The impact of lean design practices on an organization's radical innovation capability: An empirical study

Hongyi Chen, Ryan D. Taylor

Research output: Chapter in Book/Report/Conference proceedingConference contribution

3 Scopus citations

Abstract

Since lean management concepts focus on low risk, short-term gradual improvement of existing processes and products with an emphasis on eliminating any and all wastes in the system, applying lean to an organization often implies difficulties in promoting innovations that involve high risks and dramatic changes. In this article, we investigate the impact of lean design practices on an organization's radical innovation capability through a survey study. Results suggest that the stressed importance of standardization in lean design has a negative effect on an organization's radical innovation capability. A negative correlation between the emphasis of design being compatible with existing manufacturing process and the organization's radical innovation capability is also suggested. Part integration, on the other hand, positively contributes to an organization's radical innovation capability.

Original languageEnglish (US)
Title of host publication2012 Proceedings of Portland International Center for Management of Engineering and Technology
Subtitle of host publicationTechnology Management for Emerging Technologies, PICMET'12
Pages1917-1925
Number of pages9
StatePublished - Nov 1 2012
Event2012 Portland International Conference on Management of Engineering and Technology - Technology Management for Emerging Technologies, PICMET'12 - Vancouver, BC, Canada
Duration: Jul 29 2012Aug 2 2012

Publication series

Name2012 Proceedings of Portland International Center for Management of Engineering and Technology: Technology Management for Emerging Technologies, PICMET'12

Other

Other2012 Portland International Conference on Management of Engineering and Technology - Technology Management for Emerging Technologies, PICMET'12
CountryCanada
CityVancouver, BC
Period7/29/128/2/12

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