Integrated product-process modelling for platform-based co-development

Brunoe, Thomas Ditlev; Andersen, Ann-Louise; Sørensen, Daniel Grud Hellerup; Nielsen, Kjeld; Bejlegaard, Mads

doi:10.1080/00207543.2019.1671628

Cited by 29 publications

(19 citation statements)

References 38 publications

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“…Modularity of products. According to literature, it enables the modularity and integrability characteristics of manufacturing processes [22][23][24]. To this end, the modularity of the product given by the combination of the snorkeling mask with the recently patented valve is very representative.…”

Section: Results Of the Investigationmentioning

confidence: 99%

Reconfigurable Manufacturing: Lesson Learnt from the COVID-19 Outbreak

Napoleone

Prataviera

2020

IFIP Advances in Information and Communication Technology

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To compete in the current volatile and unpredictable context, manufacturing firms increasingly need reconfigurability, i.e. the capability to adapt the production capacities and functionalities of their manufacturing systems according to evolving product families. To be attractive for practitioners, reconfigurability should require a reasonably low effort. In 2020, the COVID-19 outbreak has quickly twisted market requirements: in an unexpected market context, many firms have been reconfiguring their plants and networks to satisfy, with low efforts, the surge in the demand for very specific products. This paper analyses the reaction upheld by specific Italian manufacturing firms to the outbreak, to derive practical insights on possible ways to achieve reconfigurability in manufacturing. As for results, four insights are provided, regarding: the pre-existing know how held by firms; their network configuration; the modularity of products; and the use of smart and digital technologies. Additionally, remarking the relevance of collaboration between different firms, this paper sows the seeds for linking the reconfigurability theory with the dynamic capabilities theory.

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Section: Results Of the Investigationmentioning

confidence: 99%

Reconfigurable Manufacturing: Lesson Learnt from the COVID-19 Outbreak

Napoleone

Prataviera

2020

IFIP Advances in Information and Communication Technology

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“…define problems in the form of value proposition through extensive front-end discovery activities) (Helfat and Raubitschek, 2018; Täuscher and Laudien, 2018), platform process (i.e. implement value creation practices through development efforts) (Brunoe et al , 2020; Wang et al , 2019) and platform product (i.e. achieve value outcomes to customers by the successful delivery of products and services) (Friesike et al , 2019; Kim and Cavusgil, 2020) (3Ps and 3Ds [discovery, development and delivery]).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Marketing platform products for successful customer outcomes: an empirical investigation of project process integration

Hong

Park

Deng

et al. 2022

IJQSS

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Purpose Cross-functional teams engage in developing platform projects which become the basis of many smaller projects. The purpose of this paper is to examine how project teams engage in front-end plan formulation and backend work implementation. This paper shows the critical linkage role of platform product practices. Design/methodology/approach This study examines the conceptual framework and research model by using a survey questionnaire for the target respondents of product development managers from the USA and Korea. After refining processes, this study determines the items for each variable for the large-scale survey. Findings Results suggest that when heavy-manager and customers are jointly or separately involved with a project team for the formation of shared team purpose and mission, then there would be differences in terms of information quality, shared team purpose and mission and the project outcomes. If the primary roles of heavyweight leadership and customer involvement are to improve information quality in terms of reduction of uncertainty and equivocality, then the project team is empowered enough to work on the formation of shared team purpose and mission on their own. Platform product practices are a linkage between front-end planning and back-end work doing which guides more specific projects with shared purpose and performance goals. Research limitations/implications As the data collection was limited to the USA and Korea, generalizability across diverse contexts requires caution. However, the findings provide meaningful insight on how to manage projects in an environment of increasing complexity and ambiguity. Practical implications This study provides interesting insight into how project teams approach platform product development. Based on the empirical test, this study shows how cross-functional teams integrate front-end project plan formulation and back-end project work implementation. This study also presents how heavyweight manager and customer involvement addresses the front-end information challenges and influence platform product practices. Originality/value This study empirically tests the role of fuzzy front planning in impacting project team success. In particular, this study highlights the dynamic relationships between heavyweight managers and customer involvement, information quality (i.e. uncertainty and equivocality), and the nature of team purpose and mission which are all crucial for effective cross-functional teamwork.

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“…In an RMS, part of the technical resources has modular structures (such as reconfigurable machine tools), which makes them adaptable-by adding, removing or replacing modules-to different operations [10]. The key to the profitability of modular resources is the possibility to reuse some of the modules (resource domain), such as standard platforms, along the system's life cycle whenever new requirements in terms of operations (process domain) arise, thus avoiding investments in purpose-built systems [26]. In other words, modular resources are cost-effectively and efficiently adaptable to evolving requirements [8]; thus, they are reusable along their life cycle [9].…”

Section: Background and Literature Reviewmentioning

confidence: 99%

Fostering the Reuse of Manufacturing Resources for Resilient and Sustainable Supply Chains

et al. 2022

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In the current context characterized by turbulent market conditions and the increasing relevance of sustainability requirements, reconfigurable manufacturing systems (RMSs) offer great potentialities for supply chains and networks. While plenty of contributions have addressed RMSs from a technological and system-specific perspective since the mid-1990s, the research interest for the strategic potentialities of RMSs at the supply chain level is recent and mainly related to building supply chains’ resilience and sustainability. Despite the interest, methods to support supply chains to strategically exploit RMSs are still missing, while being highly needed. In this paper, a method—consisting of an index to assess machines reusability and a mixed integer programming (MIP) algorithm—is provided to support the identification of reusable and reconfigurable machine candidates at the early stage of the strategic network design. The overall method allows machines to be compared based on their reusability and geographical locations. The application of the method, as well as an example referring to the production of emergency devices during the COVID-19 pandemic are reported. The theoretical and practical implications of the study are also discussed, and, among others, strategic parameters related to machines have been identified and elaborated as enablers of supply chain reconfigurability; the proposed method supports practitioners in improving supply chain resilience and sustainability. The method also encourages practitioners towards the development and adoption of reconfigurable machines. Finally, this study also has social impacts for local communities and stimulates customer-centric collaboration among companies belonging to similar industries and sectors.

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Integrated product-process modelling for platform-based co-development

Cited by 29 publications

References 38 publications

Reconfigurable Manufacturing: Lesson Learnt from the COVID-19 Outbreak

Reconfigurable Manufacturing: Lesson Learnt from the COVID-19 Outbreak

Marketing platform products for successful customer outcomes: an empirical investigation of project process integration

Fostering the Reuse of Manufacturing Resources for Resilient and Sustainable Supply Chains

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