In this article Gennady Retseptor discusses the 40 Inventive Principles and provides examples of each principle being applied with respect to different quality management applications. The 40 Inventive Principles were developed to allow practitioners to create solutions to problems through the use of TRIZ methodologies. Through these examples practitioners can observe the 40 Inventive Principles at work and learn to apply these methods to their own quality management problems.
Results 1 - 10 of 29
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by in MIT Sloan Management Review on January 07, 2009
Dan Ariely while being interviewed talks about strategies in the business world. Knowing the thought process of humans we can use strategies based on common irrationalities to cause a person to consider a product, work harder or more efficient in the work place, and work better together in groups. Overall humans are irrational and Dan Ariely gives strategies in order to direct those irrationalities.
by in Okayama University on January 01, 1999
Koichi Shimizu talks about Toyota and it's use of kaizen in order to increase it's efficiency. Looking at it's processes, Toyota observed and used different kaizen techniques in order to increase production speed and to manage production efficiency. Looking at three different types of kaizen Toyota is able to maximize their efficiency and quality of their products.
by in Harvard Business Review on June 01, 2010
In this article Freek Vermeulen, Phanish Puranam and Ranjay Gulati talk about the downfalls of a business with little to no change. By comparing an unchanging business to high cholesterol three major non-changing areas were discussed and ways to execute change were exhibited. These areas include silos, repeated changes and over powering groups in a business. Using different change techniques in a company and keeping departments a little uncomfortable keeps resources going to the areas that need it and productivity at high levels. A business that is comfortable and unchanging is one that is not obtaining it's full potential.
by in The McKinsey Quarterly on February 01, 2007
Lenny T. Mendonca and Kevin D. Sneader interviews Bill Campbell on the topic of innovation. A big part of being an innovative company is having the right environment for your innovation team. Bill Campbell talks about the many strategies he has used in order to obtain that innovative environment.
by in The McKinsey Quarterly on November 02, 2006
In this article Scott C. Beardsley, Bradford C. Johnson and James M. Manyika talk about the positive effects of, and how to properly manage tacit interactions in a company. In the current business market, tacit interactions are increasingly important because they create competitive advantage if supported with the right management techniques. Unlike production lines and other processes where variables are indications that the process is improvable, tacit interactions constantly change making the process a challenge to deal with. Training somebody takes experience and apprenticeship, but the training is worth it because the resulting competitive advantage is increasingly hard to match.
by in The McKinsey Quarterly on November 02, 2007
In this article Suzanne Heywood, Jessica Spungin and David Turnbull talk about managing complexity. Two types of complexity exist including institutional complexity and individual complexity. Mostly complexity is an aspect companies try to minimize in order to make their systems more efficient and effective, but if complexity is split into institutional and individual, companies can utilize it as a competitive advantage. Taking into account clarity of accountability, control in key areas and coherence a company is able to take complexity and turn it into an effective strategy.
by in The McKinsey Quarterly on May 16, 2006
John Seely Brown and John Hagel Ill give details on the concept of creation nets and open innovation. Innovation is commonly accepted in the current business world as a growth strategy, but many companies are weary about introducing open innovation due to the amount of uncertainty involved. This article discusses creation nets as a strategy to bring structure into open innovation allowing businesses to introduce this innovation strategy into their company with confidence.
by in Harvard Business Review on October 01, 2008
Teresa M. Amablile and Mukti Khaire talk about creativity in businesses. Because of the changing economy, innovation and creativity have been shifted from a growth and stability tactic to the main agenda of businesses around the world. The main idea of this article is to illuminate acts many companies engage in discouraging creativity and give examples of what a company can do to cause creativity and innovation thrive in their business.
by in Harvard Business Review on March 27, 2012
In this article, Anne Kreamer addresses societal concerns of the declining educational systems by spotlighting simple opportunities to foster innovation. She discuses the mental benefits gained by intentionally reducing stress, broadening your interactions with novel stimuli and letting your mind roam. Taking tips from Dickens and Jobs, Kreamer persuades us to gain innovative enlightenment by deviating from the physical and intellectual norms of our day to day routine.
