Impact of product platforms on lean production systems: evidence from industrial machinery manufacturing

Alblas, A.A.; Wortmann, Hans

doi:10.1504/ijtm.2012.043954

Cited by 10 publications

(6 citation statements)

References 16 publications

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“…In particular, the choices made in the physical domain need to be carefully mapped to the process domain. Such a mapping is found to be notoriously difficult in capital goods situations (Alblas 2011;Bertrand and Muntslag 1993;Eckert and Clarkson 2010;Wortmann 1995).…”

Section: Capital Goods: Characteristics Complexities and Challengesmentioning

confidence: 99%

Managing design variety, process variety and engineering change: a case study of two capital good firms

Veldman

Alblas

2012

Res Eng Design

Self Cite

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Many capital good firms deliver products that are not strictly one-off, but instead share a certain degree of similarity with other deliveries. In the delivery of the product, they aim to balance stability and variety in their product design and processes. The issue of engineering change plays an important in how they manage to do so. Our aim is to gain more understanding into how capital good firms manage engineering change, design variety and process variety, and into the role of the product delivery strategies they thereby use. Product delivery strategies are defined as the type of engineering work that is done independent of an order and the specification freedom the customer has in the remaining part of the design. Based on the within-case and cross-case analysis of two capital good firms several mechanisms for managing engineering change, design variety and process variety are distilled. It was found that there exist different ways of (1) managing generic design information, (2) isolating large engineering changes, (3) managing process variety, (4) designing and executing engineering change processes. Together with different product delivery strategies these mechanisms can be placed within an archetypes framework of engineering change management. On one side of the spectrum capital good firms operate according to open product delivery strategies, have some practices in place to investigate design reuse potential, isolate discontinuous engineering changes into the first deliveries of the product, employ 'probe and learn' process management principles in order to allow evolving insights to be accurately executed and have informal engineering change processes. On the other side of the spectrum capital good firms operate according to a closed product delivery strategy, focus on prevention of engineering changes based on design standards, need no isolation mechanisms for discontinuous engineering changes, have formal process management practices in place and make use of closed and formal engineering change procedures. The framework should help managers to (1) analyze existing configurations of product delivery strategies, product and process designs and engineering change management and (2) reconfigure any of these elements according to a 'misfit' derived from the framework. Since this is one of the few in-depth empirical studies into engineering change management in the capital good sector, our work adds to the understanding on the various ways in which engineering change can be dealt with.

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Section: Capital Goods: Characteristics Complexities and Challengesmentioning

confidence: 99%

Managing design variety, process variety and engineering change: a case study of two capital good firms

Veldman

Alblas

2012

Res Eng Design

Self Cite

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“…Determining the lean barriers is not only helpful to detect problems related to lean implementation but also helpful to determine the current situation regarding its sustainability in any company. Many researchers have suggested that lean implementation is based on the application of the complete set of lean principles, but realistically it is not possible for all companies to implement them fully (Herron and Braiden, 2007; James, 2006; Papadopoulou and Ozbayrak, 2005; Balle, 2005; Alblas and Wortmann, 2012). Its execution is one of the important tasks in manufacturing industries because of its dependence upon critical barriers like management and leadership attitude, supportive organization culture, finances and availability of expertise (Saad et al , 2006).…”

Section: Resultsmentioning

confidence: 99%

RFID impacts on barriers affecting lean manufacturing

Rafique

Rahman²,

Saibani³

et al. 2016

IMDS

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Purpose Lean manufacturing is one of the leading paradigms for fast and proficient manufacturing but its proper implementation is a foremost task due to certain barriers affecting lean and can be handled when utilized with RFID technology. With this aspect in view, the purpose of this paper is to enlighten and present a thorough literature study that can show how RFID-based lean manufacturing is helpful for handling barriers affecting lean manufacturing in light of previous literature available. Design/methodology/approach In order to achieve this purpose a systematic literature review is conducted to justify the impacts of RFID technology for handling barriers. The aim of this systematic literature review is to initially find the barriers affecting lean implementation and then to explain the properties of RFID-based lean manufacturing which are highly feasible to handle detected barriers. Findings An interrelation is generated in this study which provides a clear indication that the properties of RFID carry significant effects to handle detected barriers in the operational, managerial and financial regime of manufacturing companies. The detected barriers that affect lean implementation are company’s cultures, top management commitment, poor employee administration, lack of finances, unbalanced inventory control, unstable customer handling and longer lead times. The properties of RFID-based lean manufacturing like operational visibility, inventory control, production control, minimized lead times and the real-time data information (to facilitate top management and employees on shop floor) are extremely helpful to control these barriers. Originality/value The originality of this study is the provision of clarity provided to both academicians and practitioners by citing and utilizing previous research studies which undoubtedly indicates positive impacts of RFID on lean implementation.

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“…Scholars have also tried to adopt the concept of product lifecycle to the platform context (Wortmann and Alblas, 2009). For example, Alblas and Wortmann (2012) identified which attributes of platform change determine the stage in the platform's lifecycle. Ben Mahmoud-Jouini and Lenfle (2010) discussed platform evolution management from a lifecycle perspective.…”

Section: Detailed Analysis Of Research Topics By Different Perspectivesmentioning

confidence: 99%

“…Gawer, 2009b;Pekkarinen and Ulkuniemi, 2008;Hofman and Meijerink, 2015; and from product lifecycle to platform lifecycle (e.g. Wortmann and Alblas, 2009;Alblas and Wortmann, 2012;Ben Mahmoud-Jouini and Lenfle, 2010).…”

Section: Detailed Analysis Of Research Topics By Different Perspectivesmentioning

confidence: 99%

Platform-based service innovation and system design: a literature review

Wang

Zhao

2018

IMDS

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Purpose The purpose of this paper is to systematically review the platform literature and synthesize the various topics of research into a common framework to reveal the relations between platform-based service innovation, system design and other platform-related factors. Design/methodology/approach A quantitative descriptive analysis led to an overview of the distribution of research focuses of the 187 sample articles identified by a well-established search strategy. A qualitative in-depth review was then used to clarify the detailed research topics and generate an overall conceptual model to link them, with a focus on platform-based service innovation and system design. Findings In total, 11 research topics of three research perspectives were identified and linked by a framework that accounts for the relationships between platform-based service innovation and system design and their influences on platform evolution. A small panel of industry experts validated the accuracy and utility of the proposed framework. Originality/value This paper provides an integrated framework for separately developed research perspectives and the topics investigated in the platform literature. Through the proposed framework, this paper helps to improve the knowledge on platform study and management, and lays a foundation for exploring the research opportunities in platform-based service innovation and system design.

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Impact of product platforms on lean production systems: evidence from industrial machinery manufacturing

Cited by 10 publications

References 16 publications

Managing design variety, process variety and engineering change: a case study of two capital good firms

Managing design variety, process variety and engineering change: a case study of two capital good firms

RFID impacts on barriers affecting lean manufacturing

Platform-based service innovation and system design: a literature review

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