u003c\/p\u003e \u003cp\u003eUsing FAST Modeling to Enable Shared Understanding.\u003c\/p\u003e \u003cp\u003eManaging Intangible Value to Advantage.\u003c\/p\u003e \u003cp\u003eAutomotive Parts Case Study.\u003c\/p\u003e \u003cp\u003eHow Can We Unify?\u003c\/p\u003e \u003cp\u003eFunctional Enquiry.\u003c\/p\u003e \u003cp\u003eClosing Remarks.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eEND NOTES.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eREFERENCES.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAPPENDIX: FREQUENTLY ASKED QUESTIONS.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eINDEX.\u003c\/b\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":53515432264023,"sku":"9780471740605","price":99.86,"currency_code":"GBP","in_stock":true}],"url":"https:\/\/bookcurl.com\/products\/stimulating-innovation-with-function-analysis-and-mapping-45-wiley-series-in-systems-engineering-and-management-9780471740605","provider":"Book Curl","version":"1.0","type":"link"}