Analyzing the factors affecting engineering change implementation performance in the engineer-to-order production environment: case studies from a Norwegian shipbuilding group

Iakymenko, Natalia; Brett, Per Olaf; Alfnes, Erlend; Strandhagen, Jan Ola

doi:10.1080/09537287.2020.1837939

Cited by 8 publications

(4 citation statements)

References 55 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The lower the degree of vertical integration, the greater the cost of implementing product improvement. This is essentially due to the difficulty of integrating and coordinating vertically disintegrated chains (Iakymenko, Brett, Alfnes, & Strandhagen, 2022): vertical integration can lead to better governance of agency problems, resulting in a better operational performance (Peltokorpi, Matinheikki, Lehtinen, & Rajala, 2020). From the claims of contingency theory, the impacts of contingency factors on the performance of the implementation of changes are still subjective, but such factors could be evidenced through longitudinal studies following the change since the implementation.…”

Section: Operations Performancementioning

confidence: 99%

Bridging the gap: state-of-the-art on vertical integration

Beal Partyka,

Laureano Paiva

2024

RAUSP

View full text Add to dashboard Cite

Purpose This paper aims to present the vertical integration state-of-the-art and propose an expansion of the operations and supply chain management (OSCM) field by identifying gaps and bottlenecks. Design/methodology/approach This paper uses a systematic literature review based on a sample of 173 OSCM field articles, collected from Scopus and Web of Science databases. Findings There are no single factors, such as future costs, structures or skills development, in the decision to vertically integrate operations. It is necessary to combine the vision of production costs with the perspective of governance and transaction costs. In addition, it is essential to consider the competency perspective and its impact on capability building. Research limitations/implications Few studies have attempted to understand how vertical integration is used in terms of OSCM research themes and theories. Vertical integration can help companies face challenges and serve as a potential solution for achieving better prices, demand control and quality management. Practical implications The significant role of vertical integration mechanisms in supply chains is crucial for managers evaluating a firm's reconfiguration with more vertical operations. Policymakers interested in supporting the smoothness of vertical integration decisions in regulatory agencies play a key role as contingencies. Social implications In times of global challenges, vertical integration is a strategy known to be more effective for firms to obtain a competitive advantage, making them more resilient. Originality/value This paper addresses gaps in the vertical integration theme and provides insights for future research development.

show abstract

Section: Operations Performancementioning

confidence: 99%

Bridging the gap: state-of-the-art on vertical integration

Beal Partyka,

Laureano Paiva

2024

RAUSP

View full text Add to dashboard Cite

show abstract

“…While in ETO, engineering changes must be instantly implemented and cannot be postponed until a new/next product version or production run, causing work in process being disposed and parts and components to be reworked or even scrapped. As such, the embedded variabilities in engineering work can have a huge impact on everything from ongoing production, assembly processes and inventory, leading to the need of immediate replanning [20].…”

Section: Conceptualizationmentioning

confidence: 99%

Centralized vs Decentralized Production Planning in ETO Environments: A Theoretical Discussion

Nujen

Alfnes

Mwesiumo

et al. 2022

IFIP Advances in Information and Communication Technology

View full text Add to dashboard Cite

The characteristics of ETO production call for further analysis to investigate the implications of traditional (deterministic) systems of planning i.e., centralized, and hierarchal, compared with decentralized systems. Accordingly, this study delineates the potential implications of centralized and decentralized planning approaches in the context of ETO. Hence, the contradictory pressure for either decentralized or centralized approaches promote one-sided solutions accentuating the crucial significance of a theoretical discussion. Our analysis suggests that implementing decentralized systems should engender flexibility, transparency and responsive, which in turn can strengthen the impact of production planning on project delivery. In contrast, implementing centralized systems is likely to stifle the impact of production planning due to the rigidity, sequential interdependence, and the top-down nature of this approach. As such, our study provides opportunities for extending extant theory on centralized and decentralized production planning within ETO contexts, while providing a tentative framework for ETO practitioners that can be applicable when decisions concerning an (re)evaluation of production planning systems are to be made.

show abstract

“…Akasaka et al (2016) proposed a product functional structure model that can support ETO companies in clearly defined customer requirements and avoid engineering changes (EC) after the order. Iakymenko et al (2020bIakymenko et al ( , 2020a analysed the factors affecting the EC implementation performance, underling time of EC occurrence, competence and experience of engineering and production staff, and degree of vertical integration in a supply chain as the ones with the highest impact, and proposed a theoretical framework for EC management in ETO industries.…”

Section: Engineering Managementmentioning

confidence: 99%