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  • 1.
    Alayon, Claudia
    et al.
    Högskolan i Jönköping, Sweden.
    Sannö, Anna
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Säfsten, Kristina
    Högskolan i Jönköping, Sweden.
    Johansson, Glenn
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. Högskolan i Jönköping, Sweden.
    Sustainable production adoption by Surface Treatment SMES: challenges and enablers2015In: Global Cleaner Production & Sustainable Consumption Conference 2015 GCPC2015, 2015Conference paper (Refereed)
    Abstract [en]

    The adoption to sustainable production is a continuous but necessary strive for manufacturing operations, including small and medium enterprises, SMEs. Meeting the future needs of the economic, social and environmental dimensions provides challenges for SMEs. In order to meet these challenges, understanding of internal and external enablers is required. Studies focusing on the enablers for sustainability among SMEs are rare; hence these companies are important players in the supply chain to focal companies. In order to enhance the understanding of the adoption of sustainable production for the sector surface treatment SMEs, an exploratory study has been conducted. In this study, the focus has been placed in the identification and analysis of the challenges and enablers for adoption of sustainable production. Two stages of empirical data collection were undertaken: a focus group session and an online questionnaire. The findings present challenges based on the limitations of the surface treatment process but also where enablers for the social, economic and environmental for meeting those challenges are interrelated. The results showed that these SMEs face challenges in their way towards sustainable production, mainly due to: low economic profitability, need for improvement in old working procedures, lack of fully understanding regarding environmental legislation, difficulty in ensuring workforce, lack of technology development and resistance towards change. These challenges could be faced through internal and external enablers, where the support of large-size customers and other stakeholders is critical for this sector.

  • 2.
    Flankegård, Filip
    et al.
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Johansson, Glenn
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. Jönköping University, Sweden .
    Granlund, Anna
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Challenges with Supplier Involvement in Product Development: A Supplier’s Perspective2019In: Proceedings of the International Conference on Engineering Design, ISSN 2220-4334, E-ISSN 2220-4342, Vol. 1, no 1, p. 2179-2188Article in journal (Refereed)
    Abstract [en]

    Studies of supplier involvement in product development have revealed potential benefits including faster time to market, reduced cost and increased quality. However, existing literature has mainly focused on the customer's perspective on advantages, disadvantages and factors to be considered when involving suppliers in product development. This paper addresses the supplier's perspective by answering following research question: How do challenges that originate from involvement in customer's product development affect a supplier? The question is answered through a single case study at a supplier that develops and manufacture products primary used in capital goods. Thirteen challenges are identified, classified as being internal or external, and categorised into five areas: (A) Customer requirements, (B) Information exchange between customer and supplier, (C) Product variety management, (D) Design- manufacturing integration and (E) Processes and work instructions. The findings suggest that internal challenges need as much attention as external ones that originate from the customer. Also, an indication of when the challenges affect the supplier during product development is presented.

  • 3.
    Johansson, Glenn
    et al.
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. Jonkoping Univ, Jonkoping, Sweden.;Malardalen Univ, Vasteras, Sweden..
    Safsten, Kristina
    Jonkoping Univ, Jonkoping, Sweden..
    Adolfsson, Ann-Cathrine
    Jonkoping Univ, Jonkoping, Sweden..
    IMPLEMENTATION OF R&D MANAGEMENT MODELS IN GLOBAL ORGANISATIONS2015In: DS 80-3 PROCEEDINGS OF THE 20TH INTERNATIONAL CONFERENCE ON ENGINEERING DESIGN (ICED 15) VOL 3: ORGANISATION AND MANAGEMENT, 2015Conference paper (Refereed)
    Abstract [en]

    This paper addresses implementation of R&D management models in global product development organisations. The study rests upon empirical material originating from five industrial companies that was collected via workshops and interviews. A number of enablers for and barriers to implementation of R&D management models have been identified. The study adds to the current theory on how companies with global organisations can ensure that the R&D management model is implemented throughout the entire organisation. In addition, the practical value refers to that the identified enablers and barriers support companies in their strive towards better adherence to the R&D management models in product development projects.

  • 4.
    Johansson, Glenn
    et al.
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Sundin, Erik
    Linköping university, Sweden.
    Lean and green product development: two sides of the same coin?2014In: Journal of Cleaner Production, ISSN 0959-6526, E-ISSN 1879-1786, Vol. 85, p. 104-121Article in journal (Refereed)
    Abstract [en]

    This paper compares and contrasts the lean product development (LPD) and green product development (GPD) concepts through a systematic literature review including 102 journal publications. The review resulted in 14 findings that were organised according to four dimensions: general, process, people and tools/techniques. A number of similarities between the concepts were found. For example, implementation of both concepts calls for a systems perspective where the dimensions of process-people- tools/techniques are linked holistically. Differences between the LPD and GPD concepts lie in: their goal and focus, value construct, process structure, performance metrics, and tools/techniques used. The findings do not unambiguously support that "green thinking is thinking lean" and consequently it cannot be argued that LPD and GPD are two sides of the same coin, meaning that LPD automatically leads to greener products or that GPD ensures improvements and efficiency in the product development process. However, it is reasonable to conclude that LPD and GPD belong to the same "currency". That is, the concepts share a number of similarities that indicate a synergistic relationship. This synergistic relationship has been accentuated by a nine propositions where the potential for cross-field learning is shown.

  • 5.
    Wlazlak, P.
    et al.
    Jönköping University.
    Säfsten, Kristina
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. Jönköping University.
    Hilletofth, P.
    Jönköping University.
    Johansson, Glenn
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. Jönköping University.
    Integration of Suppliers' Workflows in the OEMs' New Product Development Process2018In: Procedia Manufacturing, Elsevier B.V. , 2018, p. 479-486Conference paper (Refereed)
    Abstract [en]

    This research explores integration of the suppliers' workflows in the OEM's new product development (NPD) process, to support the production ramp-up. Based on multiple-case study approach, incorporating both the OEM and the supplier perspective, this research explains critical aspects for the integration of suppliers' workflows in the OEM's NPD process, and when these aspects need to be addressed. The results show that face-to-face meeting on a project level, standardized work model, readiness of the component specifications, role of Supplier Quality Assurance (SQA) engineer, quality assurance document provided to the suppliers, etc. are critical aspects. © 2018 Elsevier B.V. All rights reserved.

  • 6.
    Wlazlak, Paraskeva
    et al.
    Jönköping University, Sweden.
    Eriksson, Yvonne
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Johansson, Glenn
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Peter, Ahlin
    Husqvarna AB, Sweden.
    Visual representations for communication in geographicallydistributed new product development projectsIn: Journal of engineering design (Print), ISSN 0954-4828, E-ISSN 1466-1837, ISSN 0954-4828Article in journal (Refereed)
    Abstract [en]

    This study addresses the role of visual representations in supporting communication between an R&D team and geographically distributed suppliers for a new product development (NPD) project. Itspecifically focuses on the design and use of visual representationsas a feasible way for communication between the distributed actorswhen they face communication challenges originating from differences in skills in the English language, but also from differences inwork experiences. Relying on empirical materials from a Swedishmanufacturing company in the mechanical engineering industry,this paper makes the following contributions to the literature. First,it shows that visual representations are effective boundary objectsable to support process-oriented and product-oriented communication in distributed NPD projects. Second, it illustrates that visualrepresentations do not necessarily have to follow graphic designprinciples, but can still be effective if distributed actors share thesame project context. Finally, it highlights the need for a dynamic andcontext-dependent perspective on communication in NPD projects.

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