Systematic innovation : a comprehensive model for business and management with treatment on a South African case
- Authors: Krüger, Louis L.S.J.
- Date: 2019
- Subjects: Industrial management , Information technology - Management , Business enterprises , Continuous improvement process
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/413098 , uj:34789
- Description: Abstract: This thesis addresses innovation of business and management with the purpose of advancing innovation in South Africa. A Design Science Research methodology is utilised to evaluate the current knowledge base of business and management innovation and construct a high level model for Management Innovation that pertains to all management areas of business including technology and innovation management. This thesis evaluates Learn-by-Experimentation (Trial and Error), Van Gundy’s Structured Creative Processes and Mann’s model constructed in practice. The Learn-by-Experimentation is a methodology only suited for physical innovation. The Structured Creative Processes are found to be of a generic nature which is not suitable for Innovation of Business and Management. Mann’s model is a projection of TRIZ onto business and management that addresses a subset of the business areas. The literature study in this thesis showed the identification of innovation opportunities was explicitly addressed by Van Gundy and implicitly treated by Mann. The “General Internet Access” for South Africans, as envisioned in the National Development Plan to stimulate economic growth, has been analysed for systematic innovation potential and did not render the desired outcome. The NDP will require further development to enable systematic innovation. In the course of this research a spiral innovation model for systematic business and management is developed through intensive literature analysis to cover the identified gaps. The model consists of the following steps: 1. Identification 2. Analysis and Definition 3. Select Approach 4. Create Potential Solutions 5. Verify and Validate Solutions 6. Implement the best Verified and Validated Solution with the idea to converge towards an Ideal Final Result. The results of this study is a contribution to the knowledge base of business and management innovation. , D.Ing. (Engineering Management)
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- Authors: Krüger, Louis L.S.J.
- Date: 2019
- Subjects: Industrial management , Information technology - Management , Business enterprises , Continuous improvement process
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/413098 , uj:34789
- Description: Abstract: This thesis addresses innovation of business and management with the purpose of advancing innovation in South Africa. A Design Science Research methodology is utilised to evaluate the current knowledge base of business and management innovation and construct a high level model for Management Innovation that pertains to all management areas of business including technology and innovation management. This thesis evaluates Learn-by-Experimentation (Trial and Error), Van Gundy’s Structured Creative Processes and Mann’s model constructed in practice. The Learn-by-Experimentation is a methodology only suited for physical innovation. The Structured Creative Processes are found to be of a generic nature which is not suitable for Innovation of Business and Management. Mann’s model is a projection of TRIZ onto business and management that addresses a subset of the business areas. The literature study in this thesis showed the identification of innovation opportunities was explicitly addressed by Van Gundy and implicitly treated by Mann. The “General Internet Access” for South Africans, as envisioned in the National Development Plan to stimulate economic growth, has been analysed for systematic innovation potential and did not render the desired outcome. The NDP will require further development to enable systematic innovation. In the course of this research a spiral innovation model for systematic business and management is developed through intensive literature analysis to cover the identified gaps. The model consists of the following steps: 1. Identification 2. Analysis and Definition 3. Select Approach 4. Create Potential Solutions 5. Verify and Validate Solutions 6. Implement the best Verified and Validated Solution with the idea to converge towards an Ideal Final Result. The results of this study is a contribution to the knowledge base of business and management innovation. , D.Ing. (Engineering Management)
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The impact of standard work for leaders in reducing unused employee creativity in lean implementation
- Authors: Mogaramedi, Michael L.
- Date: 2017
- Subjects: Continuous improvement process , Transformational leadership , Enterprise resource planning , Employee motivation , Just-in-time systems
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/243045 , uj:25085
- Description: Abstract: For many years, organisations have studied lean production, and implemented certain aspects of lean in their organisations in efforts to continuously improve. However, lean implementation efforts have neither been successful nor sustainable. This has been primarily attributed to leadership. Furthermore, traditional organisations have not been pursuing the elimination of the eighth lean waste, which is the waste of unused employee creativity. The purpose of this study is to investigate the impact of standard work for leaders in reducing the waste of unused employee creativity during lean implementation. Lean production is not only dependent on the lean tools and techniques, but also on the human elements of lean. These include both the leadership aspects and the employees. Therefore, successful lean implementation is partly dependent on the leadership of the organisations and human creativity embedded in the employees of the organisation. However, the leadership routines and practices that are required for lean are not always defined in various organisations. Furthermore, the extent to which these leadership routines and practices (referred to as standard work for leaders) affect the human creativity of the employees has not been sufficiently explored in literature. Based on the results of the data collected from the case study conducted in an auto manufacturing company, it was determined that whenever employees have been trained in lean, and standard work for leaders has been comprehensively implemented, then the ideas suggested by the workers increased, whereas whenever the employees were not trained in lean, and standard work for leaders has not been implemented comprehensively, the suggested ideas were less. Therefore, it was concluded that standard work for leaders when comprehensively implemented can reduce the waste of unused employee creativity. This research contributes to the current know how within the lean production framework. Organisations that are interested in implementing lean, as well as scholars who are studying lean can benefit from this study. Furthermore, a lean implementation model has been recommended, although it has not been validated. , M.Phil. (Engineering Management)
- Full Text:
- Authors: Mogaramedi, Michael L.
- Date: 2017
- Subjects: Continuous improvement process , Transformational leadership , Enterprise resource planning , Employee motivation , Just-in-time systems
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/243045 , uj:25085
- Description: Abstract: For many years, organisations have studied lean production, and implemented certain aspects of lean in their organisations in efforts to continuously improve. However, lean implementation efforts have neither been successful nor sustainable. This has been primarily attributed to leadership. Furthermore, traditional organisations have not been pursuing the elimination of the eighth lean waste, which is the waste of unused employee creativity. The purpose of this study is to investigate the impact of standard work for leaders in reducing the waste of unused employee creativity during lean implementation. Lean production is not only dependent on the lean tools and techniques, but also on the human elements of lean. These include both the leadership aspects and the employees. Therefore, successful lean implementation is partly dependent on the leadership of the organisations and human creativity embedded in the employees of the organisation. However, the leadership routines and practices that are required for lean are not always defined in various organisations. Furthermore, the extent to which these leadership routines and practices (referred to as standard work for leaders) affect the human creativity of the employees has not been sufficiently explored in literature. Based on the results of the data collected from the case study conducted in an auto manufacturing company, it was determined that whenever employees have been trained in lean, and standard work for leaders has been comprehensively implemented, then the ideas suggested by the workers increased, whereas whenever the employees were not trained in lean, and standard work for leaders has not been implemented comprehensively, the suggested ideas were less. Therefore, it was concluded that standard work for leaders when comprehensively implemented can reduce the waste of unused employee creativity. This research contributes to the current know how within the lean production framework. Organisations that are interested in implementing lean, as well as scholars who are studying lean can benefit from this study. Furthermore, a lean implementation model has been recommended, although it has not been validated. , M.Phil. (Engineering Management)
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