Lean Innovation. A Fast Path from Knowledge to Value. Bearbeitet von Claus Sehested, Henrik Sonnenberg

Transcription

1 Lean Innovation A Fast Path from Knowledge to Value Bearbeitet von Claus Sehested, Henrik Sonnenberg 1st Edition Buch. x, 192 S. Hardcover ISBN Format (B x L): 15,5 x 23,5 cm Gewicht: 1010 g Wirtschaft > Management > Forschung & Entwicklung (F&E), Innovation Zu Leseprobe schnell und portofrei erhältlich bei Die Online-Fachbuchhandlung beck-shop.de ist spezialisiert auf Fachbücher, insbesondere Recht, Steuern und Wirtschaft. Im Sortiment finden Sie alle Medien (Bücher, Zeitschriften, CDs, ebooks, etc.) aller Verlage. Ergänzt wird das Programm durch Services wie Neuerscheinungsdienst oder Zusammenstellungen von Büchern zu Sonderpreisen. Der Shop führt mehr als 8 Millionen Produkte.

2 I. VII Der Drehbuchautor und seine Rechte Vorwort VII Part I Understanding the Background...1 Introduction...3 What is Lean Innovation?...3 Fast from Knowledge to Value....5 Having Your Cake and Eating it Too...6 Our Aim with this Book....7 The Case Companies...7 Structure of the Book....8 Chapter 1 The Potential of Lean Innovation...11 Generating Return on Innovation So How Do We Get Better?...16 Lean Innovation as a Framework for Improvement...17 Motivation for Lean in Companies...18 The Second Toyota Paradox and Lean Innovation...20 The Impact of Lean Innovation in Scandinavia and in Japan Part II Understanding the Fundamentals Chapter 2 Understanding Innovation...27 Defining Innovation The Challenge of Innovation...29 Innovation as a Team Effort Team Learning and Prioritization...30 Culture and Physical Environment...32 Open and Closed Problems...34 Structure of the Innovation Process...37

3 VIII Management of Innovation Processes...41 The Personal Perspective...42 Chapter 3 Understanding Lean Innovation Lean Innovation Is Getting Smart Faster What Lean Innovation Is Not...48 The Concept of Waste in Lean Innovation Lean Innovation Three Parallel Goals...53 Key Principles for Lean Innovation Part III Achieving Success with Lean Innovation Chapter 4 Releasing the Potential for Innovation...73 A Common Goal for the Company s Innovation...74 Lean in the Main Parts of the Innovation System...76 Chapter 5 Active and Visible Management Lean Is a Leadership Philosophy...80 Focus on Customer-Oriented Processes The Upside-Down Organizational Chart...81 Task Management is a Management Task...82 Management Should Develop the Processes...85 Management Must be Open to Change...87 Working Systematically with Improvements Examples of Lean in Management...93 Improvement Boards at Management Level...93 Standardizing Management Practice Zone Management Chapter 6 Realizing Your Strategy through Portfolio Management Organizing Knowledge Work into Projects Matching Portfolio Management with Project Type Ensuring a Healthy Portfolio that Creates Value Prioritizing Projects for Start-up...111

4 IX Establishing a Framework that Promotes Progress Optimizing Project Resources and Staffing Portfolio Follow-up and Adjustment Examples of Lean in Portfolio Management Portfolio Prioritization Portfolio Overview as a Horserace Measuring Project Focus and Progress Management Must Be Able to Navigate in the Project Organization Chapter 7 Projects Create Customer Value Lean in Projects Projects Integrate Knowledge Across Disciplines More Innovation and Less Operations Companies Have Strengthened Their Project Competencies Project Managers Lack Focus on Customer Value and Management Value Creation of Project Teams Can Differ Significantly Roles and Responsibilities Must Be Well-Defined The Value Stream in Innovation Examples of Lean in Projects The Visual Project Board Front Loading in Projects Continuous Improvements with Project Forums Project Work Can Reach New Heights with Lean Chapter 8 The Role of Project Support in Innovation Give Projects and Support Functions a Common Objective Simplify Interaction through Standardization Examples of Lean in Support Functions Optimizing Interaction Between Projects and Support Reducing Lead Time in the Documentation Process Doubling Capacity with Takt and Visual Management...169

5 X Part IV Starting the Development Process Chapter 9 Fast from Knowledge to Value Understanding Strategic and Individual Motivation Defining Clear Objectives Choosing the Right Approach Let the Case Companies Inspire You Postscript Fueled by a Dream...185