This paper analyses the means by which major innovations in the operations\nmanagement (OM) practice develop. It describes the process as having a life cycle\npattern that starts with a big idea. The big idea concept promises breakthrough\noperating results, ultimately providing lower price, better quality, faster delivery, or\ncombinations of these and other attributes that add value for the customer. A\nsuccessful big idea goes through the phases of provenance, experimentation,\npenetration, consolidation, and absorption. At that point, it is being incorporated\ninto business operations throughout the industry. If the original idea reaches the end\nof its useful life or proves unsuccessful during development, it is supplanted.\nMaterials requirements planning (MRP) and supply chain management (SCM) are\nused to illustrate the general life cycle model. The analysis of these two successful\nmajor OM innovations discloses a similar development pattern but different final\nabsorption outcomes. While MRP became an everyday tool for tactical level\noperations, SCM is an important strategic tool for integrated company management.\nThe similarity of their development patterns, however, supports the general nature of\nthe life cycle model introduced.
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