Best practices of Innovation Management
There are different kind of processes in innovation, but because of the writing limitation given by my tutor, I will discuss some of them.
Process Innovations
The changing in the transformation process to get the new and improved product is a part of process innovation. So the organization require peoples who actually can transform their techniques to get the improved out-put. Take the example of Sony Laptops, the end product which is assembled in factory and than delivered to the customer. It got scanning code, warranty tag, delivery parcel code etc., and by this process of different codes parcel can be tracked. So the system is being followed by Sony to improve the delivery, is process innovation. By this system the delivery is very quick and they are capturing even more customers with the old same capacity.
“Continuous improvement (sometimes known as TQM and Kaizen) and Radical improvement (sometimes known as BPR or Discontinuity) are often seen as competing ways of improving performance” (Flanagan, 2008)
“Davenport (1993) defines four type of innovation, but emphasises the importance of continuous improvement and process innovation, because they are so important, but usually implemented unsuccessfully.” (Flanagan,2008)
Kaizen Philosophy
The kaizen philosophy is actually a Japanese concept of management, it relates to the continuous improvements such as Total quality management. The five main elements of Kaizen philosophy are, Teamwork, Discipline, Morale, Quality and Improvement.
Retrieved July 31, 2009, from
Product Innovation
Changes in design of new product, or use something new to make new design of finished product. Computer manufacturing companies now introduced new mini laptops, they are small and portable and got almost same features as other standard laptops. So this idea of changing or developing new product design for laptop has been recognized by customers and become more popular.
Design for Manufacture
“Youssef (1994) says that Design for Manufacture (DFM) can be defined as making a design manufacturable, with the implication that the design also incorporates marketing requirements. Thus, requires multifunctional teams that will create design that are both easy to assemble and successful in the market. The American Electronic Association (1989) has reported that high technology companies increasingly involve the manufacturing function in the design process, companies that integrate design and manufacturing activities have higher gross margin and inventory turns, QFD can be usefully applied with DFM, and that DFM is not difficult to implement but pays significant dividends.” (Flanagan, 2008)
Structured System Analysis and Design Method SSADM
This method is very effective and covers most of the developed systems processes and helps in maintenance through documentations. (Flanagan, 2008)
SSADM is very detailed and effective method which points out only those objects which are really appropriate. It has been classified in series, and got more details in Weaver et al (1998).
- Feasibility, the top level of over looking and data processing.
- Investigation of Current Environment “models the existing system, which may itself be computerised. This is done to retain functionality, gain user confidence, identify requirements, become familiar with the business, and scope the project. Thus, user requirements can be drawn up.”(Flanagan, 2008)
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Business System Options, According to Flanagan (2008), it may involve some kind of techniques and depend on policies of company. (Flanagan,2008)
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Definition of Requirements, it defines the user requirements for set goals.
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Technical system options, it is based on the technical environment with the strategy of implementation, and the outcome.
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Logical Design is main design or structure for things to be done.
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Physical Design the design which represents the data processing and automation softwares.
Above each step there are some techniques and processes to communicate information and implementation.
Conclusion
From the above discussion and research on innovation I have come to know that in each and every organization there are some innovation processes going on. Some of them focusing mainly on innovations to get more benefit and effective out-put and some might not properly focused that’s why they are not maximising profit.
Almost about twenty years ago nobody thought about the plastic money, but when it came in the market and commercialised, it goes up rapidly. Now millions of cards merchants are in operation all over the world and trillions of customers are taking benefits of this plastic money.
So where there is innovation and new ideas, there will be advancement and ease of life, not only for customers but for organisations aswell.
Reference:
Weaver L, Lambrou N & Walkley M (1998) Practical SSADM Version 4 Financial Times Professional Limited: London
Davenport T (1993) ‘Need Radical Innovation and Continuous Improvement? Integrate Process Reengineering and TQM’ Planning Review May-June issue, pages 6 to 12
American Electronic Association (1989) 1989 Productivity Survey, KPMG Peat Marwick, San Clara, CA
Youssef (1994) ‘Design for Manufacturability and Time-to-Market : Theoretical Foundations’ International Journal of Operations and Production Management
Flanagan J, (2008) Management of Innovation, pages 1 to 8, 13 to 20, 34,35, 44 to 56