Martin Lennartsson, Samuel André and Fredrik Elgh
The purpose of this research is to support the customization ability for industrial house building companies striving to offer individualized products but with a strategy which…
Abstract
Purpose
The purpose of this research is to support the customization ability for industrial house building companies striving to offer individualized products but with a strategy which includes a production facility. This is accomplished by analyzing the as-is state in terms of existing engineering assets and by proposing a to-be state using the design platform and product lifecycle management (PLM) support.
Design/methodology/approach
This study is based on design research methodology and collected data are in-depth interviews, document reviews and workshops and method development. The theoretical baseline is product platforms and the design platform.
Findings
The analysis showed that despite use of a platform, inherent assets are disorganized. Still, the identified object-based engineering assets were possible to include in a conceptual proposal for better management, both in the process and product view, using an asset relationship matrix and a PLM system.
Practical implications
The results should be applicable for industrial house building and off-site construction companies and offers an approach to identify and manage their assets and platforms which are crucial to stay competitive.
Originality/value
Previous research on design platforms has focused on engineer-to-order companies within the mechanical industry. The contribution of this paper lies in the application and support of the design platform for industrial house building and the introduction of PLM system support.
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Malin Löfving, Anders Melander, Fredrik Elgh and David Andersson
The purpose of the study is to develop knowledge on the implementation of Hoshin Kanri (HK) in small manufacturing companies. Two research questions are addressed: (1) what…
Abstract
Purpose
The purpose of the study is to develop knowledge on the implementation of Hoshin Kanri (HK) in small manufacturing companies. Two research questions are addressed: (1) what factors influence the implementation of HK in small manufacturing companies? (2) How do the factors influence the implementation of HK in small manufacturing companies?
Design/methodology/approach
The research presented in this paper is based on an extensive literature review and data from the implementation process in five small manufacturing companies. In the literature review, factors influencing the implementation of HK, lean production and total quality management (TQM) in small manufacturing firms are identified. Thereafter, five implementation cases are analyzed. Findings from the cases are then contrasted with the factors identified in the literature and further theorized.
Findings
Seven factors were found to either enable or hamper HK implementation in small manufacturing companies. Management involvement was identified as a critical factor. Management involvement can be typologized as collaborative or demanding, and the types of involvement is decisive in implementation processes within the small manufacturing company context.
Originality/value
In this paper, the authors focus on small manufacturing companies as the starting point and relate theoretical and practical results to the implementation processes in this defined target group. Conceptualizing implementation as a learning process, this research contributes to this emerging perspective on small firm development.
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Anders Melander, Malin Löfving, David Andersson, Fredrik Elgh and Mikael Thulin
The purpose of this paper is to explore the basic principles and introduction of the Hoshin Kanri (HK) strategic management system, as related to the management practices in…
Abstract
Purpose
The purpose of this paper is to explore the basic principles and introduction of the Hoshin Kanri (HK) strategic management system, as related to the management practices in manufacturing small- and medium-sized enterprises (SMEs).
Design/methodology/approach
This paper reports the findings from the introduction of HK to four manufacturing SMEs by following an assistance support-based research approach where teams of coaches and researchers observed and learned from the introduction phase. The overall design of the project is theory building and learning oriented.
Findings
It is suggested that the successful introduction of a strategic management system in manufacturing SMEs has to balance the inherent level of formalization therein, with the individual company’s management practices. Based on HK as the strategic management system, pDCA is proposed as an alternative approach to the introduction, matching differences in management practices.
Research limitations/implications
The explorative nature of this research provides room for subsequent studies by elaborating the knowledge on the introduction of strategic management systems in SMEs.
Practical implications
Awareness of the existing managerial practices is essential when introducing a new strategic management system in manufacturing SMEs. Such awareness is the starting point of customizing the introduction, so that proper levels of engagement and flexibility can be balanced with increasing systematic formalization, and optimized adequacy.
Originality/value
Following an assistance support-based research approach the result of this research project is summarized in the iterative pDCA model emphasizing engagement and flexibility when incrementally introducing strategic management systems in SMEs. This model addresses a hitherto under-researched topic in strategic management.