PurposeThis paper seeks to identify information enabling and supporting production ramp‐up processes, by exploring critical events and the role of information in such events.Design/methodology/approachThe research approach was based on empirical and theoretical investigations. A selection of 30 events, considered the most critical for production ramp‐up realization and/or performance at one Swedish automotive company, were categorized and constituted the base for the analysis which focused information types and sources enabling event handling.FindingsInformation enabling event handling is a balanced combination of problem and domain information, regardless of event category. However, a differentiation concerning preference and usage of information types between experienced and less experienced personnel is identified. Problem‐solving information has the character of pragmatic information, composed of complementary parts of confirmation and novelty in terms of domain and problem information. The preferred information source in all event categories was “other people”.Research limitations/implicationsThe study focuses on the application of information in relation to critical events during production ramp‐up. General information theory is not addressed in depth.Practical implicationsInformation type and information source are not dependent on certain event categories, which allows a general information strategy enabling production ramp‐up. To facilitate production ramp‐up and event handling managers and key personnel need to apply a holistic perspective and need to be updated on domain information of the products, the equipment, and the production process during production ramp‐up.Originality/valueThe originality is in the focus and role of information to achieve an efficient production ramp‐up performance. A supporting model is developed which describes the structure of pragmatic information for personnel with various levels of experience, regardless of event category.
A common understanding of sustainable production principles and the identification of sustainable manufacturing practices among practitioners are key starting points in studying how manufacturers are making their operations more sustainable. However, there is a lack of insight in the literature connecting conceptual sustainable production principles, and the practices reflecting these principles. Using semi-structured interviews founded on the sustainable production principles posed by the Lowell Center for Sustainable Production, this paper presents an outlook of how companies in different industries carry out manufacturing practices related to the sustainability production principles. Results showed that the majority of sustainable manufacturing practices remain strongly centered on the environmental dimension of sustainability, with the greatest number of practices emanating from principles concerning energy and material conservation, and waste management. Similarly, reactive sustainable manufacturing practices prevailed over proactive sustainable manufacturing practices, as most of the practices aimed to comply with regulatory and market pressures. Quality and environmental management systems were acknowledged as important tools for putting sustainable production principles into practice; while Swedish environmental and social regulations were found to drive sustainable manufacturing practices. This study connects sustainable production principles with sustainable manufacturing practices and opens the way for further studies on a global or sector-specific scale.Job satisfaction assessment Performance appraisal ISO 9001 supporting training and competence Key performance indicators 9. The communities around workplaces are respected and enhanced economically, socially, culturally and physically.
In order to avoid misfits between technology and product concepts and prevent problems related to the fit of the product design and the production process, the interfaces between technology development, product development and production must be managed. In this paper the critical challenges related to these interfaces are analysed and discussed and a tentative model is formulated. The study builds on in-depth case studies of ten product development projects at five manufacturing firms, two workshops and a questionnaire. Results indicate that in the technology development/product development interface factors related to the synchronization (i.e. timing) and transfer management are ranked as most important. For the product development/production interface factors related to transfer management seem to be most important. The tentative interface management model includes a risk assessment of six contextual factors; the complexity and degree of change in the product, the complexity and degree of change in the production process, the degree of technological novelty, the geographical and organizational dispersion between technology development and product development, the organizational and geographical dispersion between product development and production and the market uncertainty in the project, and appropriate recommendations are devised to handle the specific risks related to these factors.
PostprintThis is the accepted version of a paper published in Journal of Manufacturing Technology Management. This paper has been peer-reviewed but does not include the final publisher proofcorrections or journal pagination. Citation for the original published paper (version of record):Löfving, M., Säfsten, K., Winroth, M. (2014) Manufacturing strategy frameworks suitable for SMEs. Journal of Manufacturing Abstract:Purpose: The paper aims at increasing the understanding of how manufacturing strategy formulation can be facilitated in SMEs.Design/methodology/approach: The research presented in this paper follows a four-stage logic. Initially a literature review was conducted identifying a number of manufacturing strategy frameworks. Thereafter, theoretical and practical assessment criteria were established. The SME requirements were identified through five case studies. Based on these assessment criteria, identified manufacturing strategy formulation frameworks were evaluated. When a framework was found that fulfilled most of the requirements set out, a detailed analysis of the framework was done, based on criteria related to specific SME characteristics. Findings:In total 15 different manufacturing strategy formulation frameworks were identified in the literature. To evaluate the suitability of these frameworks in SMEs, a number of assessment criteria were established, both in theory and in practice. These assessment criteria were grouped into three parts based on their character: procedure, realisation and contextual issues. The assessment of the 15 frameworks revealed that among the identified frameworks there was one framework that stood out and fulfilled several of the criteria. However, the frameworks still need to be adapted to the specific SME characteristics. Practical implications:Based on an assessment of the existing manufacturing strategy frameworks we have been able to identify one framework that fulfills 10 out of 14 of the theoretical and empirical requirements. Originality/contribution: Although a number of manufacturing strategy frameworks exist, their applicability in practice has seldom been investigated. The results presented provide valuable knowledge for the continued work of rendering manufacturing strategy frameworks suitable and thereby useful for SMEs.
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