1- Utilização de práticas e ferramentas de MC na gestão de processo e projetos da área de Pesquisa & Desenvolvimento & Inovação, incluindo o PDP |
Definição: Melhoria no próprio PDP e auxílio no desenvolvimento das etapas de projetos de Pesquisa & Desenvolvimento & Inovação por meio da utilização de ferramentas e práticas da MC Benefícios: Maior eficiência, otimização, redução de tempo de desenvolvimento e redução de custos e de desperdícios. Aplicação das ferramentas, práticas e técnicas da MC para auxílio no desenvolvimento de projetos, possibilitando pontos de vistas diferenciados pelo uso das ferramentas. Implicações: A organização deve possibilitar a interação entre pessoas das áreas de MC e de Pesquisa e Desenvolvimento, incluindo pessoas do PDP, para fomentar conhecimento e uso das práticas e ferramentas. |
Utilizar ferramentas e técnicas da MC, como o Mapa de Fluxo de Valor, para a identificação e eliminação de desperdícios. |
Kocaoglu et al. (1991)Kocaoglu, D. F., Deckro, R. F., Olson, M., Iyigun, G., Klein, J., & Zhou, S. (1991). Framework for continuous improvement in new product development. In Proceedings of the Technology Management (pp. 294). IEEE.; Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006...
; Cooper (2008)Cooper, R. (2008). Perspective: The Stage-Gates Idea-to-Launch Process—Update, What’s New, and NexGen Systems. Journal of Product Innovation Management, 25(3), 213-232. http://dx.doi.org/10.1111/j.1540-5885.2008.00296.x. http://dx.doi.org/10.1111/j.1540-5885.20...
, Cooper (2009)Cooper, R. (2009). How companies are reinventing their Idea-to-launch methodologies. Technology Management, 52(2), 47-57.; Sun et al. (2009)Sun, H., Zhao, Y., & Yau, H. K. (2009). The relationship between quality management and the speed of new product development. The TQM Journal, 21(6), 576-588. http://dx.doi.org/10.1108/17542730910995855. http://dx.doi.org/10.1108/17542730910995...
; Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE, IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). IEEE.; Rossi et al. (2012)Rossi, M., Taisch, M., & Terzi, S. (2012). Lean Product Development: a five-steps methodology for continuous improvement. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10).; Sopelana et al. (2012)Sopelana, A., Flores, M., Martinez, L., Flores, K., & Sorli, M. (2012). The application of an assessment tool for lean product development: an exploratory study in spanish companies. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10).
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Analisar as causas de problemas no PDP. |
Cooper (2008)Cooper, R. (2008). Perspective: The Stage-Gates Idea-to-Launch Process—Update, What’s New, and NexGen Systems. Journal of Product Innovation Management, 25(3), 213-232. http://dx.doi.org/10.1111/j.1540-5885.2008.00296.x. http://dx.doi.org/10.1111/j.1540-5885.20...
, Cooper (2009)Cooper, R. (2009). How companies are reinventing their Idea-to-launch methodologies. Technology Management, 52(2), 47-57.
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Não culpar equipe do PDP, quando problemas ocorrem. |
Cooper (2008)Cooper, R. (2008). Perspective: The Stage-Gates Idea-to-Launch Process—Update, What’s New, and NexGen Systems. Journal of Product Innovation Management, 25(3), 213-232. http://dx.doi.org/10.1111/j.1540-5885.2008.00296.x. http://dx.doi.org/10.1111/j.1540-5885.20...
, Cooper (2009)Cooper, R. (2009). How companies are reinventing their Idea-to-launch methodologies. Technology Management, 52(2), 47-57.
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Aplicar métricas de desempenho no PDP visando identificar possibilidades de melhorias e aplicá-las. |
Regan & Kleiner (1997)Regan, P., & Kleiner, B. H. (1997). New developments in improving quality management in research and development. Aircraft Engineering and Aerospace Technology, 69(1), 26-30. http://dx.doi.org/10.1108/00022669710161621. http://dx.doi.org/10.1108/00022669710161...
; Cooper (2008)Cooper, R. (2008). Perspective: The Stage-Gates Idea-to-Launch Process—Update, What’s New, and NexGen Systems. Journal of Product Innovation Management, 25(3), 213-232. http://dx.doi.org/10.1111/j.1540-5885.2008.00296.x. http://dx.doi.org/10.1111/j.1540-5885.20...
, Cooper (2009)Cooper, R. (2009). How companies are reinventing their Idea-to-launch methodologies. Technology Management, 52(2), 47-57.; Rossi et al. (2012)Rossi, M., Taisch, M., & Terzi, S. (2012). Lean Product Development: a five-steps methodology for continuous improvement. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10).; Sopelana et al. (2012)Sopelana, A., Flores, M., Martinez, L., Flores, K., & Sorli, M. (2012). The application of an assessment tool for lean product development: an exploratory study in spanish companies. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10).
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2- Geração de projetos ou ações de melhoria do produto alinhadas à inovação de produtos |
Definição: Alinhar os projetos de melhoria de produtos existentes com o desenvolvimento de novos produtos. Benefícios: Minimização de esforços e desperdícios com ações conjuntas entre desenvolvimento de novos produtos e melhoria de produtos existentes, gerando melhor desempenho dos produtos para os clientes. Implicações: A organização deve possibilitar a interação e colaboração entre projetos e pessoas das áreas de MC de produtos e da Inovação de produtos. |
Usar os objetivos da área de desenvolvimento para focar as atividades de melhoria de produtos. |
Corso & Pavesi (2000)Corso, M., & Pavesi, S. (2000). How management can foster continuous product innovation. Integrated Manufacturing Systems, 11(3), 199-211. http://dx.doi.org/10.1108/09576060010320443. http://dx.doi.org/10.1108/09576060010320...
; Boer et al. (2001)Boer, H., Caffyn, S., Corso, M., Coughlan, P., Gieskes, J., Magnusson, M., Pavesi, S., & Ronchi, S. (2001). Knowledge and continuous innovation: the CIMA methodology. International Journal of Operations & Production Management, 21(4), 490-504. http://dx.doi.org/10.1108/01443570110381390. http://dx.doi.org/10.1108/01443570110381...
; Chapman et al. (2001)Chapman, R., O’Mara, C. E., Ronchi, S., & Corso, M. (2001). Continuous product innovation: A comparison of key elements across different contingency sets. Measuring Business Excellence, 5(3), 16-23. http://dx.doi.org/10.1108/EUM0000000005866. http://dx.doi.org/10.1108/EUM00000000058...
; Corso (2002)Corso, M. (2002). From product development to Continuous Product Innovation: mapping the routes of corporate knowledge. International Journal of Technology Management, 23(4), 322. http://dx.doi.org/10.1504/IJTM.2002.003013. http://dx.doi.org/10.1504/IJTM.2002.0030...
; Chapman & Hyland (2004)Chapman, R., & Hyland, P. (2004). Complexity and learning behaviors in product innovation. Technovation, 24(7), 553-561. http://dx.doi.org/10.1016/S0166-4972(02)00121-9. http://dx.doi.org/10.1016/S0166-4972(02)...
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Estimular melhoria das características dos produtos existentes e usar parte do tempo e recursos disponíveis para experimentar soluções. |
Regan & Kleiner (1997)Regan, P., & Kleiner, B. H. (1997). New developments in improving quality management in research and development. Aircraft Engineering and Aerospace Technology, 69(1), 26-30. http://dx.doi.org/10.1108/00022669710161621. http://dx.doi.org/10.1108/00022669710161...
; Bessant & Francis (1999)Bessant, J., & Francis, D. (1999). Developing Strategic Continuous Improvement Capability. International Journal of Operations & Production Management, 19(11), 1106-1119. http://dx.doi.org/10.1108/01443579910291032. http://dx.doi.org/10.1108/01443579910291...
; Corso & Pavesi (2000)Corso, M., & Pavesi, S. (2000). How management can foster continuous product innovation. Integrated Manufacturing Systems, 11(3), 199-211. http://dx.doi.org/10.1108/09576060010320443. http://dx.doi.org/10.1108/09576060010320...
; Boer et al. (2001)Boer, H., Caffyn, S., Corso, M., Coughlan, P., Gieskes, J., Magnusson, M., Pavesi, S., & Ronchi, S. (2001). Knowledge and continuous innovation: the CIMA methodology. International Journal of Operations & Production Management, 21(4), 490-504. http://dx.doi.org/10.1108/01443570110381390. http://dx.doi.org/10.1108/01443570110381...
; Bessant et al. (2001)Bessant, J., Caffyn, S., & Gallagher, M. (2001). An evolutionary model of continuous improvement behavior. Technovation, 21(2), 67-77. http://dx.doi.org/10.1016/S0166-4972(00)00023-7. http://dx.doi.org/10.1016/S0166-4972(00)...
; Chapman et al. (2001)Chapman, R., O’Mara, C. E., Ronchi, S., & Corso, M. (2001). Continuous product innovation: A comparison of key elements across different contingency sets. Measuring Business Excellence, 5(3), 16-23. http://dx.doi.org/10.1108/EUM0000000005866. http://dx.doi.org/10.1108/EUM00000000058...
; Corso (2002)Corso, M. (2002). From product development to Continuous Product Innovation: mapping the routes of corporate knowledge. International Journal of Technology Management, 23(4), 322. http://dx.doi.org/10.1504/IJTM.2002.003013. http://dx.doi.org/10.1504/IJTM.2002.0030...
; Chapman & Hyland (2004)Chapman, R., & Hyland, P. (2004). Complexity and learning behaviors in product innovation. Technovation, 24(7), 553-561. http://dx.doi.org/10.1016/S0166-4972(02)00121-9. http://dx.doi.org/10.1016/S0166-4972(02)...
; Jager et al. (2004)Jager, B., Minnie, C., Jager, J., Welgemoed, M., Bessant, J., & Francis, D. (2004). Enabling continuous improvement: a case study of implementation. Journal of Manufacturing Technology Management, 15(4), 315-324. http://dx.doi.org/10.1108/17410380410535017. http://dx.doi.org/10.1108/17410380410535...
; Garcia-Sabáter et al. (2012)Garcia-Sabater, J. J., Marin-Garcia, J. A., & Perello-Marin, M. R. (2012). Is Implementation of Continuous Improvement Possible? An Evolutionary Model of Enablers and Inhibitors. Human Factors and Ergonomics in Manufacturing & Service Industries, 22(2), 99-112. http://dx.doi.org/10.1002/hfm.20262. http://dx.doi.org/10.1002/hfm.20262...
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Incorporar conhecimento da inovação de produtos em relatórios, banco de dados, entre outros, para posterior acesso e melhorias de produto. |
Bessant & Francis (1999)Bessant, J., & Francis, D. (1999). Developing Strategic Continuous Improvement Capability. International Journal of Operations & Production Management, 19(11), 1106-1119. http://dx.doi.org/10.1108/01443579910291032. http://dx.doi.org/10.1108/01443579910291...
; Corso & Pavesi (2000)Corso, M., & Pavesi, S. (2000). How management can foster continuous product innovation. Integrated Manufacturing Systems, 11(3), 199-211. http://dx.doi.org/10.1108/09576060010320443. http://dx.doi.org/10.1108/09576060010320...
; Bessant et al. (2001)Bessant, J., Caffyn, S., & Gallagher, M. (2001). An evolutionary model of continuous improvement behavior. Technovation, 21(2), 67-77. http://dx.doi.org/10.1016/S0166-4972(00)00023-7. http://dx.doi.org/10.1016/S0166-4972(00)...
; Boer et al. (2001)Boer, H., Caffyn, S., Corso, M., Coughlan, P., Gieskes, J., Magnusson, M., Pavesi, S., & Ronchi, S. (2001). Knowledge and continuous innovation: the CIMA methodology. International Journal of Operations & Production Management, 21(4), 490-504. http://dx.doi.org/10.1108/01443570110381390. http://dx.doi.org/10.1108/01443570110381...
; Chapman et al. (2001)Chapman, R., O’Mara, C. E., Ronchi, S., & Corso, M. (2001). Continuous product innovation: A comparison of key elements across different contingency sets. Measuring Business Excellence, 5(3), 16-23. http://dx.doi.org/10.1108/EUM0000000005866. http://dx.doi.org/10.1108/EUM00000000058...
; Corso (2002)Corso, M. (2002). From product development to Continuous Product Innovation: mapping the routes of corporate knowledge. International Journal of Technology Management, 23(4), 322. http://dx.doi.org/10.1504/IJTM.2002.003013. http://dx.doi.org/10.1504/IJTM.2002.0030...
; Chapman & Hyland (2004)Chapman, R., & Hyland, P. (2004). Complexity and learning behaviors in product innovation. Technovation, 24(7), 553-561. http://dx.doi.org/10.1016/S0166-4972(02)00121-9. http://dx.doi.org/10.1016/S0166-4972(02)...
; Jager et al. (2004)Jager, B., Minnie, C., Jager, J., Welgemoed, M., Bessant, J., & Francis, D. (2004). Enabling continuous improvement: a case study of implementation. Journal of Manufacturing Technology Management, 15(4), 315-324. http://dx.doi.org/10.1108/17410380410535017. http://dx.doi.org/10.1108/17410380410535...
; Kowang & Rasli (2011)Kowang, T. O., & Rasli, A. (2011). New product development in multi-location R&D organization: a concurrent engineering approach. African Journal of Business Management, 5(6), 2264-2275.; Garcia-Sabáter et al. (2012)Garcia-Sabater, J. J., Marin-Garcia, J. A., & Perello-Marin, M. R. (2012). Is Implementation of Continuous Improvement Possible? An Evolutionary Model of Enablers and Inhibitors. Human Factors and Ergonomics in Manufacturing & Service Industries, 22(2), 99-112. http://dx.doi.org/10.1002/hfm.20262. http://dx.doi.org/10.1002/hfm.20262...
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3- Geração de projetos ou ações de melhoria do processo alinhadas à inovação de produtos |
Definição: Alinhar os projetos de MC de processos com desenvolvimento de novos produtos. Benefícios: União de esforços (área de MC e área de Inovação) para a melhoria do desempenho do processo e do novo produto, podendo utilizar o desenvolvimento do novo produto para otimizar processos para os produtos atuais que utilizam as mesmas operações produtivas. Implicações: A organização deve possibilitar a interação e colaboração entre projetos e pessoas das áreas de MC de processos e da Inovação de produtos. |
Usar os objetivos da área de desenvolvimento para focar as atividades de melhoria de processo. |
Corso & Pavesi (2000)Corso, M., & Pavesi, S. (2000). How management can foster continuous product innovation. Integrated Manufacturing Systems, 11(3), 199-211. http://dx.doi.org/10.1108/09576060010320443. http://dx.doi.org/10.1108/09576060010320...
; Boer et al. (2001)Boer, H., Caffyn, S., Corso, M., Coughlan, P., Gieskes, J., Magnusson, M., Pavesi, S., & Ronchi, S. (2001). Knowledge and continuous innovation: the CIMA methodology. International Journal of Operations & Production Management, 21(4), 490-504. http://dx.doi.org/10.1108/01443570110381390. http://dx.doi.org/10.1108/01443570110381...
; Chapman et al. (2001)Chapman, R., O’Mara, C. E., Ronchi, S., & Corso, M. (2001). Continuous product innovation: A comparison of key elements across different contingency sets. Measuring Business Excellence, 5(3), 16-23. http://dx.doi.org/10.1108/EUM0000000005866. http://dx.doi.org/10.1108/EUM00000000058...
; Corso (2002)Corso, M. (2002). From product development to Continuous Product Innovation: mapping the routes of corporate knowledge. International Journal of Technology Management, 23(4), 322. http://dx.doi.org/10.1504/IJTM.2002.003013. http://dx.doi.org/10.1504/IJTM.2002.0030...
; Chapman & Hyland (2004)Chapman, R., & Hyland, P. (2004). Complexity and learning behaviors in product innovation. Technovation, 24(7), 553-561. http://dx.doi.org/10.1016/S0166-4972(02)00121-9. http://dx.doi.org/10.1016/S0166-4972(02)...
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Estimular a melhoria do processo de fabricação durante o desenvolvimento do produto. |
Regan & Kleiner (1997)Regan, P., & Kleiner, B. H. (1997). New developments in improving quality management in research and development. Aircraft Engineering and Aerospace Technology, 69(1), 26-30. http://dx.doi.org/10.1108/00022669710161621. http://dx.doi.org/10.1108/00022669710161...
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Incorporar conhecimento do desenvolvimento de produtos em relatórios, banco de dados, normas de processo entre outros, para posterior acesso e melhorias de processos. |
Bessant & Francis (1999)Bessant, J., & Francis, D. (1999). Developing Strategic Continuous Improvement Capability. International Journal of Operations & Production Management, 19(11), 1106-1119. http://dx.doi.org/10.1108/01443579910291032. http://dx.doi.org/10.1108/01443579910291...
; Corso & Pavesi (2000)Corso, M., & Pavesi, S. (2000). How management can foster continuous product innovation. Integrated Manufacturing Systems, 11(3), 199-211. http://dx.doi.org/10.1108/09576060010320443. http://dx.doi.org/10.1108/09576060010320...
; Boer et al. (2001)Boer, H., Caffyn, S., Corso, M., Coughlan, P., Gieskes, J., Magnusson, M., Pavesi, S., & Ronchi, S. (2001). Knowledge and continuous innovation: the CIMA methodology. International Journal of Operations & Production Management, 21(4), 490-504. http://dx.doi.org/10.1108/01443570110381390. http://dx.doi.org/10.1108/01443570110381...
; Bessant et al. (2001)Bessant, J., Caffyn, S., & Gallagher, M. (2001). An evolutionary model of continuous improvement behavior. Technovation, 21(2), 67-77. http://dx.doi.org/10.1016/S0166-4972(00)00023-7. http://dx.doi.org/10.1016/S0166-4972(00)...
; Chapman et al. (2001)Chapman, R., O’Mara, C. E., Ronchi, S., & Corso, M. (2001). Continuous product innovation: A comparison of key elements across different contingency sets. Measuring Business Excellence, 5(3), 16-23. http://dx.doi.org/10.1108/EUM0000000005866. http://dx.doi.org/10.1108/EUM00000000058...
; Corso (2002)Corso, M. (2002). From product development to Continuous Product Innovation: mapping the routes of corporate knowledge. International Journal of Technology Management, 23(4), 322. http://dx.doi.org/10.1504/IJTM.2002.003013. http://dx.doi.org/10.1504/IJTM.2002.0030...
; Chapman & Hyland (2004)Chapman, R., & Hyland, P. (2004). Complexity and learning behaviors in product innovation. Technovation, 24(7), 553-561. http://dx.doi.org/10.1016/S0166-4972(02)00121-9. http://dx.doi.org/10.1016/S0166-4972(02)...
; Jager et al. (2004)Jager, B., Minnie, C., Jager, J., Welgemoed, M., Bessant, J., & Francis, D. (2004). Enabling continuous improvement: a case study of implementation. Journal of Manufacturing Technology Management, 15(4), 315-324. http://dx.doi.org/10.1108/17410380410535017. http://dx.doi.org/10.1108/17410380410535...
; Kowang & Rasli (2011)Kowang, T. O., & Rasli, A. (2011). New product development in multi-location R&D organization: a concurrent engineering approach. African Journal of Business Management, 5(6), 2264-2275.; Garcia-Sabáter et al. (2012)Garcia-Sabater, J. J., Marin-Garcia, J. A., & Perello-Marin, M. R. (2012). Is Implementation of Continuous Improvement Possible? An Evolutionary Model of Enablers and Inhibitors. Human Factors and Ergonomics in Manufacturing & Service Industries, 22(2), 99-112. http://dx.doi.org/10.1002/hfm.20262. http://dx.doi.org/10.1002/hfm.20262...
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4- Auxílio na geração de inovação de processo por meio de melhorias de processos |
Definição: Estimular o uso do conhecimento e ideias das pessoas da área de MC para possibilitar também inovações mais radicais de processos. Aproveitar as ideias de melhoria geradas e incentivar o uso em novos projetos, podendo utilizar o conhecimento interno para novos desenvolvimentos de processos. Benefícios: Melhor utilização de recursos, estímulo à Inovação e motivação das pessoas envolvidas em projetos de MC. Implicações: A organização deve possibilitar a interação e colaboração entre projetos e pessoas das áreas de MC de processos e da Inovação de processos. |
Incentivar ideias de inovação de processos oriundas das pessoas ligadas à MC de processos. |
Regan & Kleiner (1997)Regan, P., & Kleiner, B. H. (1997). New developments in improving quality management in research and development. Aircraft Engineering and Aerospace Technology, 69(1), 26-30. http://dx.doi.org/10.1108/00022669710161621. http://dx.doi.org/10.1108/00022669710161...
; Sohal et al. (2003)Sohal, A. S., Terziovski, M., & Zutshi, A. (2003). Team-based strategy at Varian Australia: a case study. Technovation, 23(4), 349-357. http://dx.doi.org/10.1016/S0166-4972(01)00114-6. http://dx.doi.org/10.1016/S0166-4972(01)...
; O'Brien & O'Reilly (2010)O’Brien, L., & O’Reilly, P. (2010). An investigation of process innovation activity levels and their influencing factors in two irish manufacturing facilities. In Proceedings of the 2010 IEEE (pp. 863-868). IEEE.
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Gerar fluxo livre de ideias e informações da MC de processos para a inovação de processos. |
Irani & Sharp (1997)Irani, Z., & Sharp, J. M. (1997). Integrating continuous improvement and innovation into a corporate culture: a case study. Technovation, 17(4), 199-206. http://dx.doi.org/10.1016/S0166-4972(96)00103-4. http://dx.doi.org/10.1016/S0166-4972(96)...
; Irani et al. (2004)Irani, Z., Beskese, A., & Love, P. E. D. (2004). Total quality management and corporate culture: constructs of organizational excellence. Technovation, 24(8), 643-650. http://dx.doi.org/10.1016/S0166-4972(02)00128-1. http://dx.doi.org/10.1016/S0166-4972(02)...
; Jager et al. (2004)Jager, B., Minnie, C., Jager, J., Welgemoed, M., Bessant, J., & Francis, D. (2004). Enabling continuous improvement: a case study of implementation. Journal of Manufacturing Technology Management, 15(4), 315-324. http://dx.doi.org/10.1108/17410380410535017. http://dx.doi.org/10.1108/17410380410535...
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Incentivar migração de projetos de melhoria contínua de processos para projetos de inovação de processos. |
Bessant et al. (2001)Bessant, J., Caffyn, S., & Gallagher, M. (2001). An evolutionary model of continuous improvement behavior. Technovation, 21(2), 67-77. http://dx.doi.org/10.1016/S0166-4972(00)00023-7. http://dx.doi.org/10.1016/S0166-4972(00)...
; Nilsson‐Witell et al. (2005)Nilsson‐Witell, L., Antoni, M., & Dahlgaard, J. J. (2005). Continuous improvement in product development: Improvement programs and quality principles. International Journal of Quality & Reliability Management, 22(8), 754-776. http://dx.doi.org/10.1108/02656710510617210. http://dx.doi.org/10.1108/02656710510617...
; McAdam et al. (2010)Mcadam, R., Moffett, S., Hazlett, S. A., & Shevlin, M. (2010). Developing a model of innovation implementation for UK SMEs: A path analysis and explanatory case analysis. International Small Business Journal, 28(3), 195-214. http://dx.doi.org/10.1177/0266242609360610. http://dx.doi.org/10.1177/02662426093606...
; O'Brien & O'Reilly (2010)O’Brien, L., & O’Reilly, P. (2010). An investigation of process innovation activity levels and their influencing factors in two irish manufacturing facilities. In Proceedings of the 2010 IEEE (pp. 863-868). IEEE.
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5- Auxílio na geração de inovação de produtos por meio da melhoria de produtos |
Definição: Estimular o uso do conhecimento das pessoas da área de MC para possibilitar também inovações mais radicais de produtos. Aproveitar as ideias de melhoria geradas e incentivar o uso em novos projetos, podendo utilizar o conhecimento interno para o desenvolvimento de novos produtos. Benefícios: Melhor utilização de recursos, estímulo à Inovação e motivação das pessoas envolvidas em projetos de MC. Implicações: A organização deve possibilitar a interação e colaboração entre projetos e pessoas da MC de produtos e da Inovação de produtos. |
Incentivar a geração de ideias de inovação de produtos das pessoas ligadas à MC de produto. |
Regan & Kleiner (1997)Regan, P., & Kleiner, B. H. (1997). New developments in improving quality management in research and development. Aircraft Engineering and Aerospace Technology, 69(1), 26-30. http://dx.doi.org/10.1108/00022669710161621. http://dx.doi.org/10.1108/00022669710161...
; Sohal, et al. (2003)Sohal, A. S., Terziovski, M., & Zutshi, A. (2003). Team-based strategy at Varian Australia: a case study. Technovation, 23(4), 349-357. http://dx.doi.org/10.1016/S0166-4972(01)00114-6. http://dx.doi.org/10.1016/S0166-4972(01)...
; O'Brien & O'Reilly (2010)O’Brien, L., & O’Reilly, P. (2010). An investigation of process innovation activity levels and their influencing factors in two irish manufacturing facilities. In Proceedings of the 2010 IEEE (pp. 863-868). IEEE.
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Gerar fluxo livre de ideias e informações da MC de produtos para a inovação de produtos. |
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Incentivar a migração de projetos de melhoria contínua de produtos para projetos de inovação de produtos. |
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