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A comparison of Lean and CMMI contribution to achieve agility for continuous innovation

Author

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  • Charlotte Wieder

    (G-SCOP_CC - Conception collaborative - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - CNRS - Centre National de la Recherche Scientifique)

  • Eric Blanco

    (G-SCOP_CC - Conception collaborative - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - CNRS - Centre National de la Recherche Scientifique)

  • Marie-Anne Le Dain

    (G-SCOP_CC - Conception collaborative - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - INPG - Institut National Polytechnique de Grenoble - CNRS - Centre National de la Recherche Scientifique)

Abstract

This paper aims at understanding to which extent lean TDPS (Toyota Product Development System) and CMMI for development V1.2 are oriented toward improvement of continuous innovation capabilities. To better characterize the innovation capabilities necessary to cope with the context of intensive innovation, literature on this context was reviewed, leading to the identification of the following four agility drivers: uncertainty management, knowledge management & learning management, multiple valuations management and collaboration management within the extended enterprise. Their relevance was confirmed both by examples issued from an exploratory study and examples of consulting mission of our partner (the PCO Group), addressing these drivers. Then, these four agility drivers were used as a comparison grid, to understand to which extent lean TPDS and CMMI for development V1.2 have integrated continuous innovation objectives. Finally, a discussion identified the managerial implications of this study.

Suggested Citation

  • Charlotte Wieder & Eric Blanco & Marie-Anne Le Dain, 2008. "A comparison of Lean and CMMI contribution to achieve agility for continuous innovation," Post-Print hal-00366686, HAL.
    • Handle: RePEc:hal:journl:hal-00366686
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