The Innovation Systems Cycle Simplifying and Incorporating the Guidelines of the ISO 56002 Standard and Best Practices 1st Edition by James Harrington, Frank Voehl ISBN 9781000693225 1000693228
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Product details:
ISBN 10: 1000693228
ISBN 13: 9781000693225
Author: James Harrington, Frank Voehl
The Innovation Systems Cycle Simplifying and Incorporating the Guidelines of the ISO 56002 Standard and Best Practices 1st Edition Table of contents:
Chapter 1. Mind Expander’s Exercise
Recognition and Comments
Chapter 2 The Creative and Innovative Story
Introduction
Keeping Up with the Competition
His Highness Sheikh Mohammed Bin Rashid’s Vision: UAE’s National Innovation Strategy
The 5 “I Do It” Phases
Where, or Where, Did Our Creativity Go?
“The 6 Must Be Willing to”—The Black Knight of Innovation Conditions
The Shark Tank
The 3 Reasons for Lack of Creativity Dilemma
Education through Memorization of Facts
The 4 Reasons for Being Stimulated
Lack of Creativity Exercise
Avoiding Risk
How do you Know you are Creative?
Key Issues Calling for Creativity
The 12 Idea Evaluation Questions—Is It Good or Is It Bad?
Rising above the Immediate
The 5 Creativity Myths
The 13 Truths about Creativity
The 12 Creativity Killers
The 13 Rules for Individuals to Become More Creative
The 5 Discovery Skills for Breakthrough
The 8 Foundations for Your Ideas
Harnessing Infinity: Developing Creative Focus
The 2 Creativity Levels
The 4 Styles of Creativity
Structured Creativity
Nonlinear Creativity
Provoked Creativity
Aha Creativity
Design Thinking
The 5 Questions to Maximize Any Creative Effort
The 3 Thinking Styles
Using Creativity in an Organization
The 4 Resources to Consider
Knowledge Management Overview
Setting Direction
Planning
Doing
Evaluating
The 30 Impact Results
Key Points to Developing Aha Solutions
Thinking Outside the Box
The World is Changing Rapidly
Worker Evolution
The 6 Parts of the Value Chain
The 5-Phase Process Cycle
Innovative Packaging
Summary of Chapter 2
The 3 Ways to Improve Our Middle Class
Things to Remember
The 10 Typical Creativity Tools
Mind Expander’s Exercise
Answer to Chapter 1. Mind Expander’s Exercise
Chapter 2. Mind Expander’s Exercise
Recognition and Comments
Chapter 3 Setting the Stage
Introduction
Individual Creativity and Organizational Creativity
The 15 Typical What If Questions
The 5 Problems with Most Databases
The 8 Questions to Evaluate a Solution
The 10 S’s of Improvement Drivers
Knowledge Management System
The 20 A’s of Creative Behavior Patterns
Meet Oscar and Felix
Innovation’s Magic Wand
The 6 Creative Fundamentals
Creativity Workspace
The 6 Creative Time Rules
Proactive Creativity
The 4 Drivers of Creativity and Innovation
The 6 Techniques for Managing Creative People
The Burning Platform
Target Plus–Minus Analysis
The Burning-Platform Story
Pain Management
Transformation Management
The 5 Types of Innovation
The 5 Levels of Improvement
Innovation is not Free—It is Priceless
Summary
The Stepping-Stones to Innovation
Mind Expander’s Exercise
Answer to Chapter 2. Mind Expander’s Exercise
Chapter 3. Mind Expander’s Exercise
Recognition and Comments
Chapter 4 Overview of the 76 Most Used Innovation Tools, Methods, and Techniques
Introduction
Mind Expander’s Exercise
Answer to Chapter 3. Mind Expander’s Exercise
Chapter 4. Mind Expander’s Exercise
Chapter 5 Organizational and Operational Tools, Methods, and Techniques
Introduction
Overview of the Organizational and Operational Tools, Methods, and Techniques
Benchmarking
Definition
User
Often Used in the Following Phases of the Innovation Systems Cycle (ISC)
Tool Activity by Phase
Business Case Development
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Business Plan
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Comparative Analysis
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Contingency Planning
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Cost-Benefit Analysis
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Focus Group
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Identifying and Engaging Stakeholders
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Market Research and Surveys
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Organizational Change Management
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Project Management
Definition
Users
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Value Proposition
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Vision/Goals
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Summary
Mind Expander’s Exercise
Answer to Chapter 4. Mind Expander’s Exercise
Chapter 5. Mind Expander’s Exercise
Recognition and Comments
Chapter 6 Evolutionary and Improvement Tools, Methods, and Techniques
Introduction
Overview of the Evolutionary and Improvement Tools, Methods, and Techniques
The 5 Whys
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Attribute Listing, Morphological Analysis, and Matrix Analysis
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Cause-and-Effect Diagram
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Flowcharting
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Nominal Group Technique
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Plan–Do–Check–Act (Shewhart Cycle)
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Reengineering/Redesign
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Statistical Analysis
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Tree Diagrams
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Value Analysis (Value-Added Analysis)
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Summary
Mind Expander’s Exercise
Answer to Chapter 5. Mind Expander’s Exercise
Chapter 6. Mind Expander’s Exercise
Recognition and Comments
Chapter 7 Creative Tools, Methods, and Techniques That Every Innovator Must Know
Introduction
Overview of the Creative Tools, Methods, and Techniques
Concept Tree (Clustering)
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Elevator Speech/Coffee Clutch Opportunity
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Lotus Blossom
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Matrix Diagram (Decision Matrix)
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Mind Mapping (Spider Diagrams)
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Proof of Concept
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
Storyboarding
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
TRIZ
Definition
User
Often Used in the Following Phases of the ISC
Tool Activity by Phase
The Reality of Tools and Methodologies
Summary
Mind Expander’s Exercise
Answer to Chapter 6. Mind Expander’s Exercise
Chapter 7. Mind Expander’s Exercise
Recognition and Comments
Chapter 8 Now the Honeymoon Is Over
Introduction
The Start of Phase II. Preparation and Production
Project Management
Project Management Drives Innovation
The 5 Project-Related Managers
Definitions of Project Management Roles
The Five Things Required to Have a Successful Product/Process Cycle
Project Management Responsibility
Project Management Body of Knowledge
The Reasons Projects Fail
Project Change Management
Project Risk Management
Supply Chain Management
Introduction
Supply Chain Management Issues
Manufacturing Planning and Control System
Supply Chain Management Objectives
Supply Chain Principles
The 16 Questions to Evaluate Supplier’s Processes
Supply Chain Metrics
Quality
Cost
Velocity
Schedule Performance
Production Plan Performance
Master Schedule Performance
Manufacturing Schedule Performance
Supplier Delivery Performance
Accuracy
Supplementary Performance Measurements for Planning and Control
Supply Chain Risk Management
Cause–Risk–Effect Examples
Risk Log Example
Rewards and Recognition
Reward Process Hierarchy
Why Reward People?
Types of Rewards
Implementation of the Reward Process
Reward and Recognition: Advantages and Disadvantages
Good Behavior = Rewards and Recognition = Better Behavior
People Want Recognition
Mind Expander’s Exercise
Answer to Chapter 7. Mind Expander’s Exercise
Chapter 8. Mind Expander’s Exercise
Summary
Book Summary
Mind Expander’s Exercise Analysis
Appendix A—Glossary
Appendix B—Innovation Maturity Online Survey
Appendix C – ISO 56002 International ISO Standard Summary
Index
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James Harrington,Frank Voehl,Innovation Systems,Cycle Simplifying,Incorporating,ISO 56002
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