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  • 1.
    Danilovic, M.
    et al.
    Jönköping Intl. Bus. Sch., Jönköping University, Jönköping, Sweden.
    Winroth, M.
    Jönköping Sch. of Eng., Jonkoping Univ./Linkoping Univ., P.O. Box 1026, SE-551 11 Jönköping, Sweden.
    A tentative framework for analyzing integration in collaborative manufacturing network settings: A case study2005In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 22, no 1-2, p. 141-158Article in journal (Refereed)
    Abstract [en]

    It is important for small and medium-sized corporations to collaborate in networks in order to develop capacity, capability, and competence to perform product development and become suppliers of complete systems. The purpose of this case study is to identify barriers and to develop an analytical framework of inter-organizational collaboration in network settings. In this paper we present a tentative four-dimensional framework in terms of surface of integration, scope of integration, time horizon of integration, and intensity of integration. This framework can be used to analyze how network settings are developed, in terms of structural design of the network, the design of the workflow in collaborative settings, and the aspects of handling the psychological and social boundaries between people. © 2004 Elsevier B.V. All rights reserved.

  • 2.
    Johansen, Kerstin
    et al.
    Linköping University, Department of Mechanical Engineering. Linköping University, The Institute of Technology.
    Comstock, Mica
    Linköping University, Department of Mechanical Engineering. Linköping University, The Institute of Technology.
    Winroth, Mats
    Department of Industrial Engineering and Management, Jönköping University, School of Engineering, Jönköping, Sweden.
    Coordination in collaborative manufacturing mega-networks: a case study2005In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 22, no 3, p. 226-244Article in journal (Refereed)
    Abstract [en]

    Collaborative manufacturing networks are becoming popular. Today, the scale of these networks can be enormous, and include a complex myriad of partners from numerous companies and organizations spanning several countries and even continents. This paper explores how these partners successfully coordinate projects through an investigation of one such “collaborative manufacturing mega-network” or CMMN in the commercial aerospace industry. The case is analyzed with the aid of the literary state-of-the-art, and a number of organizational, structural, and cultural issues are discussed including mass customization. Finally, some of the most important factors for the successful CMMN are presented.

  • 3.
    Johansen, Kerstin
    et al.
    Produktionssystem Linköpings universitet.
    Winroth, Mats
    Produktionssystem Linköpins universitet.
    Localization of Manufacturing - A Systematic Framework2004In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719Article in journal (Refereed)
  • 4.
    Lindström, Veronica
    et al.
    Linköping University, Department of Management and Engineering, Production Economics . Linköping University, The Institute of Technology.
    Winroth, Mats
    Chalmers University.
    Aligning manufacturing strategy and levels of automation: A Case Study2010In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 27, no 3-4, p. 148-159Article in journal (Refereed)
    Abstract [en]

    Research has shown that alignment between manufacturing strategy and decisions regarding automation are often of an ad hoc nature, i.e. the support for automation decisions is poor. Support tools to find an appropriate level of automation are thus needed in order to achieve more efficient and robust production systems. The methodology presented in this paper contains five sub-processes where the chosen level of automation is aligned with the manufacturing strategy. Together they form an automation strategy, which secures a desired direction of the firm and also supports robustness and reliability of the manufacturing system due to the holistic approach chosen.

  • 5.
    Melander, Lisa
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Tell, Fredrik
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Uncertainty in collaborative NPD: Effects on the selection of technology and supplier2014In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 31, no 1, p. 103-119Article in journal (Refereed)
    Abstract [en]

    To gain competitive advantage,firms involve suppliers in New Product Development (NPD). However, uncertainty affects selection of suppliers and associated technologies, and selection outcomes in terms of commitment to one supplier or maintaining flexibility. We report on  a case study of collaborative NPD with the aim to develop an energy storage unit.The case involved selection of both technology and supplier, where both were changed during the NPD. Drawing upon Hall et al.(2011), we analyze technological, organizational and commercial uncertainties. We demonstrate how technological, commercial and organizational uncertainties cause firms to seek flexibility rather than commitment to one supplier.

  • 6.
    Olhager, Jan
    et al.
    Linköping University, Department of Management and Engineering, Production Economics. Linköping University, The Institute of Technology.
    Johansson, Pontus
    Linköping University, Department of Management and Engineering, Production Economics. Linköping University, Faculty of Arts and Sciences.
    Linking long-term capacity management for manufacturing and service operations2012In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 29, no 1, p. 22-33Article in journal (Refereed)
    Abstract [en]

    For firms that combine manufacturing and service operations in onesystem, the task of managing capacity is not straightforward. New goods and services may not have the same set of competitive priorities, and the models and concepts available in the literature for service operations differ from those for manufacturing operations.We address this problem and review the concepts and modelsfor capacity management in the long term in both streams of literature, i.e. manufacturing and services, to develop a unified framework for manufacturing and service operations. The framework creates transparency between new goods manufacturing and service operations, since the same long-term capacity management structure is used for both product types, as well as between capacity strategy and planning strategy, since new goods and services are treated simultaneously. In the framework, the concepts of chase and level strategies are redefined for service operations to allow for integration with manufacturing operations. A case study demonstrates the usefulness of the integrated approach for long-term capacity management. 

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