Questionnaire "Innovation Management" in Industry - UPEC 2011

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South
-
Westphalia University of Applied Sciences

Campus Soest

Prof. B. Bitzer




Questionnaire


„Innovation Management“ in Industry





EU
-
Project



INNOPSE


Innovation Studio

and

Exemplary Developments

for

Product Service Engineering







Version 1.4

22.08.2002



INNOPSE


Innovation studio and Exemplary Developments for Product Service
Engineering
is an RTD project in the GROWTH programme supported by the European
commission.


INNOPSE objectives:
In general ‘Service Engineering’ is not a part of conve
ntional
engineering education. This shortcoming in the academic curriculum further extends to the
education in postgraduate qualification courses and training in companies. Only large
organisations have the resources to introduce a systematic development p
rocess for
service innovations. The experience acquired in service innovation world wide, especially
from bigger companies should be made available and suitable for the needs of SME’s.
This is the aim of the INNOPSE project.


Purpose of this questionnaire
is to gather the information and experiences of companies
who have successfully realised the innovation management. The information gathered by
way of this questionnaire shall serve as the research basis for evaluating whether the
successful innovation man
agement techniques adopted in large companies is transferable
as a whole or transferable with needed changes / adoptions of to scale of operations to
small and medium size enterprises. In this questionnaire the main focus is to analyse
organisation, indust
ry and work place layout in the innovation management. Further focus
is to identify the tools and methods adopted in the framework of innovation management
by the successfully innovating companies.


Confidentiality

Although this questionnaire requests you
r company name and other specific
information this is only for our purposes and will not be passed on to third parties
or attributed directly in any public way.

Company Data:


Company name and address:



Contact person (incl. email or phone):


Type of i
ndustry:


Financial services


Automotive industry


Construction


IT
-
Technology


Electrical industry


Manufacturing


Service generally


Telecommunication


Chemical industry


Mechanical engineering


Pharmacy industry


Other


Number of employe
es:

<100 100
-
250 250
-
500 500
-
1000 1000
-
1500 1500
-
3000 >3000



Patent registrations:

Never Rarely Regularly




What are the aims of innovation management in your company?

(see organigram)



Process evaluat
ion


Product evaluation


Product service engineering


No innovation management installed


Which expectations do you put into an innovation management?

(Please also answer this question, if you not perform innovation management.)







At which r
ange from innovations does this questioning aim?


In the following organization chart the structure is represented, on which we aligned this
questionnaire. Under innovations we understand process innovations and product
innovations.
































Innovations


Product innovations


Process innovations


Research and development (R&D)

(product management)

market research, analysis etc.



Guidance circles / working groups


Idea identification

(Creativity techniques)


employees

(
suggestions for improvement
)


Intranet /

Database

new product / system

/ product service



market


Communication


Idea and knowledge
management.



Level/Field

for

process innovations



Level/Field

for

product innovations



Definition:



Innovation is the management procedure, which leads to the conversion of a new, useful idea from its emergence to
successful practical application.



Innov
ation can take place at products, manufacturing processes, services, in marketing, in the distribution, in the financial
area, in the management, as well as in the structure and culture of an enterprise.


(Source: Arthur D. Little (Hrsg.): Management der

Geschäfte von Morgen, Wiesbaden 1987)





suitable suggestions are given to the
R&D

New product will be
introduced.

process


Production process will be
optimised

Product de
velopment

support by methods

(e.g. WOIS/TRIZ)


patent registration



1

Basic questions


1.1

Why was ‘Innovation management’ introduced in your company?

1.2

State approximately the percentage of your innovation management work,
relating to technical aspects of product

services, from the following viewpoints




fully automated system (e.g. computerised interrogation for faults and repair)


%



personnel based (support stuff, technicians or engineers)






%


What are the important issues in design
ing and providing the product service for
these two types?




fully automated systems:




personnel based:







1.3

Which requirements and needs (e.g. methodologies, tools, management
structure and organisation) are necessary for a future innovation management
w
ith special reference to SME's?

1.4

Which restraints (limitations) exist for a future innovation management with
special reference to SME's?


2

Participation details with reference to innovation management in
your company?



2.1

Departments

How large is the divis
ion in which innovation management is implemented?
(employees)




< 30


30
-
100 100
-
300 300
-
1000 >1000







How many departments are involved?


Which departments?


2.2

Employee participation


How many employees do take pa
rt?


(man
-
hours)


Average percentage of their job


%


2.3

External management consultants

Were management consultants involved in the innovation management?





No







Yes

<10%


10
-
30% >30%









of the total process


3

Motivation / Achi
evement (rewards / employee incentive)



3.1

Incentives in the area of process innovation






successfully unsuccessfully


never









implemented

implemented


implemented









Example(s):


3.2

Incentive in the area of produ
ct management






successfully unsuccessfully


never





implemented

implemented


implemented









Example(s):

Premium pay


Salary increase


Coupons (e.g.
meal, travel, etc. )


Extension of promotion

Public awards


Salary increase


Other

Other




4

What staff development programs have been adopted in your
company to enhance the innovation management
process?












5

What measures have been adopted within your company to create a
better work
-
environment to encourage innovation management?














6

Quality Assurance


6.1

What kind of Quality Assurance process has been adopted in your company to
sup
port Innovation Management implementation?


6.2

How are staff errors / mistakes handled?

(Multiple selections may be made)




employees foremen



Penalty



Training for future avoidance


Search for error
-
resulting proc
esses



(with their working
-
group)


Other

Example(s):


6.3

How are errors found?




Reported by erring employee voluntarily



Found otherwise


Example(s):


6.4

What are the differences between critical
-

and insignificant
-
error handling?










7

Organisat
ion / System / Realization of the innovation management

7.1

How are the ideas implemented?
(Multiple selection may be made)

Never Rarely Generally Often Always








By management








By employees







From customers feedbac
k








By co
-
operation partners








By selective research and development


7.2

Does a fixed structure exist for the innovation management?



No



Yes
(Please furnish the innovation management line chart / structure / tasks.)


Process inno
vations







Product innovations





















Man
agement

(e.g. R&D)

(e.g.. Implementation Group



task: Idea evaluation)

employees

Please refer to the ‘Innovation‘ line diagram at page No. 4

Please draw only the most important functions

Further we request for a short problem description (keywords)


7.3

Do you have any regular meetings of certain working groups?

(concerns e.g. work or guidance circles as referred in line diagram on page No.4)



No




Yes,

every


days







weeks







m
onths


7.4

Methods in the development

(PCI
-
emphasis on process innovation; PTI
-
emphasis on product innovation)



Creativity techniques
(Multiple selection may be made)





s
uccessfully known, but not



used unsuccessful not used known PCI PTI































Brainstorming


Method 635



Small card
questioning


Mind
-
Mapping


Bionics




Morphological box


Attraction word
analysis



Use of
moderators



Other



Other method(s):

WOIS
-

contradiction

oriented

Idea identification



Methods for innovation development within the area of pr
oduct innovations



successfully known, but not


used unsuccessful not used known










7.5

Is software used as su
pport for innovation development?


(e.g. TechOptimizer


based TRIZ
-
method)



No


Yes





TechOptimizer










TriSolver






Other















WOIS
-
contradiction

Oriented Idea
identification



Other



Other method(s):

TRIZ*



* TRIZ
-

TRIZ is an algorithmic approach based on a set of practical tools
for inventing and solving technical problems.


Other software:

7.6

How are the ideas evaluated?
(Multiple nomination possible)

(PCI
-
emphasis in process inn
ovation; PTI
-
emphasis in product innovation)









successfully known, but not


used unsuccessful not used known PCI PTI


















7.7

Is software used in idea analysis?




No




Yes

Example(s):








7.8

Which methods and tools do you think are particularly suitable for SME's?


Chance risk
analysis


Possibility of error and

Influence analys
is
(FMEA
-
german
shortcut)


Cost benefit
analysis


Competition
analysis


Economic analysis


Business plan


7.9

In which phase of your product life cycle does the deve
lopment of new
products start?




























Please mark in the chart or below times scale and specify the portion in percent.



Other:
(e.g. “New product introduction depends on progress which was calculated before.”)



8

S
ervices


8.1

Are services offered?



No

Yes

Which services become offered?












“Product + Services Products”







(e.g. prognoses, forecasts, software production, support)






We offer service products in our enterprise.






Portion of the
entire “product” sold:






<10%


10
-
30% 30
-
50% 50
-
70% 70
-
100%

Sales

Time

Develop
ment

Entry
into the
market


Growth

Market
saturation



End of life

%

%

%

%

%


8.2

How important is innovation management for developing services?



Not important


Little important


Sometimes important


Often important


Vital important


8.3

Which meth
ods and tools do you think are particularly suitable for developing
product services?


9

Contacts / Knowledge transfer




never 1 2 3 4 5 always






10

Quality outcome from innov
ation management



never 1 2 3 4 5 always





































On
Exhibitions

Universities /
Research centers

By

conferences

To other companies
(e.g. knowledge
transfer between
business partners)


market position i
mproved

raised turnover because of new innovations

saved costs

11

What do you think are the differences in innovation management for
developing …



Traditional products and
separate support services?



Integrated “product + services products”?


12

Knowledge management


12.1

Do you use

software for knowledge management ?

(e.g. internet based solutions)







No





Yes, an existing software became adapted for the innovation managem
ent.








Example(s):










Yes, commercial solutions are used.




Example(s):














12.2

“The utilisation of software for knowledge management is …”








Not useful 1

2


3


4


5 Absolutely necessary


13

Communication

13.1

“The Intranet
is an important component of communication in the innovation
management.”







that`s right

1

2

3

4

5 that`s wrong







13.2

Beside the regular communication we have further means of communication in
our organisation.






No






Yes



Comp
any Newsletter









Company
-
TV









Other:


























14

Literature / Reports / Presentations / Interesting links on

innovation management.


15

Other companies / institutions / universities engaged in innovation
management.


Appendix:


Attraction word analysis

Catch the attraction words, perform a short brainstorming,
then conduct a detailed analysis of what you
brainstormed. Principle: Determine new solution by
coincidental attraction words.


Bionics

The bionics become also named as
"analysis of natural
systems". This method analyses the pool of constructions
and nature procedures regarding suggestions for
independent
-

technical shapes. It sights and transfers the
models of nature, but it does not copy them.


Brainstorming

A method
used to encourage the generation of new
interpretations or view points. During brainstorming, one
may try to come up with unconventional and divergent
ideas.


Brainwriting

Related to Brainstorming. Here words are written down to
enable further development

of the ideas by other
participants.


Business plan

The Business plan of an enterprise contains the
entrepreneurial concept, the market potential, the
strategy, as well as capital requirements. Moreover it is of
utmost importance, especially for investors
, that the plan
provides convincing information in terms of the profit
development in coming years.


Chances
-

risk analysis

A method of determining the chances and risks
concerning a fixed environment. Thereby global or
specific surrounding fields can be
the subject of the
assessment. The term Chance
-

risk analysis is frequently
used in the literature as a synonym for the environmental
analysis.


Cost
-
benefit analysis

Method of measuring the benefits expected from a
decision, calculating the cost of the d
ecision, then
determining whether the benefits outweigh the costs.
Corporations use this method in deciding whether to
invest or not.


Creativity techniques

A generic term for methods in order to create new ideas
or procedures, e.g. brainstorming, method

635.


Economic analysis

The study and understanding of trends, phenomena, and
information that are economic in nature.


Employee incentive

Highly innovative companies construct a reward system
which fosters creative behaviour, including the "dual
ladder
" system (both managerial and technical
promotions), public recognition and financial bonuses.



FMEA (Failure Modes and Effects Analysis)

Failure Modes and Effects Analysis is a method of
predicting the consequences of failures in complex
systems. A num
ber of support tools have been developed
to aid in the time
-
consuming process of performing
FMEA's. The procedure of identifying the failure
characteristics of individual components and determining
the effects of those failures as they propagate across the

systems in which they are embedded has been mainly a
manual and expensive process. Powerful workstations
and modern mathematical techniques are now making it
possible to automate FMEA and make it a routine and
affordable part of the engineering design pro
cess. This
allows higher quality products to be produced faster,
cheaper and more competitively.


Method 635

The method is based on brainwriting and is conceived for
6 persons. Each participant develops 3 ideas on a sheet
of paper. These ideas are passed
onto the neighbour
sitting on the right. Subsequently, each participant
develops 3 new ideas, based on the approaches of his
neighbour. The procedure repeats itself 5 times.


Mind
-
Mapping

A Mind Map is a graphic technique for representing ideas,
using wor
ds, images, symbols and colour. The method is
based on patterns found in nature and research on how
humans think and use their minds. The concept can lead
to an increase in the efficiency of human thinking and a
reduction of the complexity of problem..


M
orphologic box

The morphologic box is an order pattern, with which the
problem is divided into its components. The analysis
continues with the generation of diverse proposals
regarding the implementation possibilities of each
component. By combining the di
fferent implementation
possibilities new solutions to the problem may arise.


Product innovation

These innovations are developed mainly in the area of
research and development. That can be new products,
services, or other.


Product + Services Products

Product + Services Products is a system, where the
physical product is in close interaction with the service
provided. Service can be:

-

product accompanying strategies (e.g. repair
maintenance)

-

product substituting activities (e.g. renting, pooling,
providi
ng data, providing comfort)

-

result oriented activities (e.g. contracting, advising,
consulting, training)


A PSP System should be the optimal way of answering
user needs.


Process innovation

Process innovations are improvements for the
optimisation of the

process cycles within the production.
Thereby quality improvements, cost savings or a work
surrounding field improvement can be achieved.



Small card questioning

The map inquiry can be used for information collection in
groups with more than 5 partici
pants. A question is
formulated and visualized at a pin board. All participants
answer at the same time either alone, or in two party
groups, by writing the answers on small cards. Then the
maps are collected and processed together.


TechOptimizer

TechOpt
imizer is a software, which is based on the TRIZ
method. It contains or accesses data bases and supports
the product development.


TriSolver

TriSolver is a lower
-
priced alternative software to the
TechOptimizer. It is based on the TRIZ method.


TRIZ
-
Meth
od

The TRIZ
-
Method was developed by Genrich Altshuller
from Russia and means "theory of inventive problem
solving". The concept rests upon 40 principles for
optimising the decision making. TRIZ is an algorithmic
approach for solving technically complex pro
blems based
on inventive principles derived from the study of more
than 1.5 million patents and inventions.


WOIS

The Contradiction
-
Oriented Innovation Strategy (WOIS) is
a creativity and innovation strategy, originally developed
for technical problem de
finitions, with which new products
or processes are provoked. The elements of WOIS serve
the strategic oriented direction finding in ambiguous
situations, the contradiction oriented decision making for
multidimensional problems and the paradox oriented
inn
ovation finding for contradicting demands.

The
purposeful use of strategic means of orientation may
allow for benefiting from under
-
utilised development
potentials.