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  • 51.
    Stålberg, Lina
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Fundin, Anders
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Lean production integration adaptable to dynamic conditions2018Inngår i: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 29, nr 8, s. 1358-1375Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    The purpose of this paper is to understand how a continuous improvement (CI) approach like lean production (LP) integration is affected by dynamic conditions and to propose how LP integration can be adaptable to dynamic conditions. Design/methodology/approach A longitudinal case study has been conducted in which data were collected through participative observations, observations, documents and an in-depth semi-structured interview. Findings The adaptability is related to the maturity level of the LP integration, where more mature organisations are better equipped to deal with the challenges occurring due to their learning and experimentation capabilities. The main problem is that the LP integration needs to be adapted, like compromising with just-in-time. This creates challenges to more immature organisations; they do not seem to be able to adapt the LP integration since the skills are lacking. Research limitations/implications The research limitations are associated with the research design and therefore might limit generalisation of the context studied. Practical implications The management needs to stay focused on the LP integration to continue building CI capability. There is a need to adapt the LP concept, which includes assessing how proposed changes and the LP concept interact in order to make them reinforce each other. This involves creating guidelines concerning adaptation and facilitating a transition from mainly single-loop learning to double-loop learning. Originality/value This paper contributes by describing challenges that have an impact on LP integration and related organisational adaptability under dynamic conditions.

  • 52.
    Stålberg, Lina
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Fundin, Anders
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Supporting the integration of improvement approaches into operations2014Inngår i: 58th EOQ Congress EOQ 2014, 2014, s. 1-15Konferansepaper (Fagfellevurdert)
    Abstract [en]

    Lean Production is one of the most generally accepted concepts for increasing operational effectiveness. However, its implementation is still challenging for many companies as it implies not only changes of technical systems and management systems but also changes in attitudes and culture. Generalizable implementation steps have still not yet emerged and there are many ways to implement Lean Production. A Lean Production implementation is a never ending process since it is always possible to become leaner. Thus, the implementation of Lean Production is a long-term commitment for a company in order to reach success. There is a need for research on how to develop and integrate improvement work in order to establish a successful implementation of Lean Production. Accordingly, the overall purpose of the paper is to contribute to an increased understanding of how to successfully implement Lean Production. Moreover, the objective is to develop a supportive framework for a successful Lean Production implementation and to describe this in a general process for the implementation of improvement work. The framework can then be used as support for leaders in the process of fostering an improvement culture Through literature reviews and three research studies, a supportive framework for the successful implementation of improvement work has been developed. The first study is an explanatory literature and interview study to build a concept model of improvement work. The second study is an exploratory embedded single case study that was conducted to validate the model. Finally, the third study is an exploratory multiple holistic case study that investigated enablers for continuous improvement after a radical implementation of Lean Production. The resulting supportive framework consists of important actions to consider during the different stages of a process for the implementation of improvement work. In the first stage after a radical implementation phase, actions important to sustain change and enable continuous improvement include for example a focus on good leadership on shop floor and efforts in the area of control and follow-up of results in production teams. To develop continuous improvement several actions are defined, like the importance of understanding the context of improvement work including important relations to operations and to develop the production strategy with objectives to align the improvement work. To reach long term success it is important to integrate continuous improvement into operations and important actions for this stage are for example to update the Operational Management System on the company-specific-production-system framework’s processes continuously, which includes visualisation of the overall improvement work process.

  • 53.
    Stålberg, Lina
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik.
    Fundin, Anders
    Mälardalens högskola, Akademin för innovation, design och teknik. IPR .
    Transitioning radical improvement to continuous improvement2012Inngår i: Flexible Automation and Intelligent Manufacturing: 22nd International Conference on Flexible Automation and Intelligent Manufacturing, Helsinki, Finland: FAIM 2012 and Tampere University of Technology, Department of Production Engineering , 2012Konferansepaper (Fagfellevurdert)
    Abstract [en]

    Lean Production can be implemented by performing a radical improvement step, Kaikaku, that thereafter enables continuous improvement, Kaizen. However, the overall success and competitiveness of a company lays in its ability to combine radical improvement with continuous improvement; with radical improvement achieve fast results and with continuous improvement sustain results and gradually improve. The purpose of the study presented in this paper is to investigate the relationships between radical and continuous improvement. What factors enable continuous improvement after radical improvement, and what can be done to further develop continuous improvement after radical improvement? A case study has been conducted at a company that has accomplished a radical improvement step and started their work with continuous improvement. Six pilot groups from the production facilities were observed, and interviews with supervisors, team leaders and operators were conducted. A number of business ratios have been collected in order to investigate the progress of the continuous improvement work. The study shows that success factors important for enabling continuous improvement after radical improvement are Participation, Control and Follow-up, Leadership and Values. In order for the organisation to be able to continue to improve over time, it is important that the success factors Vision and Goals, Education and Learning, Way of Working and Organisation and Support continue to develop.

  • 54.
    Stålberg, Lina
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Jackson, Mats
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Fundin, Anders
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Strategy formulation - bridging the gap between exploration and exploitation2017Konferansepaper (Fagfellevurdert)
    Abstract [en]

    Operational excellence programmes develop good exploitation capabilities within operations, but for realising radical and innovative changes, exploration capabilities are also needed. Making the capabilities coexist is challenging since they tend to counteract one another. Based on a case study, this paper explores challenges related to exploitation and exploration, it investigates whether and how a strategy formulation process can be used to manage these challenges and analyse the consequences for the operational excellence programme. Challenges were identified, and it was found that a strategy formulation process can be used as a means to bridge the gap between exploitation and exploration. 

  • 55.
    Svensson Harari, Natalia
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Fundin, Anders
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Carlsson, Anna-Lena
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Components of the Design Process of Flexible and Reconfigurable Assembly Systems2018Inngår i: Procedia Manufacturing, E-ISSN 2351-9789, Vol. 25, nr 8, s. 549-556Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Assembly systems need to manage changes in products and volume. During the design process, preconditions for the operation of assembly systems are generated. The purpose of this paper is to identify the components of the design process of flexible and reconfigurable assembly systems. Literature reviews were conducted and empirical data from six research studies were analyzed to report the results. The authors suggest that the findings can give a clearer overview of the components in these design processes and support studies about relations between components as well as practitioners with a holistic view during the design work.

  • 56.
    Österman, Christer
    et al.
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Fundin, Anders
    Mälardalens högskola, Akademin för innovation, design och teknik, Innovation och produktrealisering.
    Exploring approaches how to measure a lean process2013Konferansepaper (Fagfellevurdert)
    Abstract [en]

    Purpose The purpose of the research is to explore a practical method of measuring the implementation of lean in a process. The method will be based on examining the abilities of a group. At this scale the ability to work standardized and solve problems is important. These two abilities are dependent of each other and are fundamental for the group’s ability to create a stable result. In this context the method of standardized work (SW) is define to be the methods used in a process to generate stable results. Problem solving (PS) is defined as the methods used to return a process to a condition where SW is possible. Methodology / approach The research is conducted in a multiple case study in four large global manufacturing companies. The order of the data collection is: Firstly, interviews with the individuals that are centrally responsible for overall implementation of lean in the organization. Secondly, observe the implementation of SW and PS at the group level. In total 7 groups have been studied and 19 respondents interviewed. Findings Results show that the central definition of the methods for standardized work does not by itself have a direct impact on success of implementation of SW at group level. The method of SW where similar on a general level in the different cases, but with varying levels of implementation at group level. Results also show that key factors for a successful implementation of standardized work on group level are: Ownership of the process, Direct connection to result of process, Correct workload and Leader demand. Methods of PS at group level where dissimilar despite a superficially similar approach. The evaluation method used was successful in providing comparable results between the cases. Research limitations A limitation of this research is within the scale of the measurement, as it only examines the group level. The research is further limited to four companies and seven groups. Originality/value of paper This paper aims to fill a gap in the established measurement methods of lean, as it examines the abilities of SW and PS at the group level of a process. These abilities are often referred to as essential in lean theory. However, there has been little scholarly work in defining the methods of SW and PS or the key factors affecting the methods at an operational level.

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