Timo Kankaanpaa

An Innovative Framework Supporting SME Networks for Complex Product Manufacturing

Current market dynamics require European SME’s to focus on complex products manufacturing and to build non-hierarchical business networks, to assure competitiveness and sustainability. Such trend demands appropriate methods for network formation and management, including reference collaboration processes and supporting ICT tools. This paper presents a framework to support SME’s in the creation and management of non-hierarchical networks designed and developed within the European RTD project Net-Challenge. This framework includes methodologies, processes and ICT decision support tools aiming at the efficient creation and management of these networks assuring quick response times and competitive and differentiated offerings.

Dynamic and collaborative business networks in the fashion industry

In order to stay competitive and avoid being smashed by large companies, small- and medium-sized enterprises (SMEs) need to establish and manage dynamic and non-hierarchical networks to respond to market opportunities, ensuring a quick response, unique products with competitive prices and high product quality. This article proposes an innovative methodological approach and ICT platform to support non-hierarchical collaboration between SMEs for customised product design and manufacturing. The ICT services are based on mapping a methodology on an open source platform in order to apply low cost solutions to SMEs. Two case studies in the fashion industry have been analysed and used to test the proposed approach for network management.

Web-based technologies in power plant automation and SCADA systems: A review and evaluation

Traditionally web-based technology is not used in power plant automation and SCADA systems due to its several limitations to an advanced user interfaces. In power plant automation and SCADA (supervisory control and data acquisition) systems real-time monitoring and operational reliability requirements are high. Typically automation and SCADA systems handle critical tasks in the power production and distribution process. Controlling, operating and monitoring the process effectively set higher quality requirements to the user interface compared to common web page. Different web based technologies are reviewed and analyzed within the scope of this paper from Automation and SCADA system point of view. An evaluation of suitability of the web user interface technology is performed in respect to the Power Plant Automation and SCADA Systems HMI (human machine interface). This research paper also highlights the state-of-the-art implementations of several web-based control displays that are used as the base of technical solutions for the power plant system vendors.

Methodology for non-hierarchical collaboration networks for complex products manufacturing

To successfully compete in the market, European SMEs will have to adopt new business models and establish dynamic and non-hierarchical networks, assuring quick response, fast time to market, differentiated offerings and competitive prices. Sustainability will be found in high-variety and low-volume businesses, related with complex products design and manufacturing. This paper presents a Methodology concept, developed by the European project Net-Challenge, supporting SMEs in building and operating non-hierarchical business networks for complex products manufacturing with Engineer-To-Order (ETO) or Assemble-To-Order (ATO) strategies.

Implementation of Management Information System in Nordic energy business: A case study

Energy business actors operating in the open energy market in Nordic countries like Finland, Sweden, Norway and Denmark are under intensive market pressure. This pressure forces the energy business actors continuously to improve their Management Information Systems (MIS). The power production portfolio in an individual energy business actor is affected by strategic decisions in longer period and power trading variables in the shorter period. In order to optimize the strategic decisions and power trading variables, this research study presents an overall definition of the MIS, specifically emphasize on its implementation perspectives on the energy market. In this paper, the authors presented a case study research as conducted within the Nordic energy sector with the objectives to implement the MIS and its solution perspective in the energy business sector. This study also presents the fundamentals of the case companys MIS architecture, its related challenges and future perspectives.

Non-hierarchical Collaboration in Dynamic Business Communities

A business community where communication can be streamlined, information shared and trust can be built can be considered as a collaborative network promoting SMEs long term sustainability by assuring quick response, fast time to market, differentiated offerings and competitive prices. This collaboration could be orchestrated both in hierarchical and non-hierarchical forms depending on the firms size, capacity and objectives. In this research, we have considered non-hierarchical networking among firms, especially for small and medium sized enterprises (SMEs), where the basic requirements are related with choosing appropriate business partners, building trust and sharing valuable information among them. In order to articulate the concept of this non-hierarchical collaboration, six pilot SMEs were analyzed and a methodological approach to manage these environments is proposed. A generic overview of different variables or factors necessary to build such business collaboration are presented and discussed critically in this study.

Methodological support to establish a collaborative non-hierarchical business network for complex product manufacturing

Increasing demand on dynamic business network motivates manufacturing companies, especially small and medium sized enterprises (SMEs) to be collaborative for achieving potential market gains. This need can be fulfilled by forming non-hierarchical business network, where the partners integrate with each other after identifying specific business opportunity. This research focuses to demonstrate the methodological stages of enabling a virtual organisation within the European RTD project Net-Challenge. In this research, methodological support to identify and collect the business scenarios and basic requirements related with choosing appropriate partners, building trust and sharing valuable information among them are presented. The fundamental issues related to collaboration such as critical factors for partnerships, criteria for qualifying a potential partner, assessment of a partner are elaborated within the scope of this paper. The paper is concluded with presenting an empirical study of six case companies and the issues related to business collaboration are critically discussed.

Collaborative Customization Strategy for Complex Products – Prospects for Engineer-to-Order and Customize-to-Order Production Scenarios

To compete in globalized business environments, manufacturing firms, especially small and medium enterprises (SMEs), need to be collaborative with respect to their total product life cycle. In this research, a focus on complex products is proposed and a new approach to structure collaboration in design and operational activities is suggested. A complete framework and guidelines for collaborative product design, development and manufacturing is proposed with respect to two product development scenarios: Engineer-to-Order (ETO) and Customize-to-Order (CTO). The ETO scenario, which is project-based, and the CTO scenario, which is platform-based, are employed to respond to individualized and market driven production strategies respectively. The CTO scenario is developed using the platform-based product family concept, following a new approach that uses a product configurator and white boxes to assure sustainable customization. The research also explains how the transition from ETO to CTO can be implemented, aiming at improving the customization level and profitability of SMEs. The overall results, lessons learned and future research directions conclude the paper.