Lean development and CMMI: contribution to agile NPD

Charlotte Wieder, Marie-Anne Le Dain () and Eric Blanco ()
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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
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
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

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Abstract: This paper aims at understanding to which extent the recommendations of two continuous improvement methods: lean engineering and CMMI for development V1.2, influence the innovation capability of manufacturers. To achieve this goal, we first identified what are innovation capabilities, with a literature review on the context of intensive innovation and interviews. From that work, we identified agility as a key capability to have at the product development level to innovate. Agile NPD can be defined through four agility areas: uncertainty management, knowledge management & learning management, multiple valuations management and collaboration management. Second, we analyzed the two continuous improvement methods, to understand to which extent they foster agile development practices. The four agility areas are used to perform the analysis. We conclude this article with the main managerial implications arising from this analysis. The originality of this paper is: the definition of four agility areas necessary to obtain an agile NPD and the critical analysis of lean development and CMMI, in regard with these agility areas.

Keywords: agile NPD; lean development; CMMI; agility area; innovation; capability (search for similar items in EconPapers)
Date: 2008-10-30
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Published in 1st Workshop on Journal Publishing for Non-Native English-Speaking Researchers in OM and NPDM, Oct 2008, Nice, France

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00381416

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