Alexander Vestin, Kristina Säfsten and Malin Löfving
The meaning of Industry 4.0 has started to be outlined for the construction industry, but there is still limited knowledge on the implications for the single-family wooden house…
Abstract
Purpose
The meaning of Industry 4.0 has started to be outlined for the construction industry, but there is still limited knowledge on the implications for the single-family wooden house building industry. The purpose of this paper is to expand the understanding of what the fourth industrial revolution implies for the single-family wooden house industry. The paper contributes with practitioners’ view of the content and meaning of a smart single-family wooden house factory.
Design/methodology/approach
An exploratory multiple case study was carried out at two Swedish single-family wooden house builders, combined with a traditional literature review.
Findings
As a result of a multiple case studies, the content and meaning of a smart single-family wooden house factory was elaborated on. In total, 15 components of a smart single-family wooden house factory were identified, of which 8 corresponded to the components of Industry 4.0 as described in other sectors.
Research limitations/implications
The study can be expanded to also include multi-family wooden house builders and other branches of the offsite wooden building industry.
Practical implications
Managers in the house-building industry who want to improve and strive for a smart single-family wooden house factory can learn from this study, get an insight of what other companies consider as important and how it relates to Industry 4.0.
Originality/value
To the best of the authors’ knowledge, this study is a first attempt to understand what Industry 4.0 mean and how it can be accomplished for the single-family wooden house offsite manufacturing industry.
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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.
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Malin Löfving, Kristina Säfsten and Mats Winroth
– The paper aims at increasing the understanding of how manufacturing strategy formulation can be facilitated in SMEs.
Abstract
Purpose
The paper aims at increasing the understanding of how manufacturing strategy formulation can be facilitated in SMEs.
Design/methodology/approach
The research presented in this paper follows a four-stage logic. Initially, a literature review was conducted identifying a number of manufacturing strategy frameworks. Thereafter, theoretical and practical assessment criteria were established. The SME requirements were identified through five case studies. Based on these assessment criteria, identified manufacturing strategy formulation frameworks were evaluated. When a framework was found that fulfilled most of the requirements set out, a detailed analysis of the framework was done, based on criteria related to specific SME characteristics.
Findings
In total, 15 different manufacturing strategy formulation frameworks were identified in the literature. To evaluate the suitability of these frameworks in SMEs, a number of assessment criteria were established, both in theory and in practice. These assessment criteria were grouped into three parts based on their character: procedure, realisation and contextual issues. The assessment of the 15 frameworks revealed that among the identified frameworks there was one framework that stood out and fulfilled several of the criteria. However, the frameworks still need to be adapted to the specific SME characteristics.
Originality/value
Although a number of manufacturing strategy frameworks exist, their usability in practice has seldom been investigated. The results presented provide valuable knowledge for the continued work of rendering manufacturing strategy frameworks suitable and thereby useful for SMEs.
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The purpose of this paper is to investigate the choices made in manufacturing decision categories by subcontractor small- and medium-size enterprises (SMEs) and determines if…
Abstract
Purpose
The purpose of this paper is to investigate the choices made in manufacturing decision categories by subcontractor small- and medium-size enterprises (SMEs) and determines if subcontractor SMEs make homogenous manufacturing choices.
Design/methodology/approach
A literature review was used to develop theoretical propositions. A multiple case study with 19 subcontractor SMEs was conducted.
Findings
Factors that might lead to homogenous choices in the manufacturing strategy decision categories were formalised into four theoretical propositions. The propositions were based on new institutionalism factors as well as SME factors. The findings reveal that there is considerable heterogeneity across the subcontractor SMEs in the various manufacturing decision categories. However, there are similarities between some manufacturing choices. This can partly be explained by the proposed factors and partly by other factors, such as SME characteristics and process choices.
Research limitations/implications
The study reinforces the need for more research that is focused on manufacturing decisions and choices in SMEs. All cases were of Swedish SMEs belonging to three different industries, potentially limiting the generalisability of findings to other industries or countries.
Practical implications
This study highlights the importance of the different choices made considering manufacturing and the factors influencing those choices. This provides guidance for managers when they make manufacturing choices in various decision categories.
Originality/value
By addressing new institutionalism, SME characteristics and decision categories in the same study, the author provides new insights into the categories of manufacturing decisions.