Towards new challenges for innovative management ... - Erima - Estia

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The VDI-guideline describes the process for the development and design of technical systems model in seven steps. The process model of Pahl and Beitz reduces the process to four main stages. Both process models start with the clarification of the development task; this step leads to the requirements, i.e. specifications that accompany the development process. These process models are sub steps of the product creation process and separate the development and design from the remaining product life cycle. In the nineties, it was recognized that the process steps in the development process are not sequential, but highly parallelized and with interlinking. Ehrlenspiel resumes this approach and integrates the personal, informational, and organizational aspects into the product development process; he establishes the “integrated product development”. The product life cycle is described by means of systems engineering. The influences of all systems on the complete system, e.g. customer, product, production, human resources, methods, etc., are examined holistically. Figure 2. Stages of the product lifecycle The process model of Albers (Fig. 2) displays the single stages of the life cycle and emphasizes the overlapping and parallelization of the stages and thereby it describes the interaction of the single stages. The market and its three players (customer, competitor, and the producer himself) is the starting point. Albers incorporates the entire life cycle. ERIMA07’ Proceedings 215
III. The case “Water treatment” and its outcome Figure 3. Innovations created at Karlsruhe (IPEK) If you want to solve a task or a problem the first thing that has to be done is to find a team. In this certain case we talk about student teams. In order to achieve a good performance of the project we put a great effort in chosing the students and in the composition of the teams. The student are chosen by assesment. Within the assesment the students do a MBTI (Myers-Briggs-Type- Indicator) Test. This test is a personality test designed to assist a person in identifying some significant personal preferences. The different types are shown in Figure 4. We use the test to compose the teams so that there are different types in a team. Figure 4. The different types of MBTI In the very beginning the whole group is given the task and they start together in seeking Information about it. After two weeks of investigation, the group presents their achievements and by this date the students are divided into five competing development teams of 5 – 6 students per team. ERIMA07’ Proceedings 216
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Selected papers from proceedings of
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ERIMA07’ Proceedings Table of Con
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ERIMA07’ Proceedings Preface The
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Supporting the Systemization of the
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elated to ideation processes becaus
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Example Idea Generation Routine Gro
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companies ability to generate succe
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models: the “science push” mode
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We propose to build “PTC Trihedro
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different solution concepts startin
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this, ID² tool provides a collabor
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Figure 8. An extract of the design
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Figure 11: Crowdspirit screen-shot
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Using information technologies to i
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care and cost containment”. Impro
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France is unique in its Healthcare
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Kaiser Foundation : www.kaiserperma
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modeling; a concrete illustration i
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models on which the factory of the
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user, to who it is dedicated, to se
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Figure 5. Example of common work su
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institutions. They thank also Emman
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ERIMA07’ Proceedings Intput Needs
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difficulties to know how to influen
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IV. Case study: from collaboration
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system using their workflow functio
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Using Organizational Intangible Ass
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Where: ∑ tpi.qi tpi = time of pie
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knowledge and know-how constitute e
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Having the possibility of a categor
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Pandolfi, M. Sistemas de medição
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analysis of those areas, leaded to
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Figure 1. Fragment of the Contradic
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Figure 2. The True Moving Bed The 4
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Solving contradictions How can the
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Pais L.S., Loureiro J.M., Rodrigues
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department and follows the procedur
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and/or international Patent Convent
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thus concentrating the inventive ef
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Table 1. Most relevant IPC classes
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Ikovenko S. (2000) Knowledge-based
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The relative weight of Small and Me
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OHSAS 18001 - OHSMS Industrial comp
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• ISO 9001 certification: 23% •
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and disadvantages unveiled by the s
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An SDSS for the Space Process Contr
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• The punctual management problem
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hypothesis is seldom checked. In th
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VI. The Model Description In this w
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Territorial and urban decision-maki
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Hamdadou D., Ghalem R., Bouamrane K
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The DFA is an exercise of simulatio
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Figure 2. The four main graphs givi
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• converging and diverging factor
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4- Putting values into coherence. T
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A Knowledge Management Approach to
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Learning by Doing is based on well
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• The description of a new case c
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Figure 5. A sketch of the problem a
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about who are the people to contact
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So, developing employability among
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ADAPTABILITY Versatility Flexibilit
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Source initialization Figure 3. Tra
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A Framework for the Potential Role
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III. Summary of Findings The questi
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judge the effectiveness of the BPR
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Creating Cultural Change with Emplo
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III. Determining the starting point
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Each of the steps in the model are
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The lighter (orange) points show th
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environment” (Kaplan and Tripsas,
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In terms of R&D management within f
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Cohen, W., & Levinthal, D. (1990) A
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Plateaux have been an efficient ans
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A Constraint Satisfaction Problem m
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each scenario likelihood is defined
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The manager of design team X announ
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Fostering SMEs networking through B
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SMEs whose rank overpasses a thresh
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transportation capacity that obstac
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CB (pk ) g ( p ) ij = ∑∑ i j >
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References Cuccia, L., La Commare,
Page 165 and 166: Master Data Management (MDM) The Ma
Page 167 and 168: Figure 3. EBX.Manager web-based too
Page 169 and 170: and Lamolle, 2005), we propose some
Page 171 and 172: Figure 6. Part of the definition of
Page 173 and 174: A general framework for new product
Page 175 and 176: III. Towards a model for the NPD pr
Page 177 and 178: We would notice that these macro ph
Page 179 and 180: options and forms). Feed-Forward st
Page 181 and 182: [19] Rak I., Teixido C. La démarch
Page 183 and 184: OL is an increasingly important are
Page 185 and 186: Finally, OL seldom occurs without a
Page 187 and 188: Figure 1. Part of the domain ontolo
Page 189 and 190: Figure 3. Forum Access (in French)
Page 191 and 192: Managing collaborative E-business a
Page 193 and 194: • An open-architecture Internet b
Page 195 and 196: Figure 2. Overview of System Archit
Page 197 and 198: incorporate the manufacturing rules
Page 199 and 200: This file residing in the central s
Page 201 and 202: Use for a creative and innovative a
Page 203 and 204: The work has to generate added valu
Page 205 and 206: document production easier. This so
Page 207 and 208: colour codes in order to materializ
Page 209 and 210: Innovation encounters: ecosystems a
Page 211 and 212: company focused on R & D for a spec
Page 213 and 214: Iyer, Bala, Chi-Hyon Lee, and N Ven
Page 215: process: design methodology and bus
Page 219 and 220: Once the profiles are found and des
Page 221 and 222: II. Innovating to compete in the el
Page 223 and 224: Innovation system Based on the prev
Page 225 and 226: • Technical advice on company acq
Page 227 and 228: traditional business units strive t
Page 229 and 230: such as the engine or power train,
Page 231 and 232: The CPM method aims at identifying
Page 233 and 234: Figure 2. The combined risk plot (l
Page 235 and 236: of links. Thus, adding the DFP migh
Page 237 and 238: Economic and environmental performa
Page 239 and 240: adaptations in it. Operations manag
Page 241 and 242: IV. Modelling and scenario analysis
Page 243 and 244: The main objective of a simulation
Page 245 and 246: Bood R., Postma T. (1997), Strategi
Page 247 and 248: dimensions of innovation can be bas
Page 249 and 250: grouped around the assumption, that
Page 251 and 252: In addition, significant difference
Page 253 and 254: • The medium changeover time for
Page 255 and 256: Schumpeter, J.A. (1931): Theorie de
Page 257 and 258: manufacturing sector. The presented
Page 259 and 260: III. Effects of product related ser
Page 261 and 262: University Technology Business Incu
Page 263 and 264: III. Comparison between Chinese and
Page 265 and 266: different organizations may partici
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company "nursery") that will provid
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system for funding new ventures tha
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Rothaermel FT, Thursby M. (2005). I
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problem and focus on one or more su
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ERIMA07’ Proceedings 5. Complemen
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ERIMA07’ Proceedings Manufacturer
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2. Organisational functions concern
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Gadrey J.; “Des facteurs de crois
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eal world - not to mention the join
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non-European case study test sites
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in the following section, the leade
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Releasing of control - gaining of i
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• Leaders should check if there a
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The FP-M project, which appears mor
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Schein, E.H. (1987) Process Consult
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critical parts and provide secure e
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The descriptions of these phases de
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V. Potential change maturity model
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VII. Impacted process mapping When
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Lillian T. Eby et al. (2000) Percep
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the whole company and lead to a dis
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� An individual control of every
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Fifth Step: Advance Development The
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Other ratios are: � Floating and
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A practical framework to apply inno
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• Reconfigurable. This means adap
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The proposed method to develop the
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Main contribution of the innovation
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Final reflection: We would like to
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(1998) adds the project concept. On
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Sweeney, 1978;Bernstein & Singh, 20
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Skills Strategy Structure TYPE FACT
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(OR) literature asked: "Why are so
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A Case Study of Organizational Inno
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structure innovation for AI. We use
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feature puppets that stand 90 centi
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Entrepreneurial attitudes The Huang
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References Barley, S. (1983) Semiot
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environments. Our experience and th
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y classical binary epistemology (es
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questions we will be interested in,
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dynamics, positivity and self confi
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Airbus, RATP, ESTIA Innovation, etc
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At first sight, these “paired-con
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Disorder - Order “dialogy” Anot
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Corcuff P. (2002) Les nouvelles soc
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• The technological factor that c
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3. Managing the evolution of the gl
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The model of design context (Fig. 1
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Design framework Summary Structure
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An empirical model of resource-base
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III. External knowledge ERIMA07’
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VII. Entrepreneurial orientation (E
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X. Conclusion ERIMA07’ Proceeding
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ERIMA07’ Proceedings Proceedings
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A ERIMA07’ Proceedings Index of a
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Proceedings of ERIMA07’ 15-16th M
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ERIMA07’ Proceedings ERIMA Public
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