From process improvement to learning organisations

Abstract

This article outlines a case study in which process improvement has been combined with innovation management strategies. This approach is a key success factor in the industry because process improvement without regard to product innovation would in the long term only stabilise the productions in existing cash cows, but would not unleash any new product ideas or concepts. However, new product concepts are necessary to win a competitive advantage in the market. Here, a case study based on ISO 15504 concerning process improvements is discussed. Concerning innovation skills and processes, the case studies discussed are based on the results of three former projects as follows: (a) CREDIT (MM 1032, 1998–2001), developing a multi-user Intranet/Internet-based assessment platform for skills and process assessments, (b) ORGANIC (Leonardo da Vinci, 2003–2006), developing a training program for required skills in innovation management, and (c) SOQRATES (originally Bavarian state funded in 2003 and later funded by a group of leading firms in central Europe), comprising task forces shared across companies to exchange process improvement knowledge and jointly collaborate on synergies and improvements. Copyright © 2006 John Wiley & Sons, Ltd.