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Berglund, R., Backström, T. & Bellgran, M. (2018). How companies work with the psychosocial work environment. In: Experiments and measures to promote well-being and occupational health: . Paper presented at Nordic Work Life Conference, Oslo.
Open this publication in new window or tab >>How companies work with the psychosocial work environment
2018 (English)In: Experiments and measures to promote well-being and occupational health, 2018Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

According to leading researchers such as by Leka & Cox, Psychosocial risk management is recommended as the way to proactively and systematically ensure that work factors in the organizational and social work environment lead to wellbeing and engagement instead of strain, stress and ultimately exhaustion. Companies in Sweden scored the highest among companies in Europe on the psychosocial risk management index in 2012. In spite of this, work related illnesses attributed to organizational and social factors in the workplace have increased by 91% since 2011. Theoretically, if Sweden is very good at psychosocial risk management then the occupational illness levels related to the organizational and social work environment should be decreasing and not steadily on the rise. This paper presents findings from a study of how large companies in Sweden work with the psychosocial work environment one year after the introduction of organizational and social work environment legislation in Sweden in March 2016. Method – Telephone interviews about the psychosocial work environment were carried out with five large companies acknowledged to be good employers in Sweden; Volvo Car AB, Swedish Public Service Television company, AB Volvo, Microsoft and SKF. Informants belonging to the HR department on a global or national level in Sweden completed the interview. The interviews were transcribed during the interview and the accuracy of the content approved by each company before being included in the data set. Preliminary Results – The analysis of the results are ongoing. Preliminary findings suggest that; companies express a willingness to work systematically with the psychosocial work environment in a way similar to the physical work environment; that the introduction of legislation instigated some actions, and that the employee satisfaction survey is used as a form of risk analysis tool. Further, companies differ in whether they focus on the individual or the work environment when working to alleviate the negative health effects of work related stress after it has been detected. The findings are discussed in relation to work factors, psychosocial risk management and finally proactive & reactive tools and methods used. Preliminary Conclusions – The study provides an insight into what companies are actually doing when they are working with the psychosocial work environment. The contribution to science is increasing knowledge about how companies may be following all or some of the risk management process and what actions and tools they are using to do it.

Keywords
Psychosocial work environment, Organizational and Social factors, Risk management, Sweden
National Category
Work Sciences
Research subject
Working Life Studies; Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-44945 (URN)
Conference
Nordic Work Life Conference, Oslo
Funder
AFA Insurance, 160088
Available from: 2019-08-01 Created: 2019-08-01 Last updated: 2019-08-13Bibliographically approved
Javadi, S., Bruch, J. & Bellgran, M. (2016). Characteristics of product introduction process in low-volume manufacturing industries: A case study. Journal of Manufacturing Technology Management, 27(4), 535-559
Open this publication in new window or tab >>Characteristics of product introduction process in low-volume manufacturing industries: A case study
2016 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, ISSN 1741038X, Vol. 27, no 4, p. 535-559Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this paper is to understand how the characteristics of low-volume manufacturing industries influence the product introduction process and factors which can facilitate that process in low-volume manufacturing industries.

Design/methodology/approach: A literature review in combination with a multiple-case study were used to achieve the purpose of the paper. The multiple-case study was based on two product development projects in a low-volume manufacturing company.

Findings: The main identified characteristics of the product introduction process in low-volume manufacturing industries were a low number of prototypes, absence of conventional production ramp-up, reduced complexity of the process, failure to consider the manufacturability of the products due to an extensive focus on their functionality, and increased complexity of resource allocation. It was determined that knowledge and experiences from prior production of similar products could serve as a facilitator of the manufacturing process.

Research limitations/implications: The main limitation of this study is that the identified characteristics and facilitating factors are confined to the internal variables of the studied company. A study of the role of external variables during the product introduction process such as suppliers and customers could be the subject of future studies.

Practical implications: This research will provide practitioners in low-volume manufacturing industries with general insight about the characteristics of the product introduction process and the aspects that should be considered during the process.

Keywords
Product development; Production system development; Design-production interface; Low-volume products; industrialisation process
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-27843 (URN)10.1108/JMTM-03-2015-0017 (DOI)000379664200004 ()2-s2.0-84971357127 (Scopus ID)
Funder
Knowledge Foundation
Available from: 2015-04-17 Created: 2015-04-17 Last updated: 2019-01-15Bibliographically approved
Bellgran, M. & Bruch, J. (2015). Environmental Management in Manufacturing Industries. In: Jinyue Yan (Ed.), Handbook of Clean Energy Systems: . John Wiley & Sons, Ltd
Open this publication in new window or tab >>Environmental Management in Manufacturing Industries
2015 (English)In: Handbook of Clean Energy Systems / [ed] Jinyue Yan, John Wiley & Sons, Ltd , 2015Chapter in book (Other academic)
Abstract [en]

The environmental concern requires manufacturing industries to direct resources and effort toward strategies and activities that help reducing their overall environmental impact. Using environmental management systems (EMSs) such as ISO 14001 or similar is common. However, as the EMSs do not put absolute requirements on the organization's environmental performance, it is still up to each manufacturing company to set the ambition level. As part of the EMSs, the identification of the environmental aspects to be dealt with during the operations phase could be supported by an industrial applicable method called Green Performance Map (GPM), engaging the employees on all levels to work with those environmental improvements they could impact. While most manufacturing companies are implementing the concept of lean production, it is advantageous to integrate the environmental improvement work into the existing lean infrastructure with, for example, daily management systems and scheduled activities for continuous improvement. Another approach discussed in the article is the need for emphasizing the design of the production system as an upstream activity that has fundamental impact on the environmental performance downstream, that is, in the operations phase. When designing new production equipment or renovating existing equipment, the opportunities to incorporate more energy- and resource-efficient solutions are much greater and cheaper compared to investing in such solutions afterward during serial production. Arguably, a combined design and operations approach is necessary in order to achieve a complete green mindset that will guide the environmental actions on both the strategic, tactical, and operational levels. Managing the environmental tasks is part of the overall strive toward lean and clean energy systems in manufacturing industry.

Place, publisher, year, edition, pages
John Wiley & Sons, Ltd, 2015
Keywords
manufacturing industry, environmental performance, design and operations of production systems, Green Performance Map, environmental management system, environmental improvements, lean and green, environmental KPIs, resource efficiency, energy efficiency
National Category
Engineering and Technology Environmental Engineering
Identifiers
urn:nbn:se:mdh:diva-30014 (URN)10.1002/9781118991978.hces092 (DOI)978-1-118-38858-7 (ISBN)
Projects
XPRESEQUIP: User-Supplier integration in production equipment design
Available from: 2015-12-20 Created: 2015-12-18 Last updated: 2018-01-26Bibliographically approved
Andersson, C. H. & Bellgran, M. (2015). On the complexity of using performance measures: Enhancing sustained production improvement capability by combining OEE and productivity. Journal of manufacturing systems, 35, 144-154
Open this publication in new window or tab >>On the complexity of using performance measures: Enhancing sustained production improvement capability by combining OEE and productivity
2015 (English)In: Journal of manufacturing systems, ISSN 0278-6125, E-ISSN 1878-6642, Vol. 35, p. 144-154Article in journal (Refereed) Published
Abstract [en]

The global speed of change within the manufacturing industry forces companies to constantly improve production performance. In that effort, performance measures are critical for driving and managing production improvements. Two of the most commonly used measures in operations are productivity and overall equipment efficiency (OEE). However, the potential of using these measures as improvement drivers is not fully utilized in industry today due, for example, to ambiguities in definitions and their interpretation. A study of available theory indicates a gap between these implications from a theoretical perspective vs. the industrial perspective. Bridging this theory-practice gap implies great potential for competitiveness and growth in manufacturing, since the latent production capacity that could be utilized is tremendous. Even if a high degree of complexity in definition and calculation when applied in operational conditions might be perceived, this paper will show that a systematically used combined set of OEE and productivity measures can successfully drive production improvements. Also, two new productivity measures for driving improvements at the shop floor level are proposed. The empirical findings are based on a two-year case study within a manufacturing company in the automotive industry using an interactive research approach. 

Keywords
Improvements, OEE, Performance measures, Production capability, Productivity, Automotive industry, Industrial research, Manufacture, Manufacturing companies, Manufacturing industries, Overall equipment efficiency, Performance measure, Production capabilities, Production performance
National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:mdh:diva-27978 (URN)10.1016/j.jmsy.2014.12.003 (DOI)000354591100011 ()2-s2.0-84928722532 (Scopus ID)
Available from: 2015-05-15 Created: 2015-05-15 Last updated: 2017-12-04Bibliographically approved
Javadi, S., Bruch, J. & Bellgran, M. (2015). Product development in low-volume manufacturing industries: Characteristics and influencing factors. In: DS 80-4 PROCEEDINGS OF THE 20TH INTERNATIONAL CONFERENCE ON ENGINEERING DESIGN (ICED 15) VOL 4: DESIGN FOR X, DESIGN TO X: . Paper presented at International Conference on Engineering Design 2015 ICED15, 27-30 Jul 2015, Milan, Italy (pp. 145-154).
Open this publication in new window or tab >>Product development in low-volume manufacturing industries: Characteristics and influencing factors
2015 (English)In: DS 80-4 PROCEEDINGS OF THE 20TH INTERNATIONAL CONFERENCE ON ENGINEERING DESIGN (ICED 15) VOL 4: DESIGN FOR X, DESIGN TO X, 2015, p. 145-154Conference paper, Published paper (Refereed)
Abstract [en]

Product development process has a considerable effect on factors such as time to market and quality of product which are vital for manufacturing companies to remain competitive. Therefore, study of the factors which influence the product development process such as characteristics of products and production systems is necessary to support and improve the product development process. Since most of the studies have been conducted in the context of high-volume manufacturing industries, the influences of characteristics of low-volume products and production systems on the product development process in such industries have not been considered sufficiently. In this paper, characteristics of low-volume products and production systems, their inter-relations and their influences on the product development process have been studied through a multiple case study. A general map of characteristics of low-volume products and production systems and their inter-relations was presented in this paper. Moreover, the influences of these characteristics on product development process including the reduced complexity of the process and lack of opportunities for test and refinement were discussed.

Keywords
ew product development; product introduction; low-volume; production preparation
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-27844 (URN)000366982900015 ()2-s2.0-84979696872 (Scopus ID)
Conference
International Conference on Engineering Design 2015 ICED15, 27-30 Jul 2015, Milan, Italy
Funder
Knowledge Foundation
Available from: 2015-04-17 Created: 2015-04-17 Last updated: 2019-01-10Bibliographically approved
Bellgran, M. (2014). A corporate perspective on global management and development of lean production systems: A case study. In: Handbook of Research on Design and Management of Lean Production Systems: (pp. 270-289). IGI Global
Open this publication in new window or tab >>A corporate perspective on global management and development of lean production systems: A case study
2014 (English)In: Handbook of Research on Design and Management of Lean Production Systems, IGI Global, 2014, p. 270-289Chapter in book (Other academic)
Abstract [en]

The challenge for every multinational manufacturing company with the ambition to implement the lean production concept is how to implement it worldwide within its global manufacturing footprint. There are many decisions that need to be taken from a company group perspective when planning and implementing a lean program. These concern the level of standardization on principles and tools, how to structure and organize additional resources, how to share experiences within the organization, and how to sustain the effort. These factors are elaborated in this chapter from a factory perspective based on the presentation of the lean journey of Gyproc AB, a process industry company within the Gypsum part of the large Saint Gobain group. The company has worked for about ten years with implementing world-class manufacturing and has extensive experience of the issues of starting-up and sustaining the lean-based concept. 

Place, publisher, year, edition, pages
IGI Global, 2014
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:mdh:diva-31105 (URN)10.4018/978-1-4666-5039-8.ch013 (DOI)2-s2.0-84956729890 (Scopus ID)9781466650404 (ISBN)1466650397 (ISBN)
Available from: 2016-02-18 Created: 2016-02-18 Last updated: 2016-02-18Bibliographically approved
Bruch, J., Bellgran, M. & Bennett, D. (2014). COLLABORATIVE STRATEGIES FOR SUCCESSFUL PRODUCTION TECHNOLOGY DEVELOPMENT PROJECTS. In: International Conference of the International Association for Management of Technology IAMOT, Proceedings: . Paper presented at IAMOT 2014. 23rd INTERNATIONAL CONFERENCE FOR THE INTERNATIONAL ASSOCIATION OF MANAGEMENT OF TECHNOLOGY May 22-26, 2014. Washington, United States
Open this publication in new window or tab >>COLLABORATIVE STRATEGIES FOR SUCCESSFUL PRODUCTION TECHNOLOGY DEVELOPMENT PROJECTS
2014 (English)In: International Conference of the International Association for Management of Technology IAMOT, Proceedings, Washington, United States, 2014Conference paper, Published paper (Refereed)
Abstract [en]

Collaborative development between the user and the equipment supplier of production technology has an increasingly important effect in terms of generating innovative, sustainable, and unique production process ideas that can be easily ramped-up to high volume production. However, joint development of production technology is challenging and has received surprisingly limited attention. Against this background the objective of the paper is to explore collaborative challenges from the equipment suppliers and customers’ perspectives in production technology development projects, and to suggest strategies for how these challenges can be addressed. Empirically the results are based on multiple case studies from two manufacturing companies in Sweden (i.e. users) and two equipment suppliers, ensuring that the perspectives of both the user and supplier sides in production technology development projects are considered. Our findings show that the identified collaboration challenges do not only relate to inter-organizational development activities but also to the companies’ internal characteristics, i.e. the prerequisites for company collaboration. Internal characteristics have a clear impact on the ability to bridge the interface with the equipment supplier and thus to advance the collaboration in production technology development projects. Our findings underscore the importance of having intra and inter-organizational strategies to enhance the success related to collaboration in production technology development projects.

Place, publisher, year, edition, pages
Washington, United States: , 2014
Keywords
Production equipment design, inter-organizational collaboration, joint development, buyer-supplier integration, process development, manufacturing industry
National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-27219 (URN)0-9815817-7-3 (ISBN)
Conference
IAMOT 2014. 23rd INTERNATIONAL CONFERENCE FOR THE INTERNATIONAL ASSOCIATION OF MANAGEMENT OF TECHNOLOGY May 22-26, 2014
Projects
EQUIP: User-Supplier integration in production equipment design
Available from: 2014-12-29 Created: 2014-12-29 Last updated: 2014-12-29Bibliographically approved
Sjögren, P., Bellgran, M. & Fagerström, B. (2014). ENGINEERING CHANGE MANAGEMENT IN ENGINEERING-TO-ORDER PROJECTS FROM A MANUFACTURING PERSPECTIVE. In: 6th Swedish Production Symposium SPS'14: . Paper presented at 6th Swedish Production Symposium SPS'14, 16-18 Sep 2014, Göteborg, Sweden.
Open this publication in new window or tab >>ENGINEERING CHANGE MANAGEMENT IN ENGINEERING-TO-ORDER PROJECTS FROM A MANUFACTURING PERSPECTIVE
2014 (English)In: 6th Swedish Production Symposium SPS'14, 2014Conference paper, Published paper (Refereed)
Abstract [en]

The purpose of this research was to investigate the engineering change management process in engineering-to-order projects while comparing the same process in traditional manufacturing. A single-case study at a engineering-to-order – engineering review office was performed and results were analysed in conjuction with literature covering the engineering change process in traditional manufacturing. Engineering-to-order projects and tradional manufacturing are different in many ways but share the need for a reliant engineering change process. This study found that engineering change management post-change analysis could benefit future projects in the form of quantifiable lessons learned from previous project’s engineering change data.

Keywords
Engineering Change Management, Engineering-to-Order and Process Management.
National Category
Engineering and Technology
Identifiers
urn:nbn:se:mdh:diva-26794 (URN)
Conference
6th Swedish Production Symposium SPS'14, 16-18 Sep 2014, Göteborg, Sweden
Available from: 2014-12-03 Created: 2014-12-02 Last updated: 2015-06-03Bibliographically approved
Bruch, J. & Bellgran, M. (2014). Integrated portfolio planning of products and production systems. Journal of Manufacturing Technology Management, 25(2), 155-174
Open this publication in new window or tab >>Integrated portfolio planning of products and production systems
2014 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 25, no 2, p. 155-174Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of the research presented is to analyse and discuss critical challenges related A to the development of a production system portfolio. Design/methodology/approach: The study employs a longitudinal case study of an industrialization project at a global supplier in the automotive industry. Findings: This research makes two clear theoretical contributions. First, it extends the existing research on the manufacturing and R&D interface by proposing an innovative structure for production system development facilitating manufacturing companies in their efforts of being fast and cost-effective when introducing new products to the market. Second, this research identifies challenges related to the adoption of a production system portfolio and the necessary actions of a manufacturing company applying such a portfolio strategy. Research limitations/implications: The findings should be seen as a first attempt at assisting the development of a production system portfolio that matches the product portfolio. However, since the findings are based on only one case, the findings are to some extent context-specific and thus need to be complemented by more research. Practical implications: The research unveils challenges related to production system development and provides managers with a better understanding of some of the implications of the adoption of a portfolio strategy. Originality/value: This empirical study is among the first to explore the implications of a production system portfolio strategy. It advances the understanding towards a fully integrated product and production system development.

Keywords
Advanced engineering, Integration, Manufacturing and R&D interface, Portfolio management, Production development, Production system portfolio, Advanced engineerings, Design/methodology/approach, Longitudinal case study, Manufacturing companies, Portfolio managements, Production system, Production system development, Automotive industry, Financial data processing, Investments, Manufacture, Production engineering, Industrial research
National Category
Social Sciences
Identifiers
urn:nbn:se:mdh:diva-24894 (URN)10.1108/JMTM-09-2013-0126 (DOI)2-s2.0-84897879780 (Scopus ID)
Available from: 2014-04-30 Created: 2014-04-25 Last updated: 2017-12-05Bibliographically approved
Sjögren, P., Bellgran, M., Fagerström, B. & Sandeberg, P. (2014). MANUFACTURING ASPECTS OF OFFSHORE FABRICATION AND INSTALLATION. International Journal of Maritime Engineering, 156, 277-284
Open this publication in new window or tab >>MANUFACTURING ASPECTS OF OFFSHORE FABRICATION AND INSTALLATION
2014 (English)In: International Journal of Maritime Engineering, ISSN 1479-8751, E-ISSN 1740-0716, Vol. 156, p. 277-284Article in journal (Refereed) Published
Abstract [en]

The research presented in this paper aim at identifying research commonalities between shipbuilding, offshore fabrication practices and manufacturing. As part of an exploratory effort a literature review and a case study of two offshore structures projects were performed. Research concerning shipbuilding and offshore fabrication, together with literature from other industries in construction, larger engineering projects and traditional manufacturing was reviewed. The two offshore structures projects were analyzed by means of interviews and complemented by direct observations and document reviews. The study concludes that there are gaps in the research concerned with holistic perspectives on the fabrication and installation phases of shipbuilding and offshore projects. The number of actors involved in any project of this magnitude increase barriers and communication interfaces. The dynamic nature of these types of projects was also observed and the changeability should always be a accounted factor when dealing with projects of this sort. The interviews held as part of the verification of observed phenomena in literature was limited to two projects and a single company and actors perceptions. However the collected data served well in being complementary to the literature review. It could be the task of academia to patch the gaps for overall project success, in the cases where single industry actors simply cannot see the benefit or do not have the recourses to fill them themselves. This study combines findings from traditional manufacturing industries, shipbuilding, offshore structures fabrication and large engineering projects in general.

National Category
Design Other Engineering and Technologies
Identifiers
urn:nbn:se:mdh:diva-26318 (URN)000342725600007 ()2-s2.0-84920099881 (Scopus ID)
Available from: 2014-10-31 Created: 2014-10-31 Last updated: 2018-09-12Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-0662-539X

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