Abstract: It is widely accepted that innovation is central to the growth of outputand productivity. The reason for collecting innovation data is to better understand innovation and its relation to economic growth. This requires both knowledge of innovation activities that have a direct impact on firm performance (for example, through greater demand or reduced costs) and of the factors that affect their ability toinnovate. Systems approaches complement theories that focus on the innovative firm, the reasons for innovating and the activities undertaken by firms. The forces that drive innovation at the level of the firm and the innovations that succeed in improving firm performance are of central importance for policy making. Recently, there has been a great deal of academic and practitioner interest in the concept of creativity and innovation types in organizations and in particular, the effects of innovation types on organizational performance. Understanding how to use innovation successfully in organizations is crucially important in a time when innovation is an almost obligatory survival strategy. This focus is not surprising, as innovation has been touted as the differentiator that will lead to the next level of competitive advantage. Evaluation of innovation types in organizations should help managers to develop productions and process. The objective of this study is to evaluate the organizational, process, product and marketing innovations in the manufacturing industries. Also, the effect of innovation types on the production performance is investigated, based on an empirical study covering 10 manufacturing firms in Iran. Researchers chose a group of top and middle managers of different firms, the number of this group is 200 persons, it means that the population of this study is 200 persons. In this study, researchers get benefit from structural equation model to test measurement model and path analyze. The results reveal the positive effects of innovations on production performance in manufacturing industries.