ISO 56003:2019 pdf free download – Innovation management一Tools and methods for innovation partnership – Guidance.
aim is to design products with less inputs (fewer, simpler and less harmful materials, etc), higher quality (more durability and easier repair), and more environmentally friendly disposal, that could be an input to another product. PLM provides the platform to engage all stakeholders along the supply chain, and in that sense, it integrates people, data, processes and business systems and provides a product information backbone for companies and their extended enterprise. This method is particularly adapted for integrating environmental consideration (environmental lifecycle analysis). PLM analysis helps to pinpoint missing capabilities to address some of the product life cycle components.
Experience Curve Concepts analyses the specific role of product, to the competitive portfolio. It analyses the relationship between accumulated output of product and costs that affect the feasibility of exploitation strategies that could include: modernizing delivery, production and disposal, integrating vertically or horizontally to reduce cost of inputs, or the further divisions of labour, etc. Experience curve analysis may show opportunities for improving operational costs.
Value Chain Analysis maps cost reduction or the increase of revenues or benefits that each activity can generate. It can help pinpoint missing capabilities to improve those parameters.
Industrial Analysis tool is based on the premise that there are five attributes, or ‘forces’ that influence the ability of a firm to either maintain or create above normal returns. These forces are; the threat of new entrants to a market, the introduction of substitutes or alternatives, the bargaining power of customers, the bargaining power of suppliers and industrial rivalry.
Strategic Planning is a formal planning process that guides an analysis of external and internal factors, such as the general, technological and competitive environment to gather intelligence about strengths, weaknesses, opportunities and threats to align innovation strategy with the environment. It can assist in pinpointing, missing capabilities.
Benchmarking this tool compares relative performance of business functions to alternatives and/or competitors. By illustrating performance on certain criteria, it can help identify gaps.
For individual and organizational competence collaborative analysis tool, see Iso 44001.
A.2 Determine the best approach to fill the gap
A partnering evaluation of pros and cons can support making a decision on whether to enter a partnership, in order to acquire the resources and capabilities needed to address the opportunity for innovation, or to pursue the opportunity independently.
Table A.2 can be used as a template to list the pros and cons.
B.1 Augmented partner selection decision matrix
A matrix cross references the selection criteria against each partner (see 6.3) with a weight assigned to indicate the scoring for the partner/criteria combination. The criteria may be augmented with the pros and cons identified in Table A.3.
The following matrix (see Table B.1) illustrates one way to prioritize criteria and score potential partners, using the management decision tools that are listed below the table.
Guidelines to using the technique: limit number of criteria, limit number of partners, clear scoring mechanisms, and choose a method to highlight low and high scores, such as the RAG system.
The RAG system is a project management method of rating for issues or status reports, based on Red, Amber (yellow), and Green colors used in a traffic light rating system.