1 / 33

Gest-Inno

Gest-Inno. “Innovation Management Systems”. Why Innovation?. Because of the Innovation Context. Why Innovation?. Historical innovation speed up ( to be in the market we have to innovate more and quicker ).

ivy-cervantes
Download Presentation

Gest-Inno

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Gest-Inno “Innovation Management Systems”

  2. Why Innovation?

  3. Because of the Innovation Context Why Innovation? • Historical innovation speed up (to be in the market we have to innovate more and quicker). • Change in the companies´ culture(“First in Class” companies are the most innovative ones). • Innovation is the clue to survive in the market (we live in a competitive market, the customer wants to satisfy his bigger and bigger needs). • New companies focused to be: • Strong, with efficacy and efficiency. • Flexible, designing their own future (innovative).

  4. Why Innovation? Because of the Market Requirements:For products and services development • In the fastest way (if not, the competence will catch our customers). • At the right time (not too early, not late). • With the best quality (fulfilling all of the customer requirements). • With the Minimum Cost (to be as profitable as possible for the manufacturers).

  5. ¿What Innovation Is? THE MANAGEMENT WAY TO ACT WHERE THE MANAGERS TRY TO GET A CONTINUOUS IMPROVEMENT RELATED WITH THE PRODUCTS, SERVICES, MANAGEMENT SYSTEM, EFFECTIVENESS, EFFICACY, ETC.

  6. Technological development steps • Technological Acquired Knowledge Preservation (internal knowledge procedure definition). • Production Process Improvement (looking for the maximum efficacy). • Advanced Technologies Introduction (as a way to get a continuous improvement).

  7. Technological Management Implementing Most Relevant Aspects. • Modifies High Direction Mental Models (we have to focuse ourselves and the company on the customer). • 3 Technological Development Steps Implementation (presented in the previous slide). • Relationship with other Managerial Functions (management has to be an integral issue). • Leader Role. • Manager Role. • Continuous. • Has to be consolidate making it explicit.

  8. Development / Test Applied Research Technological Transfer Producer / Manufacturer Merchandising Idea Basic Research Needs Innovation Management Wheel • It is important to notice that the clue is to get the customer satisfaction, fulfilling their needs with the product / services that he will pay, giving him the needed added value.

  9. What Gest-Inno is? “An Innovation Management System that provides an evaluation tool to test the innovation improvement doing a comparison with the competence, and that also provide more than 200 management tools for SMEs to manage their activities.” A Managerial Philosophy “They Told me and I forgot, I saw it and I understood, I did it and I learned” Confucio, 551 - 479 a.c. Objective? THE COMPETITIVINESS

  10. To know and to satisfy their needs. • All of the employers. • Flexibility, quick answers. • Internal customer, external customer and environment. CUSTOMER • Prevention Philosophy. • To develop basic competences. • Strategyc Plan with human team. STRATEGY COMPETITITVINESS • Management with people. • Distribute administrative powers. • Take advantage of everybody´s intelligence. TEAM • Used Technology Conservation • Technology improvement • Advanced Technologies Introduction. INNOVATION Competitive Company Requirements

  11. Development / Test Applied Research Producer / Manufacturer Technological Transfer Basic Research Merchandising Idea Needs Innovation Management Needed Capacities:to introduce in company • To adquire and capture relevant information. • To Study information and get it into knowledge. • To preserve knowledge. • To disseminate knowledge in organisations.

  12. Autoescuela Project Adhesion PHASE I: Innovation Management Evaluation. Innovation Process Identification PHASE II:Management Tools Design. PHASE III: Innovation Plan PHASE IV: Implementation GESTINNO Implementing Steps

  13. Innovative Company Flexible Company Innovation Tools Quality Company Management Tools Basic Management Tools Efficient Company Management Capacity Integrated Management System Identification and Evaluation Phase The Methodology`s Concept

  14. 2. Strategic Planning. 1. Leaderships Management. 1. Gestión del Liderazgo. Filosofia P D C A 4. Manpower Management 9. Personnel Satisfaction Análisis Resultados obtenidos Recursos y Capacidades utilizadas. 12. Enviromental and Social Results 3.Product-Market Management 8. Customer Satisfaction 5. Investment Resource Management 7. Natural Resource Management 11. Process and Systems Efficiency 10. Return on Investment 6. Process Management Innovation Management Handbook

  15. Project Adhesion • It is important for the Gest-Inno succesfull implementation to get the high managers commitment. They have to understand that we are speaking about a process, that supose an important effort and in which we have to involve to all of our employers.

  16. Innovation Management Evaluation • Using an Innovation Management Evaluation Tool, and doing a comparison with our competence, we are going to get our innovation management level. • The tool is focused on the following management issues: • Management. • Strategy. • Customers and market. • Relationships and logistics. • Personnel. • Finances. • R&D&i. • Technology. • Manufacturing. • Quality, environment, health and safety.

  17. Innovation Management Evaluation Tool

  18. Innovation Management Evaluation Result The evaluation result is going to show our innovation level, attending to the Reference Model. There are the following levels: • Efficient company: that where innovation processes goes focused on productivity and cost. • Quality company: an efficient company that focus innovation on products and services quality. • Flexible company:a quality company that focus innovation on developing flexible processes that helps with market adaptation. • Innovative company: a flexible company where innovation fix management strategies as a way to be a “first in class”

  19. Critical Factors Very Bad Bad Normal Good Very Good 1. Management • ... 2. Strategy REFERENCE MODEL ACTUAL MODEL • ... 3. Customers and Market. • ... 4. Relationships and logistics. • ... 5. Personnel. • ... 6. Finances • ... 7. R&D&i. • ... 8. Technology. • ... 9. Production. Competence • ... 10. Quality-Environment-Safety • ... Innovation Management Evaluation Result

  20. Management Tools Design • Attending to the evaluation result, the company has to decide which is going to be the reference model level objective, because not all the companies have to be a “Top in Class”. • With that decission and the evaluation report, we redesign the needed Gest-Inno management tools to improve the company innovation capacity. • Basic Tools. • Efficacy tools, • Efficiency tools, • Quality Management, • Environmental Management, • Health and Safety Systems, • Information Society Technologies. • Tools focused on Innovation.

  21. Management Tools Example

  22. Management Tools Example

  23. Management Tools Example

  24. Innovation Plan and Implementation • Innovation Plan: the plan has to include all of the actions to develop and the proposed schedule with the objective of the innovation proccess implementation and capacities improvement. • Implementation: includes the consultancy needed to use all of the new innovation system and the designed tools.

  25. Plan Tecnológico Organization Innovation Plan Existing Technology Aplication Consejo Tecnológico o de I+D Innovation Comitee Estrategia Tecnológica Own Innovation Project Evaluation tools Balance de Problemas Tecnológicos Management Problems Balance Innovation Strategy Movilización de toda la Organización hacia la Tecnología Company movement to innovation Combined Innovation Plan: - University - Technological centers - Customers Fase III. Strategic and Innovation Plan

  26. Project Adhesion PHASE I: Innovation Management Evaluation and Report. GESTINNO Implementing Steps in BUSNET PHASE II: Innovation Plan (focused on possible European Projects)

  27. Phase 1.- Project Adhesion • It is important for the Gest-Inno succesfull implementation to get the high managers commitment. • SPECIFIC REQUIREMENTS FOR SMEs • Includes 5 Bulgarian SMEs and 5 Latvian SMEs • Employers number: >10 and < 50. • High managers commitment with the project. • Earning money.

  28. Phase 2.- Training • Before starting with the Gest-Inno implementation, it is important to have the needed training with the selected SMEs representatives. • Activity responsible: Javier Deusto. • All the SMEs will do the training together in a jpurney (8 hours). • Schedule: sep-05 / oct-05 • Using the Innovation Management Evaluation Tool (as described in previous slides), we will get the innovation management level. • Activity Responsible: Javier Deusto • Expected Time per Company: 4 hours. • Schedule: sept 05 / oct-05. Phase 3.- Innovation Management Evaluation

  29. Phase 4.- Analysis from the results. • With the information from the evaluation we have to do an analysis with the companies representatives. • Activity responsible: Javier Deusto. • Expected time per company: 4 hours. • Schedule: sept-05 / oct-05 • When the analysis is done, we will do a SWOT analysis with each SME high and medium employers. • Activity Responsible: Javier Deusto • Expected Time per Company: 5 hours. • Schedule: sept-05 / oct-05 Phase 5.- SWOT analysis.

  30. Phase 6.- Innovation Plan. • Including the results, proposed tools and actions schedule. • Activity responsible: Javier Deusto. • Expected time per company: 5 hours. • Schedule: sept-05 / oct-05 • With all of the results we will try to design some possible european interesting activities for the SMEs, doing some formats with the information for them. • Activity Responsible: Javier Deusto • Expected Time per Company: 5 hours. • Schedule: sept-05 / oct-05 Phase 7.- Project proposals.

  31. Phase 8.- Final report and dissemination. • After the process is finished we will write a final report to disseminate the results (¿in possible Bulgarian and Latvian events?). • Activity responsible: Javier Deusto. • Expected time per company: assistance to the events. • Schedule: nov-05 / dic-05

  32. Following steps related with BUSNET WP2 “Actions for SMEs. • Report on Bulgarian and Latvian Gest-Inno Events: Javier Deusto (LEIA) will prepare two short reports about the events related with Gest-Inno, hosted in Bulgaria and Latvia. • SMEs Selection: attending to the information that LEIA has from the interviewed SMEs and with the profiles that the Bulgarian and Latvian partners could provide, LEIA will do a previous selection including the 10 SMEs to participate in the Busnet project. LEIA will send the selection to the partners, waiting to their feedback to approve the selection. • Gest-Inno Implementation:LEIA will follow up with the Gest-Inno implementation attending to the proposed schedule.

  33. BUSNET INCO-CT-2004-003336 Contact Javier Deusto Leonardo de la Rosa javierd@leia.es leonardo@leia.es Fundación LEIA CDT Parque Tecnológico de Alava Leonardo da Vinci, 11 01510 Miñano (Alava) Tfno: 034 945 298144 Fax: 034 945 298217 http://www.leia.es

More Related