MEPSS is intended to provide active support during actual phase-by-phase execution
innovation projects of companies by providing a clear modular structure and providing
management and design support. A Webtool offers free access to results according to the “open
source” idea: everyone will be allowed to use the tools by themselves. Additional support can
provided by the MEPSS consortium partners, a network of international experts. MEPSS is
experimenting with new forms of planning and communication. Early involvement of stakeholders
and visualisation of results are key principles that offer benefits in two areas:
as opposed to explicit knowledge, is far less tangible and is deeply
embedded into an organization's operating practices. It is often called 'organizational
culture', referring to relationships, norms, values, and standard operating procedures.
Because tacit knowledge is much harder to detail, copy, and distribute, it can be a rich and
sustainable source of competitive advantage. Explicit knowledge should be enriched with
internally generated tacit knowledge.
The MEPSS Handbook offers a PSS innovation model with the following characteristics:
MEPSS offers uniqueness in terms of modularity. A company or an industrial alliance
from various directions and starting conditions.
As the complexity of PSS innovation is high, the availability of good tools is
handbook offers a range of carefully selected tools, many of them specifically tailored to PSS.
Moreover, the use of real industry cases and illustrative examples helps in illustrating the MEPSS
model, the rationale for the tools, and the actual application of these tools. Methods and tools are
grouped in the following areas:
- How is today’s value chain
- How to describe the system of interlinked
production and consumption chains (e.g.
logistics, material and product flows, profit pool, environmental and social effects)?
- How to organise a system analysis
of PSS alternatives (with strengths and weaknesses
compared to today’s system)?
- Who could be involved in co-development
and commercialisation – identification of
likely partners in the value chain?
- What pitfalls are to be avoided?
- How to stimulate the new mindset
in which PSS can best be brought to fruition?
- How to remodel social/ethical, infrastructure,
legal and organisational systems?
- How to build credible business reputation
based on PSS?
3. Sustainability (3P)
assessment of PSS business –The chosen perspective (company,
production-consumption chain, or territory) is important to come to reliable assessments
4. Market acceptance
- Acceleration of the market acceptance of the PSS proposition by the