In this article Dr. Michael Ohler, Damir Babic and Christine Heine talk about tools that help in the study of discontinuous processes and discuss their application in process improvement. Basic theory assumes the processes associated with standard Lean tools to be continuous. Through observation this is known to not always be the case in a transaction evironment.
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by in on November 18, 2011
In this article Darell Mann and Dr. Ellen Domb discuss the 40 Inventive Principles and provide examples of each principle being applied with respect to the business industry. 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 business related problems.
by in Joe Miller, Dr. Ellen Domb, Ellen MacGran and Dr. John Terninko on September 27, 2011
In this article Joe Miller, Dr. Ellen Domb, Ellen MacGran and Dr. John Terninko discuss a case study where the 76 Standard Solutions are applied to the problem of solving world hunger. This case study in involves the distribution stage of world hunger, and in particular different issues that can be solved to improve distribution percentages. First, distribution problems were identified through the use of Su-Field modeling or other functional analysis approachs. Then, these problems were aligned with the 76 Standard Solutions, in turn providing a solution is to the issue and a step toward solving world hunger.
by in on September 27, 2011
In this article Karrell Mann and Dr. Ellen Domb discuss e-companies and how the use of TRIZ techniques helps them solve contradictions in turn allowing them to become successful. Because you are an e-company you have a lot of competition for clients and they are only one click away. Contradictions, especially consumer based, are a high priority because consumer satisfaction is such an important aspect of being a successful e-company. If a company were to develop themselves with a TRIZ based foundation they would gain the tools to successfully solve contradictions, and have ability to become a successful e-company.
by in on September 26, 2011
In this article George Byrne, Dave Lubowe and Amy Blitz discuss Six Sigma and Lean Six Sigma as not only an operations improvement tool, but also as a major innovation effort. Many companies in the past have utilized Lean Six Sigma as an operational improvement tool, but have never thought of applying these methods as an innovation tool. Instead of using Six Sigma and Lean Six Sigma as process improvement or cost reduction tools companies are using them to focus on their organizational structure with the goal to be more innovative and succeeding.
by in on September 07, 2011
In this article Jack Hipple and Steve Elliott discuss the use of TRIZ in reverse in order to develop a sound business continuity plan. A business continuity plan is developed so that in times when normal business operations are conflicted it appears as though everything is operating like normal. The use of TRIZ in reverse allows businesses to cover every aspect of their business continuity plan and discover issues that other check lists would not have noticed.
by in Harvard Business Review on September 01, 2009
In this article Ram Nidumolu, C.K. Prahalad and M.R. Rangaswami talk about the sustainability initiative of companies all over the world. Many companies are only willing to exert the bare minimum sustainability effort due to the supposed cost. In fact, companies complying with the highest sustainable standards are able to jump start innovations by taking into consideration five stages of change described in this article. With these stages of change in mind, companies will stop looking at sustainability as a hindrance and start looking at sustainability as growth potential and an innovation opportunity.
by in Advances in Industrial Engineering Applications and Practice II on January 01, 1997
In this article Dimitris Kardaras and Gregory Mentzas looks at measuring business metrics using the Fuzzy Cognitive Map (FCM) Impact Analysis Model (IAM). Using IAM allows a company to measure many different aspects and perspectives including the three perspectives business, technological and social organization. Other things measured using IAM include two modes options (this looks at competitive purposes and diagnostic purposes) and actions. The IAM also allows managers and executives in a dynamic business world monitor performance and prevent problems while executing Business Process Re-engineering (BPR) paired with IT. This pairing allows a business to improve in leaps instead of continuous incremental improvements.
by in Harvard Business Review on April 01, 2004
In this article Charles A. O’Reilly III and Michael L. Tushman discuss business strategies allowing companies to develop new products while continuing to performing product improvements on their current lines. These strategies involve creating a separate entity in order to develop new products working under the original business or separating and creating a new branch of the organization. Out of four different strategies the ambidextrous organization has the highest probability of success. When a company creates an ambidextrous organization they operate as a separate entity, but share resources with the original organization gaining the benefits of both inclusion and separation.
by in Harvard Business Review on December 01, 2005
In this article Clayton M. Christensen, Scott Cook and Taddy Hall talk about brand names and what they do for a company. Many companies believe creating a brand name is a lot of work because advertising is how to build a brand name. Advertising is expensive, not a way to build a brand name. The main theme of this article involves building a brand name through a job to be done. Instead of making a product, producing a brand name and trying to build that brand name through advertising one should make a product that fulfills a job to be done and build the brand accordingly.
