Instandhaltungsmanagement als Gestaltungsfeld Ganzheitlicher Produktionssysteme

Dombrowski, Uwe; Schulze, Sven; Otano, Isabel Crespo

doi:10.1007/978-3-642-00502-2_3

Cited by 4 publications

(3 citation statements)

References 2 publications

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Section: The Vrio-model Of Competitive Advantage Applied To Tpsmentioning

confidence: 99%

“…Toyota has never been reluctant to share what they do with competitors. Today, XPS content across companies and industries largely consists of well-known practices heavily inspired from the TPS and the lean production paradigm (Lehr and Springer, 2000;Dombrowski et al, 2009;Clarke, 2005). Moreover, numerous empirical studies serve as proof of the positive effects that successful lean production or XPS improvement programme implementation can give across various companies and industries (Barthel and Korge, 2002;Lewis, 2000;Womack and Jones, 1996).…”

Section: Xps and Competitive Advantagementioning

confidence: 99%

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Company-specific production systems and competitive advantage

Netland

Aspelund

2013

International Journal of Operations &Amp; Production Management

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Purpose: In order to improve competitiveness on a global scale, multinational enterprises increasingly develop a company-specific Production System (XPS) and deploy it in their worldwide operations. An XPS is synonymous with a tailored corporate-wide improvement programme. The purpose of this paper is to explore the circumstances under which an XPS can provide a competitive advantage. Methodology:We use an explorative case study methodology to investigate the link between the establishment of an XPS and competitive advantage. Specifically we investigate the part of the Volvo Group's globally implemented Volvo Production System (VPS) that aim to improve the manufacturing processes worldwide. Due to its historical trajectories, Volvo constitutes a unique case for studying the trend and effects of XPS. The resource-based view of the firm provides the theoretical foundation for our analysis. Findings:We conclude with four research propositions. P1: In industries with widespread XPS implementation, an XPS is a necessary resource for achieving competitive parity; P2a:Early-starters get an instant temporary competitive advantage; P2b: Late-starters can achieve a temporary competitive advantage if they implement an XPS at a faster speed than competitors; and P3: An XPS can provide a sustainable competitive advantage if it has a superior fit with other path-dependent resources in the organisation. Research limitations/implications:We propose an updated VRIO-model, which is better suited for understanding the relations between an XPS and competitive advantage. The major limitation of the study is the single-case design, which complicates generalisation from the VPS to an XPS of the propositions set forward. Originality/value: Despite the significant trend in modern operations management, companyspecific Production Systems have received remarkably limited attention from academia except for the Toyota Production System. Presumably, this is the first paper to discuss the recent trend of XPS and its contribution to competitive advantage.

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Section: The Vrio-model Of Competitive Advantage Applied To Tpsmentioning

confidence: 99%

Section: Xps and Competitive Advantagementioning

confidence: 99%

Company-specific production systems and competitive advantage

Netland

Aspelund

2013

International Journal of Operations &Amp; Production Management

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“…Both practice and theory establish that XPSs are strongly influenced by lean production and the Toyota Production System (MacDuffie 2000; Clarke 2005; Dombrowski et al 2009;Westkämper et al 2009). The XPS content thus comprises well-known principles, techniques and tools, which are described in a rich improvement literature.…”

Section: Xps Contentmentioning

confidence: 99%

Managing strategic improvement programs: the XPS program management framework

Netland

2012

PPPM

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Multinational corporations are introducing holistic company-specific production systems (XPSs) in order to improve the productivity of their global manufacturing networks. XPSs are multi-plant improvement programs that are coordinated from the corporate headquarters and implemented in all subsidiaries of the firm. However, research and practice show that the implementation of process improvement programs is a challenging task that often ends up unsuccessful despite good intentions and substantial resource investments.In this paper, I investigate how program management theory can help provide deployment guidelines for successful XPS implementation in global firms. I am proposing an XPS program management framework, which has been developed through merging program management theory with descriptions of real-life XPSs. It is suggested that the structured approach found in project-based program management literature can be partly adapted to strategic programs such as the XPS.This paper contributes to program management theory by enhancing our understanding of how strategic programs, such as XPSs, differ from other more project-based types of programs. Secondly, it contributes to the process improvement literature with practical management guidelines for XPS deployment adapted from program management theory.

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Wandel von Instandhaltungsarbeit

Gutsche

Voigt

2018

Betriebliche Instandhaltung

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Instandhaltungsmanagement als Gestaltungsfeld Ganzheitlicher Produktionssysteme

Cited by 4 publications

References 2 publications

Company-specific production systems and competitive advantage

Company-specific production systems and competitive advantage

Managing strategic improvement programs: the XPS program management framework

Wandel von Instandhaltungsarbeit

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