Implementing process innovation by integrating continuous improvement and business process re-engineering

2020 ◽  
pp. 93-113
Author(s):  
Gurram Gopal ◽  
Egle Pilkauskaite
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Process Innovation

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

scholarly journals Effects of Total Quality Management (TQM) Dimensions on Innovation—Evidence from SMEs

2021 ◽  
Vol 13 (18) ◽  
pp. 10095
Author(s):  
Marina Godinho Antunes ◽  
Pedro Ribeiro Mucharreira ◽  
Maria Rosário Texeira Justino ◽  
Joaquín Texeira-Quirós
Keyword(s):  
Linear Regression ◽  
Multiple Linear Regression ◽  
Continuous Improvement ◽  
Product Innovation ◽  
Research Study ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Model ◽  
Process Innovation ◽  
Total Quality ◽  
Innovation Strategies

This research study aims to study and identify which dimensions of TQM have influence on and support innovation strategies within the Portuguese small and medium enterprises (SMEs), in the context of products or services’ innovation and process innovation, as well as to analyze the extent to which this relationship occurs. To examine the linkage between TQM dimensions and innovation strategies, concerning innovation products and innovation processes, a multiple linear regression analysis was chosen and an eight-predictor multiple linear regression model was proposed. The data was collected through a questionnaire sent by email. This research study allows to conclude that several dimensions of TQM, such as benchmarking, quality/conception and product design, and continuous improvement, have a significant and positive association with product innovation. Although the data analysis/measurement of the results dimension has a significant association with product innovation, this association is negative. Conversely, several TQM dimensions, such as leadership/management’s commitment, benchmarking, involvement/empowerment of employees, and continuous improvement, revealed a positive and significant association with process innovation. Our research is of crucial importance for the knowledge of Portuguese SMEs and the fundamental factors that companies must address to both improve their efficiency and be more competitive, thereby increasing profitability and ensuring financial sustainability in the medium and long term.

Intelligent Networking and Business Process Innovation

2010 ◽  
pp. 1412-1424
Author(s):  
Richard A. Gershon
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Processes ◽  
Process Innovation ◽  
Just In Time ◽  
Intelligent Network ◽  
Case Study Analysis ◽  
Small Organizations ◽  
Box Office ◽  
Intelligent Networking

Today, innovation is much more about much than just developing new products. It is about reinventing business processes and building entirely new markets to meet untapped customer needs. This chapter will examine the subject of business process innovation which involves creating systems and methods for improving organizational performance. Special attention is given to the topic of intelligent networking which represents the combination of software, technology, and electronic pathways that makes business process innovation possible for both large and small organizations alike. A central tenet is that the intelligent network is not one network, but a series of networks designed to enhance world-wide communication for business and residential users. Two very different kinds of intelligent networks are discussed in this chapter. The first involves satellite-to-cable television networking where the emphasis is on program distribution to the end consumer. The second is a supply chain management network where the emphasis is on just-in-time manufacturing. Each of the said networks represents a highly innovative business process and share the common goal of improving organizational performance. The information presented in this chapter is theory-based and supported by a case-study analysis of Home Box Office, Inc. and Dell Computers.

Why Are There So Many Different Continuous Improvement Models?

2019 ◽  
Vol 9 (1) ◽  
pp. 73-91 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Business Process ◽  
Six Sigma ◽  
Lean Manufacturing ◽  
Profit Maximization ◽  
Customer Retention ◽  
Total Quality ◽  
Maximum Profit

This article examines the implementation of continuous improvement patterns and the various continuous improvement (CI) models used in an organization. Despite the size of an organization, the goal is to achieve the maximum profit by pursuing continuous improvement. There are certain models and theories used in organizations for this reason, which include total quality management, business process re-engineering, Six Sigma, and Lean manufacturing methodology. These models are not only concerned with customer retention and profit maximization, but they are also equally effective for the employee's wellbeing. Different methodologies used in continuous improvement processes will help industrial engineers simplify complex tasks by applying CI tools to different situations. However, the key is to understand what tools and models are appropriate for each application.

BUSINESS PROCESS & INNOVATION MANAGEMENT: THE SITUATION OF SMEs IN ITALY

2018 ◽  
Vol 20 (1) ◽  
pp. 1
Author(s):  
Francesca Culasso ◽  
Laura Broccardo ◽  
Elisa Truant
Keyword(s):  
Business Process ◽  
Innovation Management ◽  
Process Innovation
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