Optimizing Innovation with the Lean and Digitize Innovation Process

Nicoletti, Bernardo

doi:10.22215/timreview879

Cited by 9 publications

(29 citation statements)

References 19 publications

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“…Thereafter, the role of innovation in fostering synergetic relationship between lean and green is discussed. Our study perceive innovation in the similar way as defined by Nicoletti (2015) and Tidd et al (2005). According to Nicoletti (2015), innovation is defined as both incremental and radical that leads to the introduction of new or improved ways of doing things at work.…”

Section: Theoretical Lens and Background Researchsupporting

confidence: 58%

“…Our study perceive innovation in the similar way as defined by Nicoletti (2015) and Tidd et al (2005). According to Nicoletti (2015), innovation is defined as both incremental and radical that leads to the introduction of new or improved ways of doing things at work. Tidd et al (2005, p. 66) describe innovation as "a process of turning opportunity into new ideas and putting these into widely used practice".…”

Section: Theoretical Lens and Background Researchsupporting

confidence: 58%

“…According to Blackhurst et al (2015), innovations are not only restricted to new products through radical innovation but also encompass process improvements across the supply chain. In short, innovations developed for a range of different purposes can be distinguished for their outcomes and characteristics (radical or incremental) and tremendously contribute to the success of a company (Nicoletti, 2015;Sheng & Chien, 2016).…”

Section: Innovation Role In Lean and Green Practicesmentioning

confidence: 99%

“…The literature indicates that innovation in a lean context is incremental, when applied to R&D (Gerhard et al, 2012) or production processes (Chen & Taylor, 2009;Kumar & Sanchez Rodrigues, 2016;Cherrafi et al, 2017). According to Nicoletti (2015), lean innovation aims to reduce wastes, improve effectiveness, reduce time to introduce new products to market, minimize operating costs, and add value to customers.…”

Section: Innovation Role In Lean and Green Practicesmentioning

confidence: 99%

“…The application of lean and six sigma approach helped Case A to save more than $1.2 million by improving on operations and environment metrics such as reduction in scrap, defects, energy usage, CO2 emission, most of the improvement achieved was the result of incremental innovation in process and product design. Researchers have indicated that the adoption of lean and six sigma approaches leads to incremental innovation, and the main outcomes of six sigma implementation are increase in R&D and production efficiency and reduced time to develop or deliver products to customers (Chen & Taylor, 2009;Yudi & Hiroshi, 2010;Gerhard et al, 2012;Antony et al, 2014;Nicoletti, 2015;.…”

Section: Innovative Practices To Foster Lean and Green Integrationmentioning

confidence: 99%

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Synergetic effect of lean and green on innovation: A resource-based perspective

Kumar

Rodrigues

2020

International Journal of Production Economics

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The purpose of this study is twofold: to improve understanding on how the synergetic relationship between lean and green practices is operationalized and how innovative practices are fostered in workplace through integrated lean and green approaches. The Resource-based view (RBV) of the firm, and in particular, the concept of complementarity is used as a theoretical lens to achieve the purpose of the study. Following an inductive theory building approach using exploratory case study methodology in two manufacturing organizations in the UK, the authors conduct twelve semi-structured interviews with cross-functional team involved in integrated lean and green practices. The outcomes of the study evidence several examples of innovation fostered through synergetic lean and green implementation, though the integration requires customization depending upon the operations profile of selected cases, e.g. high volume/ low variety versus low volume and high variety setting. Our study also reported the possibility of creation of environmental value alongside economic value, e.g. eco-friendly products are cheaper to produce through integrated lean and green practices in design and service delivery processes. Cross-functional collaboration and collaboration with suppliers are key to promote innovation within operations and supply chains. Following a theory building approach, authors propose two testable hypotheses for future research.

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Section: Theoretical Lens and Background Researchsupporting

confidence: 58%

Section: Theoretical Lens and Background Researchsupporting

confidence: 58%

Section: Innovation Role In Lean and Green Practicesmentioning

confidence: 99%

Section: Innovation Role In Lean and Green Practicesmentioning

confidence: 99%

Section: Innovative Practices To Foster Lean and Green Integrationmentioning

confidence: 99%

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Synergetic effect of lean and green on innovation: A resource-based perspective

Kumar

Rodrigues

2020

International Journal of Production Economics

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Impact of social and technical lean management on operational performance in manufacturing SMEs: the roles of process and management innovations

Abdallah

Alkhaldi

Aljuaid³

2021

BPMJ

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PurposeThe purpose of the current study is to address a debatable issue in the extant literature regarding lean management (LM), innovation and operational performance (OP) relationships in the manufacturing SMEs. It conceptualizes LM in terms of social and technical aspects and investigates their effects on process innovation, management innovation and OP. The mediating roles of process and management innovations on social/technical-OP relationships are also explored.Design/methodology/approachThe study analyzes survey data gathered from 268 manufacturing SMEs belonging to different industry types in Jordan. Validity and reliability tests of the first and second order constructs were performed. Structural equation modeling (SEM) was used to test the study hypotheses.FindingsBoth social and technical LM were found to positively affect OP. Social LM positively affected both process and management innovations. However, the effect of technical LM on both types of innovation was not significant. In addition, process and management innovations positively mediated social LM-OP relationship. Nonetheless, neither type of innovation showed mediating effects on technical LM-OP relationship.Originality/valueThis study is one of the first to highlight the proposed relationships, in general, and in the context of SMEs in a developing country context, in particular. It offers important implications for the managers of SMEs to benefit from LM implementation and avoid its failure, enhance innovation efforts by focusing on social LM practices and subsequently achieve higher levels of OP.

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Sustainability excellence: the interactions of lean production, internal green practices and green product innovation

Afum

Zhang

Agyabeng‐Mensah

et al. 2021

IJLSS

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Purpose This study aims to investigate the interactions between lean production, internal green practices, green product innovation and sustainable performance metrics. The study further looks at the mediation effect of internal green practices and green product innovation between lean production and sustainable performance dimensions. Design/methodology/approach The questionnaire was used to glean data from 209 manufacturing firms. All the hypothesized relationships were processed by using partial least square-structural equation modelling. Findings The results suggest that lean production significantly leads to the implementation of internal green practices and the production of quality products with eco-oriented features that meet customers’ needs. Further, while lean production and internal green practices were found to significantly influence sustainability performance, green product innovation significantly influences only financial performance. Besides, the mediation analysis shows that internal green practices mediate the relationship between lean production and sustainable performance dimensions but green product innovation mediates the relationship between lean production and financial performance only. Research limitations/implications The study is limited to firms from Ghana, a developing country; hence, the results cannot be imported to reflect other geographical contexts. Practical implications The results of the study provide sufficient justifications for managers, (especially Ghanaian managers and those from other similar environs) to commit their financial resources towards implementing lean production and internal green practices so as to achieve sustainability excellence. Originality/value This study magnifies and provides new insight on lean and green literature by developing a comprehensive research model that concurrently tests the direct and indirect effects between lean production, internal green practices, green product innovation and sustainable performance dimensions.

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Optimizing Innovation with the Lean and Digitize Innovation Process

Cited by 9 publications

References 19 publications

Synergetic effect of lean and green on innovation: A resource-based perspective

Synergetic effect of lean and green on innovation: A resource-based perspective

Impact of social and technical lean management on operational performance in manufacturing SMEs: the roles of process and management innovations

Sustainability excellence: the interactions of lean production, internal green practices and green product innovation

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