Erik Skov Madsen

Transferring knowledge in the relocation of manufacturing units

Purpose – The global spread of production makes companies relocate their manufacturing units frequently. Not only equipment, systems, and facilities, need to be moved, but the transfer of operational knowledge and experience seem to be a major challenge. However, discussions on knowledge transfer are derived predominantly from a cognitive perspective and normally focus on the organizational level and are rarely linked with outsourcing. Thus, from the perspective of operations management, the purpose of this paper is to explore how to transfer production know‐how on the shop‐floor level when manufacturing units are relocated and indicate which means can be used to support this intra‐firm transfer process.Design/methodology/approach – Four cases are identified from research in three Danish companies. Observations and 77 semi‐structured interviews have been made over a time period of two years. Surveys of documents, questionnaires, and the Delphi method have been used to supplement the research.Findings – Fo...

The replication of expansive production knowledge: The role of templates and principles

Purpose – With the aim to support offshore production line replication, the specific purpose of this paper is to explore the use of templates and principles to transfer expansive productive knowledge embedded in a production line and understand the contingencies that influence the mix of these approaches.Design/methodology/approach – A total of two case studies are introduced. Empirical data were collected over a period of two years based on interviews and participating observations.Findings – The findings show that knowledge transfer within the replication of a production line is a stepwise expansive process; and rather than being viewed as alternative approaches, templates and principles should be seen as complementary once the transfer motive moves beyond pure replication.Research limitations/implications – The concepts introduced in this paper were derived from two Danish cases. While acceptable for theory exploration, the small sample size is an obvious limitation for generalisation.Practical implica...

Key drivers for informal project coordination among sub-contractors: A case study of the offshore wind energy sector

Purpose – Despite good project front-end planning, projects typically need continuous coordination among the participants concerning scope of work, pace, and timing during the execution phase to be accomplished without delays. Coordination can be formal or informal. Research shows that informal coordination of residual and unforeseen interdependencies enhances time saving and facilitates better understandings. Still though, many sub-contractors choose not to coordinate informally. The purpose of this paper is to identify drivers that enhance or inhibit informal coordination among sub-contractors during project execution. Design/methodology/approach – A qualitative, explorative case study approach was applied, involving 15 SME sub-contractors within the offshore wind power energy sector. Findings – Six drivers which enhance informal coordination and three drivers which inhibit informal coordination among sub-contractors in projects were identified. Practical implications – The findings imply that managemen...

The managerial issues related to transferring shop floor knowledge in manufacturing relocation

Purpose – The purpose of this paper is to explore the specific practices of management in the dispatching unit and to identify mechanisms for supporting transfer of shop floor knowledge embedded in operating manufacturing equipment. Design/methodology/approach – The paper applies an inductive and a case study approach for exploring three empirical cases that represent different manufacturing facility relocation processes and differences in the applied managerial practices. Findings – The paper identifies two important gaps in international production literature when firms relocate equipment to other sites; a time gap (from dismantling to re-assembly of production facilities) and a space gap (from the current to the new site abroad). These gaps are important for understanding why relocation processes are difficult and what management can do to facilitate such processes. Practical implications – The paper identifies four issues that management faces in the dispatching context when relocating manufacturing f...

First Lean, then modularization: improving the maintenance of offshore wind turbines

Purpose This paper aims to explore how maintenance tasks can be planned and executed in a smarter way and, consequently, how the operations and maintenance of offshore wind power installations can be improved through modularisation. Design/methodology/approach This is a case study of one of Europe’s leading offshore wind power operators with more than 1,000 wind turbine generators in operation. By focusing on this company, in-depth insights into its operations and maintenance processes are investigated. Findings Lean is identified to constitute an important first step before the modularisation of maintenance tasks. The modularisation of the maintenance of offshore wind farms is identified to reduce preventive maintenance times. Practical implications The paper develops a process to identify the resources needed for maintenance before the modularisation of maintenance tasks and resources can take place. The authors also establish a foundation for the development of a software tool to support the development of the modularisation of maintenance tasks. Originality/value The present study contributes to the rather immature field of research on the operations and maintenance of offshore wind power. Furthermore, it adds to the emerging research area of service modularity.

The need for knowledge modification in technology change: a framework to consider changes in domain complexity, knowledge and productivity

Abstract This paper researches productivity in relation to domain complexity and the present knowledge capacity in an organisational context. The study is based on five very different case studies. Three studies are conducted in Denmark, Germany, Mexico and China and are related to knowledge transfer in the relocation of manufacturing facilities. Two studies investigate operation and automation of oil and gas production in the North Sea. The case study method involves semi-structured interviews, surveys, an analysis of historical production data and observations. Based on the findings from the field studies, the paper develops a conceptual framework that management can use for discussions of productivity, development of knowledge and design of learning programmes when considering changes in the complexity of a domain or a change in knowledge.

Knowledge Transfer and Manufacturing Relocation in International Manufacturing Networks

This paper is built on six longitudinal case studies of knowledge transfer in manufacturing relocation. By focusing on tacit and explicit knowledge the paper introduces a model for identification of knowledge in relation to four task situations on the shop floor in a manufacturing environment. The paper discusses and suggests how the transfer of tacit and explicit knowledge can be improved. Further the paper discusses two dramatic shifts in organizational settings i.e. from operations management and to project management in the sending unit before a transfer and reverses in the receiving unit after relocation. Finally the paper discusses how “dispatching capacity” and “absorptive capacity” can improve the process.

The Knowledge Dimension of Production Transfer

Empirical studies in three industrial companies have revealed that even companies with many years of experience in production transfer tend to focus attention on planning the physical transfer and on the explicit knowledge associated with normal production. They are uncertain about capturing, trans ferring and developing tacit knowledge. Supported by studies of the literature it is concluded that there is a need for a more systematic approach to knowledge transfer and development to provide an accelerated ramp-up after the physical transfer. A framework will be structured around a generic set of phases of the transfer process and a distinction between the sending and the receiving organi zational unit. A method for capturing the tacit knowledge embedded in a pro duction job has been developed and tested. The framework and the method will provide a basis for preparing a master plan for knowledge transfer and development.