Mats Winroth

Introducing environmental concern in manufacturing strategies: Implications for the decision criteria

Purpose of the paper Concern for environmental issues has entered the agenda in many companies within the manufacturing industry. The purpose of this paper is to analyse implications for the decision criteria when environmental issues are introduced into manufacturing strategy. Furthermore, the purpose is to present a framework illustrating how concern for environmental issues affect the manufacturing strategy formulation process. Design/methodology/approach The paper is based on a review of literature on environmentally conscious manufacturing and literature on manufacturing strategy. These two fields of research are merged in the analysis. Findings The analysis shows that concern for environmental issues may lead to a number of potential implications for the decision criteria. These implications may, in turn, affect the manufacturing strategy formulation process. A framework is presented that illustrates the interrelationships between the drivers for environmental concern, effects for the competitive priorities, implications for the decision criteria and how it may affect the manufacturing strategy formulation process. Research limitations/implications Inclusion of environmental issues potentially complicates the manufacturing strategy formulation process. This implies a need for further studies on the challenges companies face in the strategy formulation process. Practical implication The implications for the decision criteria and the framework presented in this paper may support companies to prepare for inclusion of environmental concern in the manufacturing strategy formulation process. Original/value of paper Manufacturing strategy has not traditionally included concern for environmental issues. This paper adopts a novel approach in which research findings on environmental concern are integrated with literature on manufacturing strategy.

From mass production to mass customization: enabling perspectives from the Swedish mobile telephone industry

Much has been written about the conceptual nature of mass customization, and the success of several best business practitioners in the area have been well documented. Most companies, however, are not textbook examples of best practice, but rather are making incremental progress towards mass customization based on a mass-production heritage. This paper presents the findings of a case study that investigated a mass customization initiative at a leading mobile telephone manufacturer in Sweden. The primary objective of the study was to determine the implications of a radically new manufacturing initiative for the company – the production of a customized, entry-level mobile telephone. The differences between the traditional scenario of the mass production of standardized products at the company and that of the new customized production were also sought. The findings of the study, which are presented using the product, process and system perspectives, are aided by a number of customization-related frameworks from the literature. The discussion includes the impact of moving the customization order point downstream in the value chain in terms of increased efficiency and reduced lead times, the reduced requirement for manufacturing flexibility with shifting production system boundaries, and the companys status as a mass customizer.

Automation strategies: existing theory or ad hoc decisions?

Automating manufacturing systems potentially improves competitiveness. Empirical studies show that the most successful result is achieved when decisions concerning automation are linked to the manufacturing strategies and competitive priorities of the company. It is suggested that automation is regarded as a separate decision group, within the manufacturing strategy content field.

Manufacturing strategy frameworks suitable for SMEs

Purpose - The paper aims at increasing the understanding of how manufacturing strategy formulation can be facilitated in SMEs. Design/methodology/approach - The research presented in this paper follows a four-stage logic. Initially a literature review was conducted identifying a number of manufacturing strategy frameworks. Thereafter, theoretical and practical assessment criteria were established. The SME requirements were identified through five case studies. Based on these assessment criteria, identified manufacturing strategy formulation frameworks were evaluated. When a framework was found that fulfilled most of the requirements set out, a detailed analysis of the framework was done, based on criteria related to specific SME characteristics. Findings - In total 15 different manufacturing strategy formulation frameworks were identified in the literature. To evaluate the suitability of these frameworks in SMEs, a number of assessment criteria were established, both in theory and in practice. These assessment criteria were grouped into three parts based on their character: procedure, realisation and contextual issues. The assessment of the 15 frameworks revealed that among the identified frameworks there was one framework that stood out and fulfilled several of the criteria. However, the frameworks still need to be adapted to the specific SME characteristics. Practical implications - Based on an assessment of the existing manufacturing strategy frameworks we have been able to identify one framework that fulfils 10 out 14 of the theoretical and empirical requirements. Originality/value - Although a number of manufacturing strategy frameworks exist, their usability in practice has seldom been investigated. The results presented provide valuable knowledge for the continued work of rendering manufacturing strategy frameworks suitable and thereby useful for SMEs.

The Industry's View on Automation in Manufacturing

Many manufacturing companies in Europe are presently focusing on automation as a weapon for competition on a global market. This paper focuses on industry’s view of automation. The paper presents d ...

Strategies for sustaining manufacturing competitiveness:comparative case studies in Australia and Sweden

Purpose - The purpose of this paper is to report an investigation of local sustainable production in Australia and Sweden aimed at exploring the factors contributing to survival and competitiveness of manufacturing companies. Design/methodology/approach - In Australia, six companies were studied in 2010, with comparisons being made with three of them from earlier projects. In Sweden, eight manufacturing companies were studied on two occasions 30 years apart, in 1980 and 2010. To provide a valid comparative perspective a common format for data collection and analysis was used. Findings - There has been a shift in the nature of competition in both Sweden and Australia due to an increasing complexity of the global business environment as well as changes in technology and customer expectations. Despite the differences in country context, the findings suggest that all the manufacturing companies have a good awareness of the elements of the market environment and the relationships with their competitive strategy. However, in general, the Swedish companies have more experience of managing the risks and benefits from operating in the international environment. Research limitations/implications - The results of the research are based on a relatively small sample of case companies in a limited number of industrial sectors. There are methodology implications for future research in the area. Practical implications - The research results have practical implications for the manufacturing industry, especially for companies operating in a competitive international environment. Originality/value - The paper is based on original case research and comparative analysis of data from different geographical contexts. It contributes to both theory and management practice about the strategic resources, decision choices, competitive environments and firm values needed to address external market demands as well as in building internal capabilities.

Sustainable Production Indicators at Factory Level

Purpose - Sustainable production (SP) is a very broad area and the awareness and communication of the concept differ between varying levels in a company. The supposition is that the awareness and improvement of sustainability on shop floor level would improve, if a suitable set of indicators for measuring sustainability was available. The purpose of this paper is therefore to identify a list of performance indicators relevant for a production manager. Design/methodology/approach - This paper presents a two-step analysis, where the first step is a literature review with the purpose of compiling a gross list of sustainability indicators relevant on shop floor level. In the second phase, the relevance of this list for production managers in Swedish small- And medium-sized enterprises (SMEs) is tested in a questionnaire survey. Findings - The conclusion from the survey is that 27 out of 52 proposed indicators were relevant with statistical significance and that another 20 indicators were supported by at least 50 percent of the respondents. The respondents found the economic indicators to be most relevant for their purpose. However, the economic field seems to need more indicators in order to be more useful for daily operation. Practical implications - This set of indicators may be beneficial for companies seeking relevant indicators to drive sustainability improvements. Originality/value - This paper takes a new perspective on SP, as it focusses on shop floor production, which is possible to influence for a production manager.

Corporate manufacturing network: from hierarchy to self-organising system

Increased competition forces small and medium sized companies to collaborate in network settings. In this paper, we are investigating how direction and accountability is handled in a network setting consisting of four independent companies. The high level of inter-company integration has created conditions for the network to develop self-organising characteristics that are based on strategic conversation between companies at all organisational levels and participation of managers as well as engineers in the design of inter-and intraorganisational structures and processes. In self-organising systems direction comes from closeness to customers and strategic dialogue between management and engineers and accountability is a consequence of high level of situational visibility and information exchange on all hierarchical levels among companies.

Strategic consensus on manufacturing strategy content: Including the operators’ perceptions

Purpose – Strategic consensus between operators and managers is an important means to accomplish a successful manufacturing strategy (MS) process. Previous studies largely left out individual operators from this concept. Therefore, the purpose of this paper was to empirically examine the level of strategic consensus on the MS within the operations function, that is, the operators’ and managers’ perceptions of MS. Design/methodology/approach – Interviews were conducted with both operators and managers at three small and medium-sized enterprises in Sweden. The MS dimensions were selected based on previous research; the data was analysed by using thematic coding. Findings – The study shows that the levels of strategic consensus on the MS vary among companies. Even when strategic consensus exists between operators and managers, their underlying reasons often differ. Furthermore, the levels of strategic consensus vary among MS dimensions. The companies’ usage of information-sharing channels, along with their size and position in the supply chain, can be important for the level of strategic consensus. Originality/value – This paper contributes to the body of knowledge in three ways. First, it expands the scope of the MS dimensions under study, thus offering a stronger, resource-based perspective on MS and strategic consensus than what earlier studies showed. Second, it goes beyond the management level by including both managers and operators as the unit of analysis. Third, compared to previous research, it focuses on a new context and is based on indepth case studies.

Coordinating external manufacturing of product modules

Product modularization has changed gradually from mainly being a way to bring strategic flexibility into product design, to becoming a means to reach new suppliers in a globalized world. Use of external suppliers is facilitated by the ‘embedded coordination’ brought by standardized module interfaces which reduce the interdependence between modules manufactured by different suppliers. However, the distance between design and manufacturing is increased by heavy reliance on suppliers, and requires coordination between design and manufacturing. Hence, this paper aims to identify appropriate mechanisms to enable coordination of external manufacturing of product modules. The investigation is based on two case studies in one manufacturing company that has for long relied heavily on external suppliers. The case studies identify different means, coordination mechanisms, of handling the increased distance between design and manufacturing. In addition to organizational solutions, various intermediaries including especially the supply chain function act as bridges between design and manufacturing. The appropriate mechanism to use is decided by the character of the product and the degree of upgrading. We recommend openness to adaptation to situation dynamics rather than investment in optimizing the level of integration with a particular supplier.