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Chapter 5: Operations and process innovation - Coggle Diagram
Chapter 5: Operations and process innovation
Table 5.1
f8
f3
F1
f6
t7
Stretch: how innovation continues once investment is made
essentially 'stretch'- evolutionary problem solving
intensity of use leads to familiar learning effects
change is thus expensive
enhanced maintainance of the plant can lead to improved
process industries are cgaracterised by large fixed items of capital equipment
Process industries are characterised by:
high capital investment
low product complexity
rigid process control
limited number of products
high production speed
t3
Triggers for innovation in the management of the operations process
Gap analysis
Quality circles and process improvement teams
Total quality management (TQM)
Quality function deployment (QFD)