Innovation at 3m
Autor: Chiltern Su • October 8, 2016 • Case Study • 3,100 Words (13 Pages) • 661 Views
Table of Contents
Background of 3M Health Care Unit
The “Economy” Line
Benefits
Flaws/Limitation
Feasibility
The “Skin doctor” line
Benefits
Flaws/Limitation
Feasibility
The Antimicrobial “Amour” Line
Benefits
Flaws/limitation
Feasibility
Infection containment (Evolution or Revolution)
Openness to new business opportunities
Strategic fit to company
Effectiveness
Evaluation
References
Background of 3M Health Care Unit
The Medical-Surgical Market division, under the larger umbrella of 3M Health Care group is one the most important departments in 3M. In 1994 Health Care group contributes $2 billion USD in sales, which is 12.6% of the total revenue of 3M. In the domestic market (US), 3M has been the leading manufacturer of health-related products like surgical drapes for years. By the mid-1990s, surgical drapes are creating more than 100 million dollars revenue for the company. However, sales have been stagnating and timeframe for innovation has been increasing. This report expresses how Rita Shor, senior product specialist, presents the following recommendations to the company in order to improve its sales. The main assumption for this report is that the time period discussed is the current year of 3M in the 1990s.
The “Economy” Line
Manufacturing an “Economy” line of surgical drapes that is low cost, one-size fits-all and easy-to-dispense helps to gain an edge in the competitive market and expand into developing countries. 3M does it by leveraging on its pre-existing adhesives technology and fastening devices to manufacture the new line of surgical drapes. (Thomke, Stefan,
& Nimgade, 2002)
The reinvented surgical drapes is a form of incremental innovation. 3M refines and improves the existing surgical drape design and reduces the cost of production by using pre-existing technologies in the production process. The main component did not change and the product still serves the same purpose but enhancements were made to allow surgeons to focus on the wounded body parts. The changes in design can be implemented quickly and efficiently, reducing the cost of transition. (Thomke et al, 2002)
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