Lean innovation: introducing value systems to product development

Schuh, Günther; Lenders, Michael; Hieber, S.

doi:10.1109/picmet.2008.4599723

Cited by 35 publications

(18 citation statements)

References 10 publications

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“…Lean innovation, as the phrase suggests, is innovation that is brought about by processes that essentially save time, money and human capital, and which lead to products development via a process of waste elimination (Sehested & Sonnenberg, 2011). Such innovation is possible when the company is open to capturing and accepting customer feedback early on and investing in experimentation and testing of novel products at a rapid pace (Schuh, Lenders, & Hieber, 2011). The product development cycle is short and efficient and uses continuous and incremental improvements to perfect the process, instead of investing extensive time and money early in the development stage (Dombrowski, Zahn, & Schulze, 2011).…”

Section: Lean Innovationmentioning

confidence: 99%

A review of the relationship between leadership style and innovation: insights and directions for future research

Rastogi

Yazdifar

Alam

et al. 2019

JGBA

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This chapter aims to critically reflect on the available literature on leadership style and innovation, and especially to assess the linkages between these variables. It starts with an overview of leadership studies, tracing the historical emergence and development of leadership theories, from the Great Man theory, trait theory and leader behaviour theory to situational and contingency theories of leadership. It then delves deeply into the transformational theory, owing to the vast amount of research focus that appears to be dedicated to this theory. The chapter critically analyses the scope of transformational theory, and explores the gaps that may need refinement in order for the theory to remain relevant in the current, 21st Century, business environment. The chapter also discusses innovation theory and literature related to different perspectives on innovations, including the radical and disruptive views, the ambidextrous perspective, design thinking, open, lean and horizontal models, and their impacts on organizational performance. The chapter then turns to explore the linkages between managing innovation, leadership style and organizational performance. The review in this chapter adds to the existing literature and provides support for the contention that innovation impacts organizational performance, while leadership has a moderating impact on this relationship.

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Section: Lean Innovationmentioning

confidence: 99%

A review of the relationship between leadership style and innovation: insights and directions for future research

Rastogi

Yazdifar

Alam

et al. 2019

JGBA

View full text Add to dashboard Cite

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“…Byrne, Lubowe and Blitz [28] reported on the effect of using Lean Six Sigma management to derive radical innovations. In the research and development (R&D) domain, Schuh, Lenders and Hieber [29] revealed that the implementation of Lean thinking in innovation management facilitates incremental process and product innovations. Besides the manufacturing industry, applying Lean in supporting innovation was found in healthcare and pharmaceutical industry to achieve incremental process innovation [7,30].…”

Section: Lean Driven Innovationmentioning

confidence: 99%

The Use of Lean Principles in IT Service Innovation: Insights from an Explorative Case Study

Gong

Janssen

2014

IFIP Advances in Information and Communication Technology

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Part 1: Digital ServicesInternational audienceIT service innovation is often dependent upon the relationship with outsourcing vendors. In such situations innovation is a result of knowledge accessing and utilization between outsourcing provider and user. As a management thinking, the application of Lean principles can facilitate knowledge accessing and utilization to enable IT service innovation for the customer. Based on the knowledge-based view of the firm, we developed a conceptual framework to describe how Lean can drive IT service innovation within IT outsourcing relationships. This framework is used to analyze the use of Lean principles in an explorative case study of a service organization and its two IT outsourcing providers. The framework and the case study show that IT service innovation is an ongoing process. A clear strategic direction and learning environment are critical to achieve it. Applying Lean principles facilitates the learning behaviors and allows smooth communication on innovative ideas and in this way drive innovation

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“…Process standardization involves standardized workflows with defined responsibilities, documents and work instructions within the development process (Morgan and Liker 2006). Standardization supports the reduction of errors, the minimization of variability, the increase of efficiency and the creation of a basis for continuous improvement (Ballé and Ballé 2005;Brown 2007;Schuh et al 2008). Within the number of participants 95 % already adopt process standardization.…”

Section: Diffusion Rate Of Lean Development Elementsmentioning

confidence: 99%

Lean Development: How to Reach Higher Effectiveness and Efficiency

Dombrowski

Hoesslin

Ebentreich

et al. 2013

International Asia Conference on Industrial Engineering and Management Innovation (IEMI2012) Proceedings

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Over the past years many companies have introduced lean elements to optimize their production and assembly processes. As a result of the achievements of lean production systems the lean elements are also increasingly applied in product development (lean development). So far there is little known about how far the elements of lean development are spread as well as their influence on effectiveness and efficiency enhancement. This article will present the results of a study in which 60 mostly German companies of different sizes and from different industries took part. The study identified which elements of lean development were implemented in the development process and which delivered the greatest benefit to it.Keywords Effectiveness Á Efficiency Á Lean development IntroductionDue to changed conditions, manufacturing companies have dealt intensively with the implementation of lean production systems (LPS) over the past few years. A LPS is a company-specific, methodological set of regulations for the comprehensive and integrated design of the companies' processes (Dombrowski et al. 2005). Changed conditions not only influence production but also product development. Comparable sets of regulations for product development (lean development) to enhance effectiveness and efficiency as well as to improve employees' and the organization's abilities are more and more focused. Companies such as Toyota that have already implemented the lean philosophy into product U. Dombrowski Á I.

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Lean innovation: introducing value systems to product development

Cited by 35 publications

References 10 publications

A review of the relationship between leadership style and innovation: insights and directions for future research

A review of the relationship between leadership style and innovation: insights and directions for future research

The Use of Lean Principles in IT Service Innovation: Insights from an Explorative Case Study

Lean Development: How to Reach Higher Effectiveness and Efficiency

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