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On Process Innovation (PI) | ICMCI
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- Summary of article content: Articles about On Process Innovation (PI) | ICMCI On Process Innovation (PI). Why do we always talk about Innovation in vain? Do CEOs have the will to change the organizations in charge? …
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410 Gone
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- Summary of article content: Articles about 410 Gone việc làm PI Manager Process Innovation ManagerMaleUSD chất lượng từ các nhà tuyển dụng hàng đầu đang được đăng tuyển. Tìm việc lương cạnh tranh, … …
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Process Innovation (PI) Team | Planning, Permitting and Construction
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- Summary of article content: Articles about Process Innovation (PI) Team | Planning, Permitting and Construction The Process Innovation (PI) team, kicked-off in 2017, is a collaboration between county staff and the building industry to improve the permitting and land use … …
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Process Innovation – Food Safety
- Article author: www.pi-fs.com
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- Summary of article content: Articles about Process Innovation – Food Safety Pi-FS proves Third Party Verifications (TPV) for food processing equipment to … effective and efficient Clean-In-Place into food manufacturing processes … …
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About PI Innovation
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- Summary of article content: Articles about About PI Innovation Luzius Amelung, Managing Director of PI Innovation, is convinced: You cannot plan innovations. They need freedom to be able to unfold. …
- Most searched keywords: Whether you are looking for About PI Innovation Luzius Amelung, Managing Director of PI Innovation, is convinced: You cannot plan innovations. They need freedom to be able to unfold. To be able to promote both the opportunity for innovative work and the implementation of the ideas at PI, the PI Innovation GmbH was founded.
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StackPath
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- Summary of article content: Articles about StackPath P.I. Process Instrumentation staff. Aug. 22, 2022. Read about the nominees and then cast your vote for the 2022 Innovation Awards honorees. …
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Process Innovation Challenge
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- Summary of article content: Articles about Process Innovation Challenge Process Innovation Innovate today for the global content of tomorrow! Challenge (PIC) Process Innovation Challenge (PIC). Process Innovation Challenge Logo. …
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PIC#13 Call for papers open – Process Innovation Challenge 2022
Andrea Ballista wins the 12th Process Innovation Challenge
PIC #12 Finalists announced
PIC #12 preliminary rounds
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On Process Innovation (PI)
On Process Innovation (PI)
Why do we always talk about Innovation in vain? Do CEOs have the will to change the organizations in charge? There is No Luck for them in implementing Innovation? If not, can we have some kind of verified methodology and rational tools for approaching Innovation?
We emphasize ‘Innovation’ as a pronoun of Change because we need to improve continuously to have competitiveness in these turbulent times of change. We know we have to change desperately in some ways for survival, for continuous management, or prosperity. This article shows and ensures the fast track to successfully implement Innovation in the organization you are involved in.
The process is the value-added activity organization members do. They get Input from the Supplier, Process it and deliver the Output to the Customer. The process is so defined as SIPOC (Supplier – Input – Process – Output – Customer. We might see this definition by Michael Hammer, the former MIT professor and the Creator of BPR in 1980s). That is why we can focus on Process they normally do in business to start Innovation. Only if we regard ‘management’ as an activity for managing processes they routinely do in an organization, then we could dare to declare that Management Innovation is Process Innovation, the continuous effort to improve the workflow of an organization. Then insight to look upon the Innovation or Management Innovation as Process Innovation is correct. Now we are to focus on the Process to innovate the Management to have competitiveness.
How can we innovate Processes, then? We can imagine that we could find the improvement areas in processes when we could see them because we understand the interoperability between process activities. So, the first thing we have to do for finding issues is to visualize the processes. Process Map is the one way of Process Visualization. For example, VSM, Value Stream Map, the main tool of LEAN Concept, is to visualize the processes in the respect of the flow of information and materials by utilizing time factor to have Process Proficiency in Production Process.
Processes, however, do not exist for themselves or by themselves. They should have 4 supporting parameters, such as Measures, IT Systems, R&R (Role & Responsibility) and R&P (Rule & Policy). When we capture the problem areas or issues in Processes, we have to design or re-design 5 parameters, the Process itself, Measures, IT systems, R&R and R&P. They say that we must do 5 DPA (Design Parameter Analysis) for Process Innovation. Then, I ask, how do we recognize the Improvement areas after finding issue areas of the Processes? Is there a Stethoscope for identifying Issue areas in apparently good-looking Processes organization members do every day without big trouble?
We call the Highly Standardized Processes as Best Practices (BP) and we could use this BP, the Process Maturity Level 5, as a rule, or stethoscope for searching for Process Issues. To our fortune, APQC (American Productivity and Quality Center) and Arthur Anderson co-developed PCF in 1992 as an absolute BP. PCF (Process Classification Framework) is the best Process Taxonomy for Diagnosis Reference Models. This cross-industry model has universality and transferability properties over Industries. Moreover, APQC now has developed industry-specific PCF as well. Furthermore, APQC has figured out for us the Measures, OSBC.
This way, we could approach Management Innovation by Process Innovation.
Looking forward to your achieving Innovation.
Writer: Wang Yong Kim, ICMCMI CMC- Korea
Former IBM and SAMSUNG SDS Head Consultant, Now the Representative Consultant of Samul Net Co., LTD.
Seoul National University and Its Graduate School (Major: OBHR).
Tulane University, A.B. Freeman School of Business, MBA (Major: Finance)
About PI Innovation
What triggered the foundation of PI Innovation?
Digitalization and the requirements of Industry 4.0 require that PI rethink its position. Agile management, i.e. agile processes are needed – this means PI needs to rethink many aspects. It is important to maintain our core business since PI depends on it. At the same time, we need to transfer it into the future, into the digital world. We must have the courage to question and also change the current status. Only then will we be able to do the right things at the right time and with foresight. The real challenge in a company is, therefore, not to implement new technologies, but to create a culture that recognizes and sets trends and to lay the foundations for such a culture. PI Innovation has been given this important task and we are happy to contribute to the success of PI in the future.
What is your personal motivation as a Managing Director and as a long-standing member of the PI family?
I am profoundly convinced of PI and the people behind it. I am committed to ensuring that the company has a strong future – because we already have everything necessary for that. This was my motivation for leaving behind my position as Managing Director of PI miCos and venturing into this experiment. A very exciting task!
How is an innovation-friendly culture going to be set in place at PI?
To this end, we definitely need the support of all PI employees worldwide. Our team in Freiburg will only give impulses to the PI Group and propose processes or tools. We will examine technologies on their effectiveness and suitability for the company and we will present them to the management. The execution and implementation of our suggestions, however, depends on the Executive Board and on the employees.
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