An integrative view on Lean innovation management

Solaimani, Sam; Talab, Ardalan Haghighi; Rhee, Bo van der

doi:10.1016/j.jbusres.2019.07.042

Cited by 60 publications

(76 citation statements)

References 76 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The structured continuous improvement approach of LPs can be extended to address social and financial dimensions as well. Another reason why LPs can facilitate innovation adoption is that it relies on a learning culture or routine (such as the use of PDCA cycle) and an emphasis on using collaborative networks for problem solving (Solaimani et al, 2019). Learning requires openness to new knowledge, which implies innovativeness can serve as a channel for accessing new ideas and for learning to take place during LPs related activities.…”

Section: 2!fits Between Lps and Innovativenessmentioning

confidence: 99%

Innovativeness and lean practices for triple bottom line: testing of fit-as-mediation versus fit-as-moderation models

Chávez

Jacobs

et al. 2020

IJOPM

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to examine whether the fit between innovativeness and lean practices (LPs) can affect triple bottom line (TBL) performance. Two types of fit are tested: fit-as-mediation in which innovativeness creates TBL performance through the mediation of LPs and fit-as-moderation whereby the effects of innovativeness on TBL performance are moderated by LPs.Design/methodology/approachStructural equation modelling and moderated regression are used to test the fit-as-mediation and fit-as-moderation models using survey data collected from 241 manufacturers in China.FindingsThe results show that innovativeness is positively associated with LPs that emphasize operational excellence. Innovativeness indirectly affects all three TBL dimensions through the mediation of LPs, and LPs do not moderate the effects of innovativeness. The applicability of fit-as-mediation model suggests directing attention towards integrating innovation and LPs within same organizational units to achieve improved TBL performance.Practical implicationsThe findings suggest manufacturers should involve employees within the same organizational unit embrace an integrated culture of innovativeness and LPs and avoid separate attention to innovativeness and LPs.Originality/valueThis is the first study of which the authors are aware developing and empirically testing both fit-as-mediation and fit-as-moderation models within the same study to understand how innovativeness and LPs work together to influence TBL performance. This study extends the boundaries of current understanding by examining how, when and why the innovativeness – LPs–TBL relationship arises between constructs central to our theories.

show abstract

Section: 2!fits Between Lps and Innovativenessmentioning

confidence: 99%

Innovativeness and lean practices for triple bottom line: testing of fit-as-mediation versus fit-as-moderation models

Chávez

Jacobs

et al. 2020

IJOPM

View full text Add to dashboard Cite

show abstract

“…The correlation between the concept of lean production and innovative development of any economic system both of an enterprise and a region is indicated in the studies [6], [7]. Innovative development requires vision and strategy, processes structuring for innovation as well as appropriate institutional environment including in particular lean production mechanisms that foster innovation ideas and their implementation.…”

Section: Literature Review and Research Methodsmentioning

confidence: 99%

Lean Technologies Application as a Tool to Increase the Economic Efficiency of the Production System

Elagina¹,

Tsareva²,

Vasilkova³

et al. 2020

Proceedings of the “New Silk Road: Business Cooperation and Prospective of Economic Development” (NSRBCPED 2019)

View full text Add to dashboard Cite

The modern management system assumes that all enterprises striving to reach a positive economic trajectory must ensure high level of quality and product competitiveness, simultaneously losing their identification and reducing aspects that do not create any value for their customers. Using the example of the large production system of the Republic of Mari El, in the framework of system, process and normative methodological approaches, the conditions and principles of lean technologies application and the appreciation of operations performed on the basis of continuous improvement were determined. Within the framework of the kaizen projects implemented at the enterprise, the types of economic effects obtained were defined, their scale was assessed, and the associated risks were identified in the context of the PDCA cycle. The need for improving the mechanism of transmitting information signals in order to reduce transaction costs was established.

show abstract

“…VSM has not been explored and applied to a marketing process such as L'Oreal's AP, however, Solaimani et al (2019) conclude that VSM has many strengths, that can be applied to any business activity and can be expanded upstream or downstream.…”

Section: Lean Tools and Its Application On L'oreal's Apmentioning

confidence: 99%

A lean proposal: development of value stream mapping for L'Oreal's artwork process

Ghosh

Lever²

2020

BPMJ

View full text Add to dashboard Cite

PurposeThis research develops value stream mapping (VSM) for L'Oreal's artwork process, to eliminate waste, reduce lead time and identify stages that can be automated, which makes the process less prone to human error and more responsive to fulfilling business-to-business customer requirements. In addition, amendments frequently occur slowing down the artwork process. In this context, VSM is applied to L'Oreal's artwork process to reduce lead time, human error and missed deadlines.Design/methodology/approachThis study uses data from L'Oreal's artwork tracker from 2018–2019, which is manually tracked by the launch team. The service level agreement and task time data have been collected from 12 employees representing the launch, factory and marketing teams working on the artwork process. Qualitative feedback was also obtained from nine employees to validate the VSM for L'Oreal's artwork process.FindingsVSM identified stages that can be streamlined and automated in L'Oreal's artwork process, which makes the process more efficient and responsive to changing scope of the artworks. 50% of the stages have been eliminated from the manual artwork process, resulting in a reduced lead time of 10.5 days and a reduction of 28% spent on the process. This allows the artwork process to be more agile to the requirements of business-to-business customers. The proposed VSM shows a 73% increase in value-added time for a renovation and a 75% increase in value-added time for new product developments.Originality/valueVSM has been specifically designed, developed and analyzed for L'Oreal's artwork process, in order to make the process more efficient and responsive to business-to-business customer’s requirements.

show abstract

An integrative view on Lean innovation management

Cited by 60 publications

References 76 publications

Innovativeness and lean practices for triple bottom line: testing of fit-as-mediation versus fit-as-moderation models

Innovativeness and lean practices for triple bottom line: testing of fit-as-mediation versus fit-as-moderation models

Lean Technologies Application as a Tool to Increase the Economic Efficiency of the Production System

A lean proposal: development of value stream mapping for L'Oreal's artwork process

Contact Info

Product

Resources

About