From continuous improvement to continuous innovation
By: COLE, Robert E
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Material type: 
ArticlePublisher: Oxfordshire : Routledge, december 2002Total Quality Management 13, 8, p. 1051-1056Abstract: The aim of this paper is to demonstrate the need for an alternative to how those in the quality community think about continuos improvement is those business environments characterized by rapid change and uncertainty. This involves a re-examination of the role of error and a recognition of the weakness of conventional marketing techniques in understanding customer needs. Compared with conventional thinking about continuous improvement, the probe-and-learn process and rapid prototyping are presented as better suited to dynamic but uncertain business enviroments. Probe-and-learn is seen as a new form of Plan Do Check Act (PDCA) that underweigths `Plan' and overweights `Do' in a rapid-fire iterative process. The author examines Beta testing as a mode of probe-and-learn process and rapid prototyping are presented as better suited to dynamic but uncertain business environments. Probe-and-learn is seen as a new form of Plan Do Check Act (PDCA) that underweights `Plan' and overweights `Do'in a rapid-fire iterative process. The author examines Beta testing as a mode of probe-and-learn. Finally it is argued that probe-and-learn is applicable throughout the production chain
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The aim of this paper is to demonstrate the need for an alternative to how those in the quality community think about continuos improvement is those business environments characterized by rapid change and uncertainty. This involves a re-examination of the role of error and a recognition of the weakness of conventional marketing techniques in understanding customer needs. Compared with conventional thinking about continuous improvement, the probe-and-learn process and rapid prototyping are presented as better suited to dynamic but uncertain business enviroments. Probe-and-learn is seen as a new form of Plan Do Check Act (PDCA) that underweigths `Plan' and overweights `Do' in a rapid-fire iterative process. The author examines Beta testing as a mode of probe-and-learn process and rapid prototyping are presented as better suited to dynamic but uncertain business environments. Probe-and-learn is seen as a new form of Plan Do Check Act (PDCA) that underweights `Plan' and overweights `Do'in a rapid-fire iterative process. The author examines Beta testing as a mode of probe-and-learn. Finally it is argued that probe-and-learn is applicable throughout the production chain
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