A simulation approach to innovation deployment readiness assessment in manufacturing

Abstract

Manufacturing companies need to continuously innovate in order to remain competitive. Fostering a successful innovative environment should reflect positively on manufacturing performance, with a premise that companies seek to attain appropriate level of readiness when deploying their innovation. This paper presents an approach to assessing innovation deployment readiness in manufacturing. Deployment is conceptualised as a sequential decision process that involves a deployment plan to be executed sequentially in an uncertain environment. The deployment plan is assessed using simulation to account for risks and uncertainties that may characterise the deployment activities in the target environment and the capabilities put forward in the plan for handling the risks and uncertainties. The approach is illustrated using a simulated manufacturing job shop scenario and the results show that deployment readiness can vary over time. Deployment readiness can be improved by identifying the states in which readiness is weak and taking appropriate actions.

Modelling the continuous innovation capability enablers in Indonesia’s manufacturing industry

“…However, in a very dynamic business environment, innovation performance Continuous innovation capability enablers is not sufficient. Javahernia and Sunmola (2017) implied that CI capability, that is the ability to continuously innovate, is needed by the manufacturing industry today so the industry can have high competitiveness and continue to survive; by continuously producing new products, new processes, new service systems and new business models that are always relevant to the needs. Xue in Chen (2016) explained three characteristics of CI, i.e.…”

“…This is because manufacturing sectors in the Asia Pacific are diverse and consist of many sectors, covering a wide range of perspectives from energy efficiency (Foumani and Smith-Miles, 2019) to automation (Foumani et al, 2020). The perspective of this study specifically is concentrated on Continuous Innovation (CI) as it has been widely proven as one of the key factors for a company's competitiveness and success in the ever-changing and dynamic business and industries environment (Steiber and Alänge, 2013;Javahernia and Sunmola, 2017;Stålberg, 2018;Lianto et al, 2018). Rothaermel and Hess (2010) stated that CI is the engine driving highly successful companies such as Apple, Google, Honda, Hewlett-Packard, Microsoft, General Electric, P&G, Sony and Tata Group.…”

Individual Readiness for Change in the Pre-Implementation Phase of Campus Enterprise Resource Planning (ERP) Project in Malaysian Public University

“…Preimplementation is a period of time before the physical exercise and can shape the individual attitudes involved with the implementation [19], [20]. In this phase, the organization will prepare itself and develop a plan to implement innovation initiatives [21]. Among the activities that took place was to study and evaluate, to provide awareness and preparation to the staff [3].…”

A holistic model for measuring continuous innovation capability of manufacturing industry: a case study

“…To face the great challenges of Industry 4.0 and rapidly changing industry environment, the manufacturing industry needs continuous innovation capability (St alberg, 2018). Javahernia and Sunmola (2017) stated that continuous innovation capability (CIC), that is the ability to continuously innovate, is needed by the manufacturing industry today, so the industry can have high competitiveness and continue to survive; by continuously producing new products, new processes, new service systems and new business models so their products and services are always relevant to market's changing needs. Companies can manage their innovation performance optimally, effectively and sustainably if they continue to measure and monitor their capabilities in innovating (Phan, 2013).…”