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Four types of manufacturing process innovation and their managerial concerns
Mälardalen University, School of Innovation, Design and Engineering.
Mälardalen University, School of Innovation, Design and Engineering.ORCID iD: 0000-0002-0662-539X
2013 (English)In: Procedia CIRP, vol. 7, 2013, 2013, p. 479-484Conference paper, Published paper (Refereed)
Abstract [en]

Manufacturing process innovation (MPI), an organization-wide effort involving radical redesign of manufacturing related processes and systems to achieve dramatic improvements in critical manufacturing performance measures, encompasses various kinds of activities. Some MPI initiatives focus on technological innovation and others may intend to change work processes and organizations’ behavioral routines. Some organizations adopt new technological solutions or work methods that are externally available, while others may develop and adopt novel technologies or organizational routines which are new to the state of the art. Different focus in MPI initiatives requires different approaches and preconditions for achieving desired outcomes. However, MPI has been mostly treated as one type of innovation in literature and further classifications of MPI have not been made. This paper presents four types of MPI and discusses what managers can expect and prepare for each type of MPI. Basic strategic directions in terms of what type of MPI can be conducted at a specific organization is also discussed. The four types of MPI is developed through a literature review of various research fields, for instance manufacturing strategy, process innovation, organizational innovation, typology of innovation, and new product development.

Place, publisher, year, edition, pages
2013. p. 479-484
Series
Procedia CIRP, ISSN 2212-8271
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
URN: urn:nbn:se:mdh:diva-20897DOI: 10.1016/j.procir.2013.06.019ISI: 000326477900080Scopus ID: 2-s2.0-84883860836OAI: oai:DiVA.org:mdh-20897DiVA, id: diva2:640560
Conference
46th CIRP Conference on Manufacturing Systems, CIRP CMS 2013; Setubal; Portugal; 29 May 2013 through 30 May 2013
Projects
xpres
Funder
XPRES - Initiative for excellence in production researchAvailable from: 2013-08-13 Created: 2013-08-13 Last updated: 2013-12-04Bibliographically approved
In thesis
1. Kaikaku in production toward creating unique production systems
Open this publication in new window or tab >>Kaikaku in production toward creating unique production systems
2013 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

In the business environment characterized by the severe global competition and the fast-paced changes, production functions of manufacturing companies must have a capacity of undertaking not only incremental improvement, Kaizen, but also large-scale improvement that is of a radial and innovative nature here called “Kaikaku” (Kaikaku is a Japanese word meaning change or reformation).

Moreover, production functions especially those located in high-wage countries must be proficient in radical innovation in production to maintain their competitive advantages. They must to be capable of creating new knowledge and constantly developing and implementing radically new production technologies, processes, and equipment which make their production systems more “unique”. Here, a unique production system means a production system that is valuable for the company’s competition, rare in the industry, difficult for competitors to imitate, and difficult for them to substitute.

Kaikaku is not a new phenomenon in the industry, and much research has been done on how to manage large-scale changes in Kaikaku. However, the previous research has rarely focused on the relation of Kaikaku and creating unique production systems. Kaikaku can be an effective means to create such systems. The objective of the research presented in the doctoral thesis is to propose how to plan and implement Kaikaku so that it contributes to creating unique production systems. To fulfil the objective, five empirical studies were conducted. In the empirical studies, data were collected through literature review, interviews, participant-observation, and action research. Japanese and Swedish manufacturing companies were studied.

General conclusions of the research are summarized as follows. In order to achieve Kaikaku so that it contributes to realizing unique production systems, the intent and commitment to realize such systems must be present at the strategic level of the organization. Organization structures and resources need to be prepared to support the mentioned kind of Kaikaku. A process of Kaikaku can be a less linear and systematic but more cyclic and emergent process which can be seen as a series of unfolding smaller improvement or development projects that are undertaken during Kaikaku to achieve overall objectives. In each projects exploration and organizational learning are facilitated. The research has also found a specific direction of how to develop a production system in order to make the system more unique. Finally, in the research, a design method that is helpful to create unique production lines, cells, and equipment has been found and studied

Place, publisher, year, edition, pages
Mälardalens Högskola, 2013
Series
Mälardalen University Press Dissertations, ISSN 1651-4238 ; 143
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-20901 (URN)978-91-7485-116-8 (ISBN)
Public defence
2013-09-27, Filen, Eskilstuna, 10:00 (English)
Opponent
Supervisors
Projects
Kaikaku
Funder
XPRES - Initiative for excellence in production research
Available from: 2013-08-14 Created: 2013-08-14 Last updated: 2013-12-06Bibliographically approved

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