Managing Process Innovation

This book will take the reader through a systematic examination of the factors involved in process innovation. It starts with the considerations to be initiated in the boardroom and at group management level and develops into a hands-on guide for middle management and professional engineers directly involved in the innovation of process technology. The book initially puts process innovation in a corporate perspective, providing a framework for the development of a corporate process innovation strategy. Some new methodological tools are also introduced which support the targeting and proper roadmapping of improved process capabilities, and the progression of customer and end-user product demands, into raw-material specifications in a well-managed supply and demand chain.Various aspects of the design of a process innovation organisation are reviewed in a later section. In the context of the development of process technology, this book advocates the importance of delineating and clarifying corporate work processes. Various environments for development work are discussed, from initial test work to pilot-plant testing and the use of demonstration facilities to achieve lean process innovation. The importance of an open collaborative approach is stressed. This includes involving external equipment manufacturers at an early stage as well as collaborative development of customers' use of the products in their production processes, with a view to excellence in future application development.Process innovation will not, however, generate profit or reduce operating costs until the new or improved process technology is operating well in the plant. Best practice for start-up of new process technology and process plants is examined, starting with a fresh outlook on technology transfer in general. This often-neglected area of management of process innovation is, in fact, of an importance equivalent to that of a product launch in the development of new products. The final part of the book closes the circle, discussing how to implement and measure the strategic intent of process innovation. Improving the general performance of corporate process innovation is then covered by going through success factors and key performance indicators, and their aggregation on a corporate level.

In order to stay efficient, companies need to improve their existing business processes on a continuous basis. To ensure competitive edge, it is essential for companies to adapt radically to new business opportunities and when external demands change. However, experience and research show that companies have difficulties managing both the continuous improvement of the existing system and radical change at the same time. By using TQM and BPR to represent the two approaches to change Tor Tønnessen contributes to the understanding of the challenges of this integration and shows ways to accomplish a successful synergistic combining of the two approaches.

This book will take the reader through a systematic examination of the factors involved in process innovation, starting with considerations to be initiated in the boardroom and at group management level and developing into a hands-on guide for middle management and professional engineers directly involved in the innovation of process technology. The book initially puts process innovation in a corporate perspective, providing a framework for the development of a corporate process innovation strategy. Some new methodological tools are also introduced which support targeting and proper roadmapping of improved process capabilities and the progression of customer and end-user product demands into raw-material specifications in a well-managed supply and demand chain. Various aspects of the design of a process innovation organisation are reviewed in a later section. In the context of development of process technology, this book advocates the importance of delineating and clarifying corporate work processes for process innovation. Various environments for development work are discussed, from initial test work to pilot-plant testing and the use of demonstration facilities to achieve lean process innovation. The importance of an open collaborative approach is stressed; this includes involving external equipment manufacturers at an early stage as well as collaborative development of customers' use of the products in their production processes, with a view to excellence in future application development. Process innovation will not, however, generate profit or reduce operating costs until the new or improved process technology is operating well in the plant. Best practice for start-up of new process technology and process plants is then examined, starting with a fresh outlook on technology transfer in general. This often-neglected area of management of process innovation is, in fact, of an importance equivalent to that of a product launch in the development of new products. The final part of the book closes the circle, discussing how to implement and measure the strategic intent of process innovation. Improving the general performance of corporate process innovation is then covered by going through success factors and key performance indicators, and their aggregation on a corporate level.

Offering a conceptual framework that integrates strategy, product, process and human resource research, this timely book interrogates these four critical and interrelated areas of innovation management. Chapters examine new insights into the latest trends in the field, providing a holistic view into key management strategies that benefit both up-and-coming and established businesses.

This management manual and textbook introduces the theoretical basics of process management and provides a procedural model for process innovation. The procedural model makes it possible to develop customer-oriented processes in a structured manner and to design them in order to meet changing requirements. This textbook has been recommended and developed for university courses in Germany, Austria and Switzerland. This book enables readers to understand and apply the seven phase procedural model for process innovation in order to design and implement innovative processes. Exercises and review questions test understanding of the theoretically acquired knowledge.

Innovation has a pivotal role for companies in attaining business survival but making an organization innovative is not straightforward. By determining contextual factors, managers can help decide how to employ a portfolio of innovation management processes. This book explores how contingency influence the management of innovation. Taking the perspective of innovation managers, the authors focus on the decision-making process to demonstrate that different approaches are required depending on the business context. In breaking the process into three levels (culture, industry and company), the book helps choose an optimal innovative approach. With references to real-world innovation cases and organizations, this book will prove useful reading for students and researchers in the field of innovation studies and management.

DRIVE SUSTAINABILITY AND GROWTH WITH A PROCESS FOCUSED ENTERPRISE You can execute a world-class business improvement plan, but if its effects don't reach the customer--is it really of value? In this groundbreaking book, business innovation expert David Hamme reveals a powerful and proven method for connecting your company’s valuecreation processes to customer-desired products--forging a direct link between strategic intentions and everyday business activities. The goal is to systematize innovation in your company--and Customer Focused Process Innovation takes you step-by-step through the details to accomplish this goal. With Hamme as your guide, you'll transform your organization into a Process Focused Enterprise--one in which organizational silos, command-andcontrol management, guesswork, and information inadequacies cease to exist--and where intuitive, simplified, fact-based, customer-connected, efficient approaches are the rule, not the exception. Customer Focused Process Innovation shows you how to: Assess your current operational capabilities by visually depicting work streams and building a conceptual blueprint from your core value chain to the end consumer Drive customer-focused improvements by building rich feedback loops from the front lines and by actively managing the customer's processes Implement a powerful new system that embeds process management practices to ensure every process delivers the greatest financial benefit “When designed, managed, and utilized correctly, business processes are the foundational framework for innovation,” Hamme writes. You don't have to hope that innovation will just happen. You now have the knowledge, insight, and tools to drive it. With Customer Focused Process Innovation you have everything you need to revamp your processes to innovate, grow, and outpace the competition. PRAISE FOR CUSTOMER FOCUSED PROCESS INNOVATION: "Hamme's approach is not a pie-in-the-sky set of big ideas, but rather an expertly woven and intuitively practical framework of concepts and tools that bridge the gap between visions and strategies." -- Steve Jegier, Head of Strategy, Wealth, Brokerage, and Retirement, Wells Fargo "Hamme's emphasis on using a process focus and initiative management to drive long-term, real improvement to an organization is spot on. It's the only way to really bring about the adaptation needed to survive." -- Richard Maltsbarger, Business Development Executive, Lowe's Companies, Inc. "Finally a business book that not only provides great thought-provoking insight into how a business operates, but also gives the step-by-step instructions to create a blueprint that everyone in the organization can follow to take the guesswork out of execution." -- Don Smith, VP of Marketing, Family Dollar Stores "Having a 'great idea' is easy--driving it to execution is the hard part. We all talk about it, and now David has it documented." -- Caroline M. Kolman, P.E., Managing Director, Prism Healthcare Partners LTD "Ninety-nine percent of the innovation books published don't address the part of the process where ninety-nine percent of the value is created: implementation. However, David addresses this complex issue head on. If you want to make innovation a reality, get this book." -- Stephen M. Shapiro, author, Best Practices Are Stupid

This book "provides researchers, professionals, and educators with the most current research on e-business trends, technologies, and practices"--P. vii.