Employing lean concepts and tools in innovative and R&D based organizations

  • Tarannom Foruhi Department of Industrial Engineering, Science and Research Branch, Islamic Azad University, Tehran, Iran
  • Matineh Behzad Department of Computer Science, University of Golestan, Golestan, Iran
  • Zaynab Akhoundpour Amiri Department of Industrial Engineering, System Management and Productivity, University of Alghadir, Tabriz, Iran
  • Majid Felekari Department of Industrial Engineering, University of Kurdistan, kurdistan, Iran
  • Hossein Havangi Department of Management, London Business & Engineering School, London, UK
Keywords: Lean principles, Lean tools, Lean thinking, R&D, Lean production


One of the recent advances in the field of Lean concept is the use of its principles and tools in the field of research and development and innovation. Since R&D processes that lead to the creation of innovative products are not as standard as processes of classical production, or the supply chain in the industry, it is believed that lean principles and approaches in the field of research and development are not effective and even they can be an obstacle for the innovative and knowledge-based domain. But it should be borne in mind that the R&D activities also require a significant degree of standardization in the processes. Therefore, employing Lean thinking in research and development organizations and innovation can enhance their key capabilities. In this paper, after reviewing the differences between Lean R&D and Lean production and specific losses of R&D processes, the application of different Lean principles and tools will be discussed with an emphasis on the key capabilities of research and development organizations. By employing these principles and tools, organizations can increase the efficiency of their R&D process in different ways.

How to Cite
Foruhi, T., Behzad, M., Akhoundpour Amiri, Z., Felekari, M., & Havangi, H. (2018). Employing lean concepts and tools in innovative and R&D based organizations. International Journal of Applied Optimization Studies, 1(01), 71-85. Retrieved from http://ijaos.com/index.php/home/article/view/27
Original article