Jens Ove Riis

A Situational Maintenance Model

The role that effective maintenance management plays in contributing to overall organizational productivity has received increased attention. Presents the development of a situational maintenance model that may be used to analyse and design the elements of a maintenance system. The situational approach to maintenance builds on contingency theory and considers both internal and external corporate dynamics. Using ideas from total productive maintenance (TPM), discusses how this model may be used to link corporate goals with maintenance policies. Defines design variables for maintenance systems that include the perspectives of individual behaviour, decision support systems, management systems and organizational structure, and corporate culture.

A hybrid econometric--neural network modeling approach for sales forecasting

Abstract Business sales forecasting is an example of management decision making in an ill-structured, uncertain problem domain. Due to the dynamic complexities of both internal and external corporate environments, many firms resort to qualitative forecasting techniques. However, these qualitative techniques lack the structure and extrapolation capability of quantitative forecasting models, and forecasting inaccuracies typically lead to dramatic disturbances in production planning. This paper presents the development of a hybrid econometric-neural network model for forecasting total monthly sales. This model attempts to integrate the structural characteristics of econometric models with the non-linear pattern recognition features of neural networks to create a “hybrid” modeling approach. A three-stage model is created that attempts to sequentially “filter” forecasts where the output from one stage becomes part of the input to the next stage. The forecasts from each of the individual sub-models are then “averaged” to compute the hybrid forecast. Model development is discussed in the content of an actual sales forecasting problem from a Danish company that produces consumer goods. Actual model performance is reported for a six-month time period. Knowledge gained from the modeling approach is placed in the context of organizational learning about the nature of sales forecasting for this particular company.

The Nexus of Corporate Entrepreneurship and Radical Innovation

This paper explores the linkage between the entrepreneurial orientation of established firms and the development of radical innovation. Through five case studies in firms involved in radical innovation, three propositions are developed, suggesting that proactiveness, risk-taking and autonomy stimulate the development of radical innovation, whereas competitive aggressiveness does not necessarily do so, as radical innovations are directed towards the creation of entirely new arenas of business, where existing competitors are not present.

COMPETENCE DEVELOPMENT AND TECHNOLOGY. HOW LEARNING AND TECHNOLOGY CAN BE MEANINGFULLY INTEGRATED

Abstract In view of the dynamics of both market and technology development the notion of competency may play an important role as a bridge between market and technology. However, a more differentiated view is needed. Based on a definition of competencies as a system of human beings, technology, organization and culture, we shall identify two important drivers of competence development–technological change and organizational learning. Three kinds of competencies are introduced and illustrated by means of case examples. This will form the basis for discussing issues related to competence development, such as technological and functional forecasting, forecasting versus visioneering, organizational learning as an enabler for competence development. Theoretical and practical implications conclude the paper.

Strategic Roles of Manufacturing

Purpose – The challenges facing industrial enterprises include coping with an increased distribution of activities and the related need to deal with task interdependencies, as well as coping with uncertainty and complexity. This opens for a discussion of current thinking and practices of manufacturing and its strategic role. The aim of the paper is to explore future changes in strategic roles of manufacturing.Design/methodology/approach – A review of the literature on manufacturing strategy has focused on different ways of positioning manufacturing as a means for identifying and defining the strategic roles of manufacturing in an industrial company. To understand how industrial companies have dealt with some of the global challenges and have changed their strategic roles of manufacturing over a period of 3‐7 years, interviews are carried out in six small and medium‐sized companies, representing different industries, such as textile, mechanical and electronic industries. The case stories form a basis for i...

Simulation Games and Learning in Production Management

Introduction. Games with a single decision maker. Games with a decision center (planning team). Games with multi-functional interplay. Designing games.

Trends and perspectives in industrial maintenance management

Abstract With increased global competition for manufacturing, many companies are seeking ways to gain competitive advantages with respect to cost, service, quality, and on-time deliveries. The role that effective maintenance management plays in contributing to overall organizational productivity has received increased attention. This paper presents an overview of trends and perspectives in industrial maintenance. The results of benchmarking studies from Scandinavia and the United States are presented and compared. Implications of the trends and perspectives for the management of maintenance are highlighted. Case studies that examine maintenance methods, knowledge, organization, and information systems in three Danish manufacturing firms are used to motivate the discussion.

The interactive firm – towards a new paradigm

Purpose – The article discusses the characteristics of the future industrial company, the so‐called interactive firm, and the challenges awaiting it down the road. To this end, a framework for the strategic positioning of tomorrows industrial company is proposed.Design/methodology/approach – In order to illustrate that the interactive firm may take on different forms, three archetypal, future‐oriented firms have been identified and tested in a panel of industrial managers to flesh out this framework.Findings – The article provides a detailed picture of the strategic roles and functioning of the interactive firm.Practical implications – Individual firms may use the framework as a guide to position themselves in the industrial climate of the future. The framework also includes five different strategic production roles that an industrial firm should consider.Originality/value – The value of the article is that it triggers both scholars and practitioners to study and consider different forms as well as key c...

Developing a Manufacturing Vision

The concept of a manufacturing vision is introduced as a company specific, commonly shared, holistic picture of the way in which future manufacturing in the company will function. First is presented what a manufacturing vision is, and then is presented a five-step framework in which such a manufacturing vision may be developed. A manufacturing vision is regarded as a bridge between the mission, goals, and strategies of an industrial enterprise and the detailed design of a manufacturing system. Such a bridge may ensure that manufacturing is able to make a relevant strategic contribution to developing and sustaining the competitiveness of the company and may serve as a guide for innovation and integration of the various elements of a manufacturing system. The paper rests on action research projects in more than ten industrial companies, and the experiences gained are discussed in a section on issues related to the development process including experimentation without fear of losing face, participation and involvement of managers and employees, and finally the outset for a manufacturing vision. To give an example of a manufacturing vision the paper also very briefly introduces a case of a medium-sized supplier of welded parts and equipment for a number of different industries.

Integration and manufacturing strategy

Abstract At the same time as manufacturing has become recognized as an important element of corporate strategy, a new reality is emerging. Integration in different aspects has become a key issue and must be reflected in manufacturing strategy. Traditionally, goals of a function or department could be broken down into subgoals for tasks or organizational units. However, three main factors have necessitated a drastic change in this mode of operation. First, the competition has taken away almost all slacks and buffers so prevailing until recently, Second, new technology has provided new means for integrating subsystems. Third, new organizations at the plant level, e.g. production groups, have shown a significant capability to integrate activities and at the same time increase the quality of working life. The objective of this paper is to provide better means for dealing with integration and manufacturing strategy. Manufacturing strategy will be related to three adjacent concepts: (1) manufacturing mission, which may establish a link to corporate strategy; (2) manufacturing concept, which will provide an overall, integrated picture of how manufacturing is intended to be in the future; and (3) a manufacturing implementation plan, which will indicate the chosen rate and scope of change. Then, four dimensions and aspects of integration will be discussed in an attempt to establish a link to manufacturing strategy. The paper moves on to present a number of models and methods for dealing with integration when developing a manufacturing strategy. The paper will conclude by outlining future trends which will call for new dimensions and forms for manufacturing strategy development.