The performance management systems playbook: integrating the ISO 56002 and 56004 standards into your business operations
The objective of the ISO 56002 standard is to provide a framework on how to build an innovation ecosystem that can be sustained over time. Similar to the quality management system that ISO established decades ago, this standard provides instructions related to best practices on how to establish an I...
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| Sprache: | English |
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New York ; London
Routledge
2024
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| Zusammenfassung: | The objective of the ISO 56002 standard is to provide a framework on how to build an innovation ecosystem that can be sustained over time. Similar to the quality management system that ISO established decades ago, this standard provides instructions related to best practices on how to establish an Innovative Management System within an organization. However, it does not provide guidance on how to implement and/or use the standard. The ISO Standard 56004 Innovation Management Assessment was designed to define the maturity level of an organization's Innovation Management System. The primary purpose of most Innovative Management Systems is to process a continuous flow of new and highly creative outputs that will meet external customers' needs and expectations. The users of ISO 56002 and 56004 know that they are "what to do" documents. This book, however, shows you how to do it! Both ISO Standard 56002 and 56004 are focused on improving the organization's innovative management system. This book focuses on how to train employees on how to use the system to add value to the organization's stakeholders. There are no books out on the subject- this book greatly assists managers, business leaders, entrepreneurs, and consultants seeking help in using the innovation management system effectively and efficiently. Essentially, this book presents an effective marriage between the innovative management system and how it will operate when it becomes part of the operating procedures |
| Beschreibung: | xxi, 270 Seiten Illustrationen, Diagramme |
| ISBN: | 9781032537702 9781032537719 |
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| 245 | 1 | 0 | |a The performance management systems playbook |b integrating the ISO 56002 and 56004 standards into your business operations |c H. James Harrington, Frank Voehl |
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| 505 | 8 | |a The Performance Management Systems Playbook PREFACEACKNOWLEDGMENTS ABOUT THE AUTHORSChapter 1: Why Innovate?. In a NutshellIntroduction. Managing Change and Innovation. Introduction to Innovation and Open Development The Role of the Creative Commons. Today's Dilemma. Addressing the "Unaddressable". Factors Affecting Innovation. The Five Types of Innovation. The Three Subcategories of Innovation. TRIZ Five Levels of Innovation. The Doblin Periodic Table of Innovation Elements. Part 1: Four Elements Aligning with the ISC Creation Cycle. Parts 2and 3: Preparationand Production + Delivery. Conclusions Related to Types of Innovations. Common Creativity Innovation Killers. Your Creative and Innovative Powers. The 10 S's. Knowledge Management as a System.. Introduction to Value-Added or Useful Versus Harmful. THE BALANCE BETWEEN USEFUL AND HARMFUL. Orientation of Innovation Management to Future Consumers. | |
| 505 | 8 | |a The Rebirth of the Citizen-Scientist The Eight Fundamental Principles of Innovation Management Ensuring a Balance of Routine and Innovative Management. Barriers to Innovation Change Management. Innovative Change Management Introduction (ICM) Different Approaches to ICM--Five Types of Change AssessmentWhy Businesses Should Care About ISO 56000. How Does ISO 56000 Help Businesses?. The Opportunity Center. Typical Objectives of the Opportunity Center Reinforcing the Opportunity Environment Opportunity Center Summary.Summary. The Innovator's Dilemma 1.1: Crossing the River and Back Again ..... The Innovator's Dilemma 1.2: Is the Glass Half Full or Half Empty?. The Innovator's Dilemma 1.3: Nuts & Bolts Will Drive You Nuts ..... The Innovator's Dilemma 1.4: Cutting the Cake ..... The Innovator's Dilemma 1.5: Heads or Tails ..... The Innovator's Dilemma 1.6: The Prisoner's Dilemma ..... Chapter 2: The Innovation Systems Cycle (ISC) In a Nutshell: Introduction. | |
| 505 | 8 | |a Levels of Innovation Complexity. The Innovation Systems Cycle (ISC) Explained. Phase I - Creation Phase.Innovative Improvement Opportunities. Process Grouping 1 -Opportunity Identification. Inputs to Process Grouping 1. Team Roles and ResponsibilitiesWays to Identify Improvement Opportunities. Application to Your Organization. The Potential IMS Improvement Identification. TOLLGATE I Process Grouping 2 -Opportunity Development. Process Grouping 2: Opportunity Development Activities for Apparent or Minor Opportunities. Process Grouping 2: Opportunity Development Activity Block Diagram for Major Opportunities. Process Grouping 2. Opportunity Development Activity Block Diagram for New Paradigms and Discovery Opportunities Summary of Opportunity Development Process Grouping 3 -Value Proposition. Inputs to Process Grouping 3: Value Proposition. Tollgate II: Concepts Approval. Process Grouping 4 - Concept Validation. | |
| 505 | 8 | |a Process Grouping 4 - Concept Validation - Activity Summary of Phase I - Creation. Phase II: Preparation and Producing. Tollgate III: Project Approval Supports the Business Case Analysis. Process Grouping 5- Business Case Analysis. Inputs, Activities and Outputs of Process Grouping 5 -Business Case Analysis: Business Case Validation. Document Performance and Project Resource Requirements for Each Project/Program.. Summary of Process Grouping 5 -Business Case Analysis and Tollgate III Process Grouping 6 - Resource Management. Inputs to Process Grouping 6 -Resource Management Process Grouping 6- Human Resource Staffing Activity Block Diagram.. Process Grouping 6 -Facilities Resource Management Activity Block Diagram.. Equipment Resource Management Activity Block Diagram.. Process Grouping 6 -Financial Resources Management Activity Block Diagram.. Process Grouping 7 - Documentation. Summary Process Grouping 7 - Documentation. Tollgate IV: Customer Ship Approval. | |
| 505 | 8 | |a Process Grouping 8 - Production. Process Grouping 9 - Marketing, Sales, and Delivery.Typical Marketing Plan Table of ContentsSummary of Process Grouping 9 - Marketing, Sales, and Delivery. Process Grouping 10 - After-Sales Service Activities. Process Grouping 11 - Performance Analysis. Tollgate V: Project Evaluation. Top Five Positive/Negative Innovation Change Impact Measurements. Process Grouping 12 - Transformation. The Innovator's Dilemma 2.1: The Case of the Mayor & the Farmer's Daughter The Innovator's Dilemma 2.2: Saving the Pills ..... The Innovator's Dilemma 2.3: Switching on the Lights ..... Chapter 3: The ISO 56002 Innovation Management Systems Standard and KPIs.In a Nutshell.Introduction to ISO 56002 Innovative Management Systems.Standard and KPIs.KPIs and ISO Systems.Front-line KPIs.Relationship of TIME and ISO 56000 Innovative Management Series.Some IMS Definitions.The 10S Model.More about the ISO 56002 Innovation System Standard. | |
| 505 | 8 | |a Construction of ISO 56002 - Innovation Management System.. Clause 4.0 - Context of the Organization. Clause 5.0 - Leadership.Overview of Clause 5.0 LeadershipClause 6.0 - Planning. Clause 7.0 - Support. Overview Clause 7.0 - Support Clause 8.0 - Operations.Purpose Clause 8.0 -Operations.Overview Clause 8.0 - Operations.Clause 9.0 - Performance Evaluation. Purpose Clause 9.0 - Performance Evaluation. The Two Types of Performance Evaluation. Area Activity Analysis Methodology. Overview of AAA.Summary Performance Evaluation. Management Reviews. Clause 10.0 - Improvement. ISO 56002 Subclause 10.3 Continual Improvement Chapter 4- WhatIs Total Innovation Management Excellence (TIME)?. In a NutshellIntroduction: The Imperative for Innovation.Introduction to TIME.Tier I - Value to Stakeholders. Tier II - Setting the Direction. Tier III - Basic Concepts. Tier IV - The Delivery Processes. Tier V - Organizational Impact. Tier VI - Rewards and Recognition (Shared Value) The TIME Building Blocks. | |
| 505 | 8 | |a BB1: Building Block 1 - The Foundation. BB2: Building Block 2 - Innovative Organizational Assessment BB3: Building Block 3-Innovative Executive Leadership. BB4: Building Block 4- Performance & Cultural Change Management Plan. BB5: Building Block 5- Commitment to Stakeholders' Expectations. BB6: Building Block 6 - Innovative Project Management Systems. BB7: Building Block 7- Innovative Management Participation. BB8: Building Block 8 - Innovative Team Development BB9: Building Block 9 - Individual Creativity, Innovation and Excellence. BB10: Building Block 10 - Innovative Supply Chain Management BB11: Building Block 11 - Innovative Design. BB12: Building Block 12 - Innovative Robotics/Artificial Intelligence. BB13: Building Block 13 - Knowledge Assets ManagementThe Six Phases to Install a KMSBB14: Building Block 14 - Comprehensive Measurement Systems. BB15: Building Block 15 - Innovative Organizational Structure. Summary. The Advantages of a Good IMS. A Word of Caution. | |
| 505 | 8 | |a The Future of Innovation. Chapter 5: ISO 56004 Innovative Management Assessment. In a Nutshell: Introduction to ISO 56004. Seven Basic Principles that Guide Innovation Activities. Eight Basic Principles for an IMS Summarized. Clause 1.0 - Scope. Clause 2.0 -Normative References. Clause 3.0 - Terms and Definitions. Clause 4.0-- | |
| 505 | 8 | |a Reasons for Carrying Out an Innovation Management Assessment. Major Omission. Clause 5.0 Choosing the Innovation Management Assessment Approach. Selecting Assessment Approaches. Prepare with Purpose. Assessment Approaches. Selecting the Most Suitable IMA Approach. Assessment Objectives. The Breath and the Extent of the Assessment Assessment Focus. Expertise Involved in Assessment Clause 6.0 - The Innovation Management Assessment Process. The Innovation Management Assessment Cycle. Clause 7.0 - Prepare the Innovation Management Assessment. Clause 8.0 - Conduct the Innovation Management Assessment. Subclause 8.1 Set Up the Tool(s) Subclause 8.2 Data Collection (Qualitative and Quantitative) and Data Collection Tools. Subclause 8.3 Data analysis. Reference and Comparison. Data Interpretation. Clause 9.0 - Conclude the Innovation Management Assessment. Subclause 9.1 Document Findings. Innovation Management Assessment Check List Based on 56004: 2019. | |
| 505 | 8 | |a Clause 10.0 - Improvement of the Innovation Management Assessment. Subclause 10.1 Recommendations for Improving the Innovative Management Assessment Should Be Recorded After Each IMA. Subclause 10.2 Determine the Roadmap to Enhance Future Innovation Management Assessments. Subclause 10.3 Implement Roadmap Actions. Summary Conclusions. Closing Thoughts. Some Final Thoughts Worth Thinking byH. James Harrington & Frank Voehl. Appendix A: Course Exercises for a TIME Workshop. Appendix B: Answers to The Innovator's Dilemma. Appendix C: List of the Most Used and/or Most Effective Innovative Tools and Methodologies in alphabetical Order. Appendix D. Glossary | |
| 520 | |a The objective of the ISO 56002 standard is to provide a framework on how to build an innovation ecosystem that can be sustained over time. Similar to the quality management system that ISO established decades ago, this standard provides instructions related to best practices on how to establish an Innovative Management System within an organization. However, it does not provide guidance on how to implement and/or use the standard. The ISO Standard 56004 Innovation Management Assessment was designed to define the maturity level of an organization's Innovation Management System. The primary purpose of most Innovative Management Systems is to process a continuous flow of new and highly creative outputs that will meet external customers' needs and expectations. The users of ISO 56002 and 56004 know that they are "what to do" documents. This book, however, shows you how to do it! Both ISO Standard 56002 and 56004 are focused on improving the organization's innovative management system. This book focuses on how to train employees on how to use the system to add value to the organization's stakeholders. There are no books out on the subject- this book greatly assists managers, business leaders, entrepreneurs, and consultants seeking help in using the innovation management system effectively and efficiently. Essentially, this book presents an effective marriage between the innovative management system and how it will operate when it becomes part of the operating procedures | ||
| 650 | 4 | |a Quality control | |
| 650 | 4 | |a Qualité / Contrôle | |
| 650 | 7 | |a quality control |2 aat | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Industries / Manufacturing Industries |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Quality Control |2 bisacsh | |
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| 700 | 1 | |a Voehl, Frank |d 1946- |e Verfasser |0 (DE-588)172822378 |4 aut | |
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| contents | The Performance Management Systems Playbook PREFACEACKNOWLEDGMENTS ABOUT THE AUTHORSChapter 1: Why Innovate?. In a NutshellIntroduction. Managing Change and Innovation. Introduction to Innovation and Open Development The Role of the Creative Commons. Today's Dilemma. Addressing the "Unaddressable". Factors Affecting Innovation. The Five Types of Innovation. The Three Subcategories of Innovation. TRIZ Five Levels of Innovation. The Doblin Periodic Table of Innovation Elements. Part 1: Four Elements Aligning with the ISC Creation Cycle. Parts 2and 3: Preparationand Production + Delivery. Conclusions Related to Types of Innovations. Common Creativity Innovation Killers. Your Creative and Innovative Powers. The 10 S's. Knowledge Management as a System.. Introduction to Value-Added or Useful Versus Harmful. THE BALANCE BETWEEN USEFUL AND HARMFUL. Orientation of Innovation Management to Future Consumers. The Rebirth of the Citizen-Scientist The Eight Fundamental Principles of Innovation Management Ensuring a Balance of Routine and Innovative Management. Barriers to Innovation Change Management. Innovative Change Management Introduction (ICM) Different Approaches to ICM--Five Types of Change AssessmentWhy Businesses Should Care About ISO 56000. How Does ISO 56000 Help Businesses?. The Opportunity Center. Typical Objectives of the Opportunity Center Reinforcing the Opportunity Environment Opportunity Center Summary.Summary. The Innovator's Dilemma 1.1: Crossing the River and Back Again ..... The Innovator's Dilemma 1.2: Is the Glass Half Full or Half Empty?. The Innovator's Dilemma 1.3: Nuts & Bolts Will Drive You Nuts ..... The Innovator's Dilemma 1.4: Cutting the Cake ..... The Innovator's Dilemma 1.5: Heads or Tails ..... The Innovator's Dilemma 1.6: The Prisoner's Dilemma ..... Chapter 2: The Innovation Systems Cycle (ISC) In a Nutshell: Introduction. Levels of Innovation Complexity. The Innovation Systems Cycle (ISC) Explained. Phase I - Creation Phase.Innovative Improvement Opportunities. Process Grouping 1 -Opportunity Identification. Inputs to Process Grouping 1. Team Roles and ResponsibilitiesWays to Identify Improvement Opportunities. Application to Your Organization. The Potential IMS Improvement Identification. TOLLGATE I Process Grouping 2 -Opportunity Development. Process Grouping 2: Opportunity Development Activities for Apparent or Minor Opportunities. Process Grouping 2: Opportunity Development Activity Block Diagram for Major Opportunities. Process Grouping 2. Opportunity Development Activity Block Diagram for New Paradigms and Discovery Opportunities Summary of Opportunity Development Process Grouping 3 -Value Proposition. Inputs to Process Grouping 3: Value Proposition. Tollgate II: Concepts Approval. Process Grouping 4 - Concept Validation. Process Grouping 4 - Concept Validation - Activity Summary of Phase I - Creation. Phase II: Preparation and Producing. Tollgate III: Project Approval Supports the Business Case Analysis. Process Grouping 5- Business Case Analysis. Inputs, Activities and Outputs of Process Grouping 5 -Business Case Analysis: Business Case Validation. Document Performance and Project Resource Requirements for Each Project/Program.. Summary of Process Grouping 5 -Business Case Analysis and Tollgate III Process Grouping 6 - Resource Management. Inputs to Process Grouping 6 -Resource Management Process Grouping 6- Human Resource Staffing Activity Block Diagram.. Process Grouping 6 -Facilities Resource Management Activity Block Diagram.. Equipment Resource Management Activity Block Diagram.. Process Grouping 6 -Financial Resources Management Activity Block Diagram.. Process Grouping 7 - Documentation. Summary Process Grouping 7 - Documentation. Tollgate IV: Customer Ship Approval. Process Grouping 8 - Production. Process Grouping 9 - Marketing, Sales, and Delivery.Typical Marketing Plan Table of ContentsSummary of Process Grouping 9 - Marketing, Sales, and Delivery. Process Grouping 10 - After-Sales Service Activities. Process Grouping 11 - Performance Analysis. Tollgate V: Project Evaluation. Top Five Positive/Negative Innovation Change Impact Measurements. Process Grouping 12 - Transformation. The Innovator's Dilemma 2.1: The Case of the Mayor & the Farmer's Daughter The Innovator's Dilemma 2.2: Saving the Pills ..... The Innovator's Dilemma 2.3: Switching on the Lights ..... Chapter 3: The ISO 56002 Innovation Management Systems Standard and KPIs.In a Nutshell.Introduction to ISO 56002 Innovative Management Systems.Standard and KPIs.KPIs and ISO Systems.Front-line KPIs.Relationship of TIME and ISO 56000 Innovative Management Series.Some IMS Definitions.The 10S Model.More about the ISO 56002 Innovation System Standard. Construction of ISO 56002 - Innovation Management System.. Clause 4.0 - Context of the Organization. Clause 5.0 - Leadership.Overview of Clause 5.0 LeadershipClause 6.0 - Planning. Clause 7.0 - Support. Overview Clause 7.0 - Support Clause 8.0 - Operations.Purpose Clause 8.0 -Operations.Overview Clause 8.0 - Operations.Clause 9.0 - Performance Evaluation. Purpose Clause 9.0 - Performance Evaluation. The Two Types of Performance Evaluation. Area Activity Analysis Methodology. Overview of AAA.Summary Performance Evaluation. Management Reviews. Clause 10.0 - Improvement. ISO 56002 Subclause 10.3 Continual Improvement Chapter 4- WhatIs Total Innovation Management Excellence (TIME)?. In a NutshellIntroduction: The Imperative for Innovation.Introduction to TIME.Tier I - Value to Stakeholders. Tier II - Setting the Direction. Tier III - Basic Concepts. Tier IV - The Delivery Processes. Tier V - Organizational Impact. Tier VI - Rewards and Recognition (Shared Value) The TIME Building Blocks. BB1: Building Block 1 - The Foundation. BB2: Building Block 2 - Innovative Organizational Assessment BB3: Building Block 3-Innovative Executive Leadership. BB4: Building Block 4- Performance & Cultural Change Management Plan. BB5: Building Block 5- Commitment to Stakeholders' Expectations. BB6: Building Block 6 - Innovative Project Management Systems. BB7: Building Block 7- Innovative Management Participation. BB8: Building Block 8 - Innovative Team Development BB9: Building Block 9 - Individual Creativity, Innovation and Excellence. BB10: Building Block 10 - Innovative Supply Chain Management BB11: Building Block 11 - Innovative Design. BB12: Building Block 12 - Innovative Robotics/Artificial Intelligence. BB13: Building Block 13 - Knowledge Assets ManagementThe Six Phases to Install a KMSBB14: Building Block 14 - Comprehensive Measurement Systems. BB15: Building Block 15 - Innovative Organizational Structure. Summary. The Advantages of a Good IMS. A Word of Caution. The Future of Innovation. Chapter 5: ISO 56004 Innovative Management Assessment. In a Nutshell: Introduction to ISO 56004. Seven Basic Principles that Guide Innovation Activities. Eight Basic Principles for an IMS Summarized. Clause 1.0 - Scope. Clause 2.0 -Normative References. Clause 3.0 - Terms and Definitions. Clause 4.0-- Reasons for Carrying Out an Innovation Management Assessment. Major Omission. Clause 5.0 Choosing the Innovation Management Assessment Approach. Selecting Assessment Approaches. Prepare with Purpose. Assessment Approaches. Selecting the Most Suitable IMA Approach. Assessment Objectives. The Breath and the Extent of the Assessment Assessment Focus. Expertise Involved in Assessment Clause 6.0 - The Innovation Management Assessment Process. The Innovation Management Assessment Cycle. Clause 7.0 - Prepare the Innovation Management Assessment. Clause 8.0 - Conduct the Innovation Management Assessment. Subclause 8.1 Set Up the Tool(s) Subclause 8.2 Data Collection (Qualitative and Quantitative) and Data Collection Tools. Subclause 8.3 Data analysis. Reference and Comparison. Data Interpretation. Clause 9.0 - Conclude the Innovation Management Assessment. Subclause 9.1 Document Findings. Innovation Management Assessment Check List Based on 56004: 2019. Clause 10.0 - Improvement of the Innovation Management Assessment. Subclause 10.1 Recommendations for Improving the Innovative Management Assessment Should Be Recorded After Each IMA. Subclause 10.2 Determine the Roadmap to Enhance Future Innovation Management Assessments. Subclause 10.3 Implement Roadmap Actions. Summary Conclusions. Closing Thoughts. Some Final Thoughts Worth Thinking byH. James Harrington & Frank Voehl. Appendix A: Course Exercises for a TIME Workshop. Appendix B: Answers to The Innovator's Dilemma. Appendix C: List of the Most Used and/or Most Effective Innovative Tools and Methodologies in alphabetical Order. Appendix D. Glossary |
| ctrlnum | (OCoLC)1437846353 (DE-599)BVBBV049676951 |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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James Harrington, Frank Voehl</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">New York ; London</subfield><subfield code="b">Routledge</subfield><subfield code="c">2024</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">xxi, 270 Seiten</subfield><subfield code="b">Illustrationen, Diagramme</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Performance Management Systems Playbook PREFACEACKNOWLEDGMENTS ABOUT THE AUTHORSChapter 1: Why Innovate?. In a NutshellIntroduction. Managing Change and Innovation. 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Phase I - Creation Phase.Innovative Improvement Opportunities. Process Grouping 1 -Opportunity Identification. Inputs to Process Grouping 1. Team Roles and ResponsibilitiesWays to Identify Improvement Opportunities. Application to Your Organization. The Potential IMS Improvement Identification. TOLLGATE I Process Grouping 2 -Opportunity Development. Process Grouping 2: Opportunity Development Activities for Apparent or Minor Opportunities. Process Grouping 2: Opportunity Development Activity Block Diagram for Major Opportunities. Process Grouping 2. Opportunity Development Activity Block Diagram for New Paradigms and Discovery Opportunities Summary of Opportunity Development Process Grouping 3 -Value Proposition. Inputs to Process Grouping 3: Value Proposition. Tollgate II: Concepts Approval. Process Grouping 4 - Concept Validation.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Process Grouping 4 - Concept Validation - Activity Summary of Phase I - Creation. Phase II: Preparation and Producing. Tollgate III: Project Approval Supports the Business Case Analysis. Process Grouping 5- Business Case Analysis. Inputs, Activities and Outputs of Process Grouping 5 -Business Case Analysis: Business Case Validation. Document Performance and Project Resource Requirements for Each Project/Program.. Summary of Process Grouping 5 -Business Case Analysis and Tollgate III Process Grouping 6 - Resource Management. Inputs to Process Grouping 6 -Resource Management Process Grouping 6- Human Resource Staffing Activity Block Diagram.. Process Grouping 6 -Facilities Resource Management Activity Block Diagram.. Equipment Resource Management Activity Block Diagram.. Process Grouping 6 -Financial Resources Management Activity Block Diagram.. Process Grouping 7 - Documentation. Summary Process Grouping 7 - Documentation. Tollgate IV: Customer Ship Approval.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Process Grouping 8 - Production. Process Grouping 9 - Marketing, Sales, and Delivery.Typical Marketing Plan Table of ContentsSummary of Process Grouping 9 - Marketing, Sales, and Delivery. Process Grouping 10 - After-Sales Service Activities. Process Grouping 11 - Performance Analysis. Tollgate V: Project Evaluation. Top Five Positive/Negative Innovation Change Impact Measurements. Process Grouping 12 - Transformation. The Innovator's Dilemma 2.1: The Case of the Mayor & the Farmer's Daughter The Innovator's Dilemma 2.2: Saving the Pills ..... The Innovator's Dilemma 2.3: Switching on the Lights ..... Chapter 3: The ISO 56002 Innovation Management Systems Standard and KPIs.In a Nutshell.Introduction to ISO 56002 Innovative Management Systems.Standard and KPIs.KPIs and ISO Systems.Front-line KPIs.Relationship of TIME and ISO 56000 Innovative Management Series.Some IMS Definitions.The 10S Model.More about the ISO 56002 Innovation System Standard.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Construction of ISO 56002 - Innovation Management System.. Clause 4.0 - Context of the Organization. Clause 5.0 - Leadership.Overview of Clause 5.0 LeadershipClause 6.0 - Planning. Clause 7.0 - Support. Overview Clause 7.0 - Support Clause 8.0 - Operations.Purpose Clause 8.0 -Operations.Overview Clause 8.0 - Operations.Clause 9.0 - Performance Evaluation. Purpose Clause 9.0 - Performance Evaluation. The Two Types of Performance Evaluation. Area Activity Analysis Methodology. Overview of AAA.Summary Performance Evaluation. Management Reviews. Clause 10.0 - Improvement. ISO 56002 Subclause 10.3 Continual Improvement Chapter 4- WhatIs Total Innovation Management Excellence (TIME)?. In a NutshellIntroduction: The Imperative for Innovation.Introduction to TIME.Tier I - Value to Stakeholders. Tier II - Setting the Direction. Tier III - Basic Concepts. Tier IV - The Delivery Processes. Tier V - Organizational Impact. Tier VI - Rewards and Recognition (Shared Value) The TIME Building Blocks.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">BB1: Building Block 1 - The Foundation. BB2: Building Block 2 - Innovative Organizational Assessment BB3: Building Block 3-Innovative Executive Leadership. BB4: Building Block 4- Performance & Cultural Change Management Plan. BB5: Building Block 5- Commitment to Stakeholders' Expectations. BB6: Building Block 6 - Innovative Project Management Systems. BB7: Building Block 7- Innovative Management Participation. BB8: Building Block 8 - Innovative Team Development BB9: Building Block 9 - Individual Creativity, Innovation and Excellence. BB10: Building Block 10 - Innovative Supply Chain Management BB11: Building Block 11 - Innovative Design. BB12: Building Block 12 - Innovative Robotics/Artificial Intelligence. BB13: Building Block 13 - Knowledge Assets ManagementThe Six Phases to Install a KMSBB14: Building Block 14 - Comprehensive Measurement Systems. BB15: Building Block 15 - Innovative Organizational Structure. Summary. The Advantages of a Good IMS. A Word of Caution.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Future of Innovation. Chapter 5: ISO 56004 Innovative Management Assessment. In a Nutshell: Introduction to ISO 56004. Seven Basic Principles that Guide Innovation Activities. Eight Basic Principles for an IMS Summarized. Clause 1.0 - Scope. Clause 2.0 -Normative References. Clause 3.0 - Terms and Definitions. Clause 4.0--</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Reasons for Carrying Out an Innovation Management Assessment. Major Omission. Clause 5.0 Choosing the Innovation Management Assessment Approach. Selecting Assessment Approaches. Prepare with Purpose. Assessment Approaches. Selecting the Most Suitable IMA Approach. Assessment Objectives. The Breath and the Extent of the Assessment Assessment Focus. Expertise Involved in Assessment Clause 6.0 - The Innovation Management Assessment Process. The Innovation Management Assessment Cycle. Clause 7.0 - Prepare the Innovation Management Assessment. Clause 8.0 - Conduct the Innovation Management Assessment. Subclause 8.1 Set Up the Tool(s) Subclause 8.2 Data Collection (Qualitative and Quantitative) and Data Collection Tools. Subclause 8.3 Data analysis. Reference and Comparison. Data Interpretation. Clause 9.0 - Conclude the Innovation Management Assessment. Subclause 9.1 Document Findings. Innovation Management Assessment Check List Based on 56004: 2019.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Clause 10.0 - Improvement of the Innovation Management Assessment. Subclause 10.1 Recommendations for Improving the Innovative Management Assessment Should Be Recorded After Each IMA. Subclause 10.2 Determine the Roadmap to Enhance Future Innovation Management Assessments. Subclause 10.3 Implement Roadmap Actions. Summary Conclusions. Closing Thoughts. Some Final Thoughts Worth Thinking byH. James Harrington & Frank Voehl. Appendix A: Course Exercises for a TIME Workshop. Appendix B: Answers to The Innovator's Dilemma. Appendix C: List of the Most Used and/or Most Effective Innovative Tools and Methodologies in alphabetical Order. Appendix D. Glossary</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The objective of the ISO 56002 standard is to provide a framework on how to build an innovation ecosystem that can be sustained over time. Similar to the quality management system that ISO established decades ago, this standard provides instructions related to best practices on how to establish an Innovative Management System within an organization. However, it does not provide guidance on how to implement and/or use the standard. The ISO Standard 56004 Innovation Management Assessment was designed to define the maturity level of an organization's Innovation Management System. The primary purpose of most Innovative Management Systems is to process a continuous flow of new and highly creative outputs that will meet external customers' needs and expectations. The users of ISO 56002 and 56004 know that they are "what to do" documents. This book, however, shows you how to do it! Both ISO Standard 56002 and 56004 are focused on improving the organization's innovative management system. This book focuses on how to train employees on how to use the system to add value to the organization's stakeholders. There are no books out on the subject- this book greatly assists managers, business leaders, entrepreneurs, and consultants seeking help in using the innovation management system effectively and efficiently. Essentially, this book presents an effective marriage between the innovative management system and how it will operate when it becomes part of the operating procedures</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Quality control</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Qualité / Contrôle</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">quality control</subfield><subfield code="2">aat</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS / Industries / Manufacturing Industries</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS / Quality Control</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">TECHNOLOGY / Manufacturing</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Voehl, Frank</subfield><subfield code="d">1946-</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)172822378</subfield><subfield code="4">aut</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Online-Ausgabe</subfield><subfield code="z">978-1-003-41350-9</subfield></datafield></record></collection> |
| id | DE-604.BV049676951 |
| illustrated | Illustrated |
| indexdate | 2024-07-20T07:30:30Z |
| institution | BVB |
| isbn | 9781032537702 9781032537719 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035019835 |
| oclc_num | 1437846353 |
| open_access_boolean | |
| owner | DE-1050 |
| owner_facet | DE-1050 |
| physical | xxi, 270 Seiten Illustrationen, Diagramme |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Routledge |
| record_format | marc |
| spelling | Harrington, H. James Verfasser (DE-588)138543259 aut The performance management systems playbook integrating the ISO 56002 and 56004 standards into your business operations H. James Harrington, Frank Voehl New York ; London Routledge 2024 xxi, 270 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier The Performance Management Systems Playbook PREFACEACKNOWLEDGMENTS ABOUT THE AUTHORSChapter 1: Why Innovate?. In a NutshellIntroduction. Managing Change and Innovation. Introduction to Innovation and Open Development The Role of the Creative Commons. Today's Dilemma. Addressing the "Unaddressable". Factors Affecting Innovation. The Five Types of Innovation. The Three Subcategories of Innovation. TRIZ Five Levels of Innovation. The Doblin Periodic Table of Innovation Elements. Part 1: Four Elements Aligning with the ISC Creation Cycle. Parts 2and 3: Preparationand Production + Delivery. Conclusions Related to Types of Innovations. Common Creativity Innovation Killers. Your Creative and Innovative Powers. The 10 S's. Knowledge Management as a System.. Introduction to Value-Added or Useful Versus Harmful. THE BALANCE BETWEEN USEFUL AND HARMFUL. Orientation of Innovation Management to Future Consumers. The Rebirth of the Citizen-Scientist The Eight Fundamental Principles of Innovation Management Ensuring a Balance of Routine and Innovative Management. Barriers to Innovation Change Management. Innovative Change Management Introduction (ICM) Different Approaches to ICM--Five Types of Change AssessmentWhy Businesses Should Care About ISO 56000. How Does ISO 56000 Help Businesses?. The Opportunity Center. Typical Objectives of the Opportunity Center Reinforcing the Opportunity Environment Opportunity Center Summary.Summary. The Innovator's Dilemma 1.1: Crossing the River and Back Again ..... The Innovator's Dilemma 1.2: Is the Glass Half Full or Half Empty?. The Innovator's Dilemma 1.3: Nuts & Bolts Will Drive You Nuts ..... The Innovator's Dilemma 1.4: Cutting the Cake ..... The Innovator's Dilemma 1.5: Heads or Tails ..... The Innovator's Dilemma 1.6: The Prisoner's Dilemma ..... Chapter 2: The Innovation Systems Cycle (ISC) In a Nutshell: Introduction. Levels of Innovation Complexity. The Innovation Systems Cycle (ISC) Explained. Phase I - Creation Phase.Innovative Improvement Opportunities. Process Grouping 1 -Opportunity Identification. Inputs to Process Grouping 1. Team Roles and ResponsibilitiesWays to Identify Improvement Opportunities. Application to Your Organization. The Potential IMS Improvement Identification. TOLLGATE I Process Grouping 2 -Opportunity Development. Process Grouping 2: Opportunity Development Activities for Apparent or Minor Opportunities. Process Grouping 2: Opportunity Development Activity Block Diagram for Major Opportunities. Process Grouping 2. Opportunity Development Activity Block Diagram for New Paradigms and Discovery Opportunities Summary of Opportunity Development Process Grouping 3 -Value Proposition. Inputs to Process Grouping 3: Value Proposition. Tollgate II: Concepts Approval. Process Grouping 4 - Concept Validation. Process Grouping 4 - Concept Validation - Activity Summary of Phase I - Creation. Phase II: Preparation and Producing. Tollgate III: Project Approval Supports the Business Case Analysis. Process Grouping 5- Business Case Analysis. Inputs, Activities and Outputs of Process Grouping 5 -Business Case Analysis: Business Case Validation. Document Performance and Project Resource Requirements for Each Project/Program.. Summary of Process Grouping 5 -Business Case Analysis and Tollgate III Process Grouping 6 - Resource Management. Inputs to Process Grouping 6 -Resource Management Process Grouping 6- Human Resource Staffing Activity Block Diagram.. Process Grouping 6 -Facilities Resource Management Activity Block Diagram.. Equipment Resource Management Activity Block Diagram.. Process Grouping 6 -Financial Resources Management Activity Block Diagram.. Process Grouping 7 - Documentation. Summary Process Grouping 7 - Documentation. Tollgate IV: Customer Ship Approval. Process Grouping 8 - Production. Process Grouping 9 - Marketing, Sales, and Delivery.Typical Marketing Plan Table of ContentsSummary of Process Grouping 9 - Marketing, Sales, and Delivery. Process Grouping 10 - After-Sales Service Activities. Process Grouping 11 - Performance Analysis. Tollgate V: Project Evaluation. Top Five Positive/Negative Innovation Change Impact Measurements. Process Grouping 12 - Transformation. The Innovator's Dilemma 2.1: The Case of the Mayor & the Farmer's Daughter The Innovator's Dilemma 2.2: Saving the Pills ..... The Innovator's Dilemma 2.3: Switching on the Lights ..... Chapter 3: The ISO 56002 Innovation Management Systems Standard and KPIs.In a Nutshell.Introduction to ISO 56002 Innovative Management Systems.Standard and KPIs.KPIs and ISO Systems.Front-line KPIs.Relationship of TIME and ISO 56000 Innovative Management Series.Some IMS Definitions.The 10S Model.More about the ISO 56002 Innovation System Standard. Construction of ISO 56002 - Innovation Management System.. Clause 4.0 - Context of the Organization. Clause 5.0 - Leadership.Overview of Clause 5.0 LeadershipClause 6.0 - Planning. Clause 7.0 - Support. Overview Clause 7.0 - Support Clause 8.0 - Operations.Purpose Clause 8.0 -Operations.Overview Clause 8.0 - Operations.Clause 9.0 - Performance Evaluation. Purpose Clause 9.0 - Performance Evaluation. The Two Types of Performance Evaluation. Area Activity Analysis Methodology. Overview of AAA.Summary Performance Evaluation. Management Reviews. Clause 10.0 - Improvement. ISO 56002 Subclause 10.3 Continual Improvement Chapter 4- WhatIs Total Innovation Management Excellence (TIME)?. In a NutshellIntroduction: The Imperative for Innovation.Introduction to TIME.Tier I - Value to Stakeholders. Tier II - Setting the Direction. Tier III - Basic Concepts. Tier IV - The Delivery Processes. Tier V - Organizational Impact. Tier VI - Rewards and Recognition (Shared Value) The TIME Building Blocks. BB1: Building Block 1 - The Foundation. BB2: Building Block 2 - Innovative Organizational Assessment BB3: Building Block 3-Innovative Executive Leadership. BB4: Building Block 4- Performance & Cultural Change Management Plan. BB5: Building Block 5- Commitment to Stakeholders' Expectations. BB6: Building Block 6 - Innovative Project Management Systems. BB7: Building Block 7- Innovative Management Participation. BB8: Building Block 8 - Innovative Team Development BB9: Building Block 9 - Individual Creativity, Innovation and Excellence. BB10: Building Block 10 - Innovative Supply Chain Management BB11: Building Block 11 - Innovative Design. BB12: Building Block 12 - Innovative Robotics/Artificial Intelligence. BB13: Building Block 13 - Knowledge Assets ManagementThe Six Phases to Install a KMSBB14: Building Block 14 - Comprehensive Measurement Systems. BB15: Building Block 15 - Innovative Organizational Structure. Summary. The Advantages of a Good IMS. A Word of Caution. The Future of Innovation. Chapter 5: ISO 56004 Innovative Management Assessment. In a Nutshell: Introduction to ISO 56004. Seven Basic Principles that Guide Innovation Activities. Eight Basic Principles for an IMS Summarized. Clause 1.0 - Scope. Clause 2.0 -Normative References. Clause 3.0 - Terms and Definitions. Clause 4.0-- Reasons for Carrying Out an Innovation Management Assessment. Major Omission. Clause 5.0 Choosing the Innovation Management Assessment Approach. Selecting Assessment Approaches. Prepare with Purpose. Assessment Approaches. Selecting the Most Suitable IMA Approach. Assessment Objectives. The Breath and the Extent of the Assessment Assessment Focus. Expertise Involved in Assessment Clause 6.0 - The Innovation Management Assessment Process. The Innovation Management Assessment Cycle. Clause 7.0 - Prepare the Innovation Management Assessment. Clause 8.0 - Conduct the Innovation Management Assessment. Subclause 8.1 Set Up the Tool(s) Subclause 8.2 Data Collection (Qualitative and Quantitative) and Data Collection Tools. Subclause 8.3 Data analysis. Reference and Comparison. Data Interpretation. Clause 9.0 - Conclude the Innovation Management Assessment. Subclause 9.1 Document Findings. Innovation Management Assessment Check List Based on 56004: 2019. Clause 10.0 - Improvement of the Innovation Management Assessment. Subclause 10.1 Recommendations for Improving the Innovative Management Assessment Should Be Recorded After Each IMA. Subclause 10.2 Determine the Roadmap to Enhance Future Innovation Management Assessments. Subclause 10.3 Implement Roadmap Actions. Summary Conclusions. Closing Thoughts. Some Final Thoughts Worth Thinking byH. James Harrington & Frank Voehl. Appendix A: Course Exercises for a TIME Workshop. Appendix B: Answers to The Innovator's Dilemma. Appendix C: List of the Most Used and/or Most Effective Innovative Tools and Methodologies in alphabetical Order. Appendix D. Glossary The objective of the ISO 56002 standard is to provide a framework on how to build an innovation ecosystem that can be sustained over time. Similar to the quality management system that ISO established decades ago, this standard provides instructions related to best practices on how to establish an Innovative Management System within an organization. However, it does not provide guidance on how to implement and/or use the standard. The ISO Standard 56004 Innovation Management Assessment was designed to define the maturity level of an organization's Innovation Management System. The primary purpose of most Innovative Management Systems is to process a continuous flow of new and highly creative outputs that will meet external customers' needs and expectations. The users of ISO 56002 and 56004 know that they are "what to do" documents. This book, however, shows you how to do it! Both ISO Standard 56002 and 56004 are focused on improving the organization's innovative management system. This book focuses on how to train employees on how to use the system to add value to the organization's stakeholders. There are no books out on the subject- this book greatly assists managers, business leaders, entrepreneurs, and consultants seeking help in using the innovation management system effectively and efficiently. Essentially, this book presents an effective marriage between the innovative management system and how it will operate when it becomes part of the operating procedures Quality control Qualité / Contrôle quality control aat BUSINESS & ECONOMICS / Industries / Manufacturing Industries bisacsh BUSINESS & ECONOMICS / Quality Control bisacsh TECHNOLOGY / Manufacturing bisacsh Voehl, Frank 1946- Verfasser (DE-588)172822378 aut Erscheint auch als Online-Ausgabe 978-1-003-41350-9 |
| spellingShingle | Harrington, H. James Voehl, Frank 1946- The performance management systems playbook integrating the ISO 56002 and 56004 standards into your business operations The Performance Management Systems Playbook PREFACEACKNOWLEDGMENTS ABOUT THE AUTHORSChapter 1: Why Innovate?. In a NutshellIntroduction. Managing Change and Innovation. Introduction to Innovation and Open Development The Role of the Creative Commons. Today's Dilemma. Addressing the "Unaddressable". Factors Affecting Innovation. The Five Types of Innovation. The Three Subcategories of Innovation. TRIZ Five Levels of Innovation. The Doblin Periodic Table of Innovation Elements. Part 1: Four Elements Aligning with the ISC Creation Cycle. Parts 2and 3: Preparationand Production + Delivery. Conclusions Related to Types of Innovations. Common Creativity Innovation Killers. Your Creative and Innovative Powers. The 10 S's. Knowledge Management as a System.. Introduction to Value-Added or Useful Versus Harmful. THE BALANCE BETWEEN USEFUL AND HARMFUL. Orientation of Innovation Management to Future Consumers. The Rebirth of the Citizen-Scientist The Eight Fundamental Principles of Innovation Management Ensuring a Balance of Routine and Innovative Management. Barriers to Innovation Change Management. Innovative Change Management Introduction (ICM) Different Approaches to ICM--Five Types of Change AssessmentWhy Businesses Should Care About ISO 56000. How Does ISO 56000 Help Businesses?. The Opportunity Center. Typical Objectives of the Opportunity Center Reinforcing the Opportunity Environment Opportunity Center Summary.Summary. The Innovator's Dilemma 1.1: Crossing the River and Back Again ..... The Innovator's Dilemma 1.2: Is the Glass Half Full or Half Empty?. The Innovator's Dilemma 1.3: Nuts & Bolts Will Drive You Nuts ..... The Innovator's Dilemma 1.4: Cutting the Cake ..... The Innovator's Dilemma 1.5: Heads or Tails ..... The Innovator's Dilemma 1.6: The Prisoner's Dilemma ..... Chapter 2: The Innovation Systems Cycle (ISC) In a Nutshell: Introduction. Levels of Innovation Complexity. The Innovation Systems Cycle (ISC) Explained. Phase I - Creation Phase.Innovative Improvement Opportunities. Process Grouping 1 -Opportunity Identification. Inputs to Process Grouping 1. Team Roles and ResponsibilitiesWays to Identify Improvement Opportunities. Application to Your Organization. The Potential IMS Improvement Identification. TOLLGATE I Process Grouping 2 -Opportunity Development. Process Grouping 2: Opportunity Development Activities for Apparent or Minor Opportunities. Process Grouping 2: Opportunity Development Activity Block Diagram for Major Opportunities. Process Grouping 2. Opportunity Development Activity Block Diagram for New Paradigms and Discovery Opportunities Summary of Opportunity Development Process Grouping 3 -Value Proposition. Inputs to Process Grouping 3: Value Proposition. Tollgate II: Concepts Approval. Process Grouping 4 - Concept Validation. Process Grouping 4 - Concept Validation - Activity Summary of Phase I - Creation. Phase II: Preparation and Producing. Tollgate III: Project Approval Supports the Business Case Analysis. Process Grouping 5- Business Case Analysis. Inputs, Activities and Outputs of Process Grouping 5 -Business Case Analysis: Business Case Validation. Document Performance and Project Resource Requirements for Each Project/Program.. Summary of Process Grouping 5 -Business Case Analysis and Tollgate III Process Grouping 6 - Resource Management. Inputs to Process Grouping 6 -Resource Management Process Grouping 6- Human Resource Staffing Activity Block Diagram.. Process Grouping 6 -Facilities Resource Management Activity Block Diagram.. Equipment Resource Management Activity Block Diagram.. Process Grouping 6 -Financial Resources Management Activity Block Diagram.. Process Grouping 7 - Documentation. Summary Process Grouping 7 - Documentation. Tollgate IV: Customer Ship Approval. Process Grouping 8 - Production. Process Grouping 9 - Marketing, Sales, and Delivery.Typical Marketing Plan Table of ContentsSummary of Process Grouping 9 - Marketing, Sales, and Delivery. Process Grouping 10 - After-Sales Service Activities. Process Grouping 11 - Performance Analysis. Tollgate V: Project Evaluation. Top Five Positive/Negative Innovation Change Impact Measurements. Process Grouping 12 - Transformation. The Innovator's Dilemma 2.1: The Case of the Mayor & the Farmer's Daughter The Innovator's Dilemma 2.2: Saving the Pills ..... The Innovator's Dilemma 2.3: Switching on the Lights ..... Chapter 3: The ISO 56002 Innovation Management Systems Standard and KPIs.In a Nutshell.Introduction to ISO 56002 Innovative Management Systems.Standard and KPIs.KPIs and ISO Systems.Front-line KPIs.Relationship of TIME and ISO 56000 Innovative Management Series.Some IMS Definitions.The 10S Model.More about the ISO 56002 Innovation System Standard. Construction of ISO 56002 - Innovation Management System.. Clause 4.0 - Context of the Organization. Clause 5.0 - Leadership.Overview of Clause 5.0 LeadershipClause 6.0 - Planning. Clause 7.0 - Support. Overview Clause 7.0 - Support Clause 8.0 - Operations.Purpose Clause 8.0 -Operations.Overview Clause 8.0 - Operations.Clause 9.0 - Performance Evaluation. Purpose Clause 9.0 - Performance Evaluation. The Two Types of Performance Evaluation. Area Activity Analysis Methodology. Overview of AAA.Summary Performance Evaluation. Management Reviews. Clause 10.0 - Improvement. ISO 56002 Subclause 10.3 Continual Improvement Chapter 4- WhatIs Total Innovation Management Excellence (TIME)?. In a NutshellIntroduction: The Imperative for Innovation.Introduction to TIME.Tier I - Value to Stakeholders. Tier II - Setting the Direction. Tier III - Basic Concepts. Tier IV - The Delivery Processes. Tier V - Organizational Impact. Tier VI - Rewards and Recognition (Shared Value) The TIME Building Blocks. BB1: Building Block 1 - The Foundation. BB2: Building Block 2 - Innovative Organizational Assessment BB3: Building Block 3-Innovative Executive Leadership. BB4: Building Block 4- Performance & Cultural Change Management Plan. BB5: Building Block 5- Commitment to Stakeholders' Expectations. BB6: Building Block 6 - Innovative Project Management Systems. BB7: Building Block 7- Innovative Management Participation. BB8: Building Block 8 - Innovative Team Development BB9: Building Block 9 - Individual Creativity, Innovation and Excellence. BB10: Building Block 10 - Innovative Supply Chain Management BB11: Building Block 11 - Innovative Design. BB12: Building Block 12 - Innovative Robotics/Artificial Intelligence. BB13: Building Block 13 - Knowledge Assets ManagementThe Six Phases to Install a KMSBB14: Building Block 14 - Comprehensive Measurement Systems. BB15: Building Block 15 - Innovative Organizational Structure. Summary. The Advantages of a Good IMS. A Word of Caution. The Future of Innovation. Chapter 5: ISO 56004 Innovative Management Assessment. In a Nutshell: Introduction to ISO 56004. Seven Basic Principles that Guide Innovation Activities. Eight Basic Principles for an IMS Summarized. Clause 1.0 - Scope. Clause 2.0 -Normative References. Clause 3.0 - Terms and Definitions. Clause 4.0-- Reasons for Carrying Out an Innovation Management Assessment. Major Omission. Clause 5.0 Choosing the Innovation Management Assessment Approach. Selecting Assessment Approaches. Prepare with Purpose. Assessment Approaches. Selecting the Most Suitable IMA Approach. Assessment Objectives. The Breath and the Extent of the Assessment Assessment Focus. Expertise Involved in Assessment Clause 6.0 - The Innovation Management Assessment Process. The Innovation Management Assessment Cycle. Clause 7.0 - Prepare the Innovation Management Assessment. Clause 8.0 - Conduct the Innovation Management Assessment. Subclause 8.1 Set Up the Tool(s) Subclause 8.2 Data Collection (Qualitative and Quantitative) and Data Collection Tools. Subclause 8.3 Data analysis. Reference and Comparison. Data Interpretation. Clause 9.0 - Conclude the Innovation Management Assessment. Subclause 9.1 Document Findings. Innovation Management Assessment Check List Based on 56004: 2019. Clause 10.0 - Improvement of the Innovation Management Assessment. Subclause 10.1 Recommendations for Improving the Innovative Management Assessment Should Be Recorded After Each IMA. Subclause 10.2 Determine the Roadmap to Enhance Future Innovation Management Assessments. Subclause 10.3 Implement Roadmap Actions. Summary Conclusions. Closing Thoughts. Some Final Thoughts Worth Thinking byH. James Harrington & Frank Voehl. Appendix A: Course Exercises for a TIME Workshop. Appendix B: Answers to The Innovator's Dilemma. Appendix C: List of the Most Used and/or Most Effective Innovative Tools and Methodologies in alphabetical Order. Appendix D. Glossary Quality control Qualité / Contrôle quality control aat BUSINESS & ECONOMICS / Industries / Manufacturing Industries bisacsh BUSINESS & ECONOMICS / Quality Control bisacsh TECHNOLOGY / Manufacturing bisacsh |
| title | The performance management systems playbook integrating the ISO 56002 and 56004 standards into your business operations |
| title_auth | The performance management systems playbook integrating the ISO 56002 and 56004 standards into your business operations |
| title_exact_search | The performance management systems playbook integrating the ISO 56002 and 56004 standards into your business operations |
| title_full | The performance management systems playbook integrating the ISO 56002 and 56004 standards into your business operations H. James Harrington, Frank Voehl |
| title_fullStr | The performance management systems playbook integrating the ISO 56002 and 56004 standards into your business operations H. James Harrington, Frank Voehl |
| title_full_unstemmed | The performance management systems playbook integrating the ISO 56002 and 56004 standards into your business operations H. James Harrington, Frank Voehl |
| title_short | The performance management systems playbook |
| title_sort | the performance management systems playbook integrating the iso 56002 and 56004 standards into your business operations |
| title_sub | integrating the ISO 56002 and 56004 standards into your business operations |
| topic | Quality control Qualité / Contrôle quality control aat BUSINESS & ECONOMICS / Industries / Manufacturing Industries bisacsh BUSINESS & ECONOMICS / Quality Control bisacsh TECHNOLOGY / Manufacturing bisacsh |
| topic_facet | Quality control Qualité / Contrôle quality control BUSINESS & ECONOMICS / Industries / Manufacturing Industries BUSINESS & ECONOMICS / Quality Control TECHNOLOGY / Manufacturing |
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