Cinzia Battistella, Andrea Fornasier and Elena Pessot
Adopting lean principles can unleash several opportunities for firms seeking to increase the efficiency and effectiveness of their product development (PD) process. This study…
Abstract
Purpose
Adopting lean principles can unleash several opportunities for firms seeking to increase the efficiency and effectiveness of their product development (PD) process. This study aims to investigate the implementation paths of lean tools in the innovation process of small and medium-sized enterprises (SMEs).
Design/methodology/approach
A set of 47 lean tools are identified from the literature and ascribed to the five lean thinking principles, i.e. Value, Map, Flow, Pull and Perfection. Their practical adoption – in terms of “when” and “how” – is then explored in a multiple case study of three SMEs in the manufacturing industry.
Findings
SMEs adopt multiple lean tools in different phases of their innovation process. They are still at the beginning of the holistic adoption of lean PD, but some core lean tools, such as A3 reports and visual management, are adopted systematically. Results reveal that specific sets of lean tools and supporting principles are more valuable in certain phases of SMEs innovation process. Specifically, the lean tools concerning the principle of Value and Map can enable the phases of Innovation inputs, Concept development and Solution implementation; the ones ascribed to Flow and Pull the phases of Concept development, Testing and experimentation, and Solution implementation; the Perfection tools to the final phases of Testing and experimentation, Solution implementation and Market introduction.
Practical implications
Results provide a reference for SMEs already adopting lean tools in their production process to be extended to the PD process, especially when the delivery of new products is pivotal. Innovative SMEs could evaluate the introduction of specific lean tools in one or more definite phases of their PD process.
Originality/value
The study contributes to the literature on the complementarity between lean and innovation by studying the context of SMEs with a process perspective, thus unveiling the potential paths of a widespread application of lean innovation in SMEs.
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Alberto Felice De Toni, Andrea Fornasier and Fabio Nonino
This paper aims to explain and discuss the complex nature and value of knowledge as an exploitable resource for business.
Abstract
Purpose
This paper aims to explain and discuss the complex nature and value of knowledge as an exploitable resource for business.
Design/methodology/approach
The authors propose a conceptual explanation of knowledge based on three pillars: the plurality of its nature, understood to be conservative, multipliable and generative, its contextual value and the duality of carrier incorporating business knowledge, objects or processes. After conceptualizing the nature of knowledge, the authors offer a metaphor based on the classic transformation from “potential” to “kinetic” energy in an inclined plane assuming that the conservative nature of knowledge makes it act as energy.
Findings
The metaphor uses the concept of potential and kinetic energy: if energy is only potential, it has a potential value not yet effective, whereas if the potential energy (knowledge) becomes kinetic energy (products and/or services), it generates business value. In addition, business value is a function of the speed acquired and caused by the angle of inclined plan, namely, the company’s business model. Knowledge is the source of the value and can be maintained and regenerated only through continuous investments. Several years later the value extraction reaches a null value of the company (potential energy) which will cease to act (kinetic energy) for triggering both the value generated and the value extracted.
Originality/value
The paper proposes an initial attempt to explain the meaning of the transformation of knowledge using a metaphor derived from physics. The metaphor of the energy of knowledge clearly depicts the managerial dilemma of balancing a company’s resources for both the generating and extracting value. Similarly, future study should try to associate other knowledge peculiarities to physical phenomena.
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Alberto Felice De Toni, Andrea Fornasier, Mattia Montagner and Fabio Nonino
This study sets out to introduce an innovative performance measurement system (PMS) for business process outsourcing in facility management (FM) industry and analyse, comprehend…
Abstract
Purpose
This study sets out to introduce an innovative performance measurement system (PMS) for business process outsourcing in facility management (FM) industry and analyse, comprehend and explain the main criticalities in the relationship among the actors involved in an outsourcing non core services contract, which is typical of the FM business sector. The aim of the tool is to improve performances and enhance their integration towards a partnership.
Design/methodology/approach
A case study research has been carried out on a medical service authority and on its FM service provider in order to investigate, understand and explain the main criticalities in their relationships. Starting from a literature analysis on empirical applications of PMS, an adaptation of a balanced scorecard (BSC) has been realized to exceed the criticalities of the case study and to propose a PMS for facility management.
Findings
As highlighted in the case study, the need for an improved actors' partnership has been fulfilled through an innovative approach, i.e. a performance measurement system which shares some indicators among FM service provider and customer.
Research limitations/implications
The limitation of this research lies in the fact that PMS has been designed from a single case study. Despite this fact, the PMS can be easily adapted for wide applications inside the FM business sector.
Practical implications
The PMS allows a better integration and coordination of the actors involved in an outsourcing services contract. It could be implemented in FM software tools.
Originality/value
The proposed performance measurement system is an innovative integration between the balanced scorecard and service balanced scorecard (SBC) for the facility management service industry. Furthermore, it shares some indicators which solve the main criticalities in the relationships among the actors involved in an outsourcing services contract and enhance partnership.
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Giovanni De Zan, Alberto Felice De Toni, Andrea Fornasier and Cinzia Battistella
The purpose of this paper is to present a methodology to assess the experiential learning processes of learning lean in an innovative learning environment: the lean model…
Abstract
Purpose
The purpose of this paper is to present a methodology to assess the experiential learning processes of learning lean in an innovative learning environment: the lean model factories.
Design/methodology/approach
A literature review on learning and lean management literatures was carried out to design the methodology. Then, a case study methodology was used to test the framework.
Findings
The methodology permitted to asses learning processes and course contents of educational dynamics carried out in model factories and to theoretically ground such learning processes. The test showed that learning lean management is supported through a complete coverage of the eight phases of the learning path.
Research limitations/implications
The methodology contributes to the literatures of lean management and experiential learning, proposing a methodology of assessment. Part of the framework could also be applied to other disciplines.
Practical implications
The methodology could be used for two purposes: to design training courses or to assess existing experiential learning courses.
Originality/value
Due to its intrinsic complexity, learning literature presents few practical framework or tools. Among them, none have provided practical and theoretical-based advice on how to use experiential learning precepts to teach lean management.
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Alberto Felice De Toni, Andrea Fornasier and Fabio Nonino
The purpose of this paper is to investigate the impact of the implementation process on the ERP’s success in the post-adoption stage, measured as system’s acceptance, reliability…
Abstract
Purpose
The purpose of this paper is to investigate the impact of the implementation process on the ERP’s success in the post-adoption stage, measured as system’s acceptance, reliability and utility perceived by users, inside the organizations.
Design/methodology/approach
The authors adopted a multiple case study research design. The data collected, provided by IT managers and 120 key-users from four companies, has been used to investigate the impact of the Enterprise Resource Planning (ERP) implementation phases on selected constructs of the Task-Technology Fit (TTF) and Technology Acceptance Model (TAM). The empirical evidences highlight a direct relation between the effectiveness of the implementation phases and the ERP’s success.
Findings
The research results emphasize the importance of the quality of the software, but especially the importance of the implementation phases’ management, which require technical and managerial ability of the team made up of people from the system integrator and the company’s key-users. Evidences suggest that the higher will be the organizational diffusion of an ERP implemented during a successful implementation project, the higher will be the perception of ERP success in the post-adoption stage. Moreover, the users’ perception of ERP quality will be maintained over time.
Research limitations/implications
The research has some limits due to its exploratory nature and to the chosen research approach, so the results may lack generalizability; consequently future research will concern with enlargement of the sample that will allow a better generalization of the results.
Practical implications
This exploratory study suggest that companies’ managers should be aware that a correct methodology of implementation, strongly influenced by the team, impacts on the technology consistency and therefore, on the ERP system success. So an appropriate choice is to invest more in the creation and development of internal and external project team than in the ERP’s brand.
Originality/value
This paper fulfils an identified need to clarify the explicit relationship between the quality of implementation phases and the subsequent ERP success in the post-adoption stage measured in terms of users’ perception of information system quality.