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Löfving, Malin
Publikasjoner (10 av 21) Visa alla publikasjoner
Vestin, A., Säfsten, K. & Löfving, M. (2018). On the way to a smart factory for single-family wooden house builders in Sweden. In: : . Paper presented at 8th Swedish Production Symposium, SPS 2018, 16-18 May 2018, Stockholm, Sweden (pp. 459-470). Elsevier, 25
Åpne denne publikasjonen i ny fane eller vindu >>On the way to a smart factory for single-family wooden house builders in Sweden
2018 (engelsk)Konferansepaper, Publicerat paper (Annet vitenskapelig)
Abstract [sv]

To remain competitive, single-family wooden house builders might create smart wooden house factories. Smart factories and smart production are recent concepts used to denote ideas that support competitiveness in for example the automotive industry. In the housing sector, a concept introduced to increase competitiveness is industrialized house-building. The aim of the study presented here was to investigate whether industrialized house-building characteristics could be a step toward a smart factory for wooden house builders. In this paper, ideas of the smart wooden house factory are synthesized, and challenges for the single-family wooden house builder are identified. The study is founded on empirical data from one single-case study. A challenge identified was the maturity level of the culture and organization to commit to and utilize modern technology and modern working methods. The concept of the smart wooden house factory is still in its infancy and needs further research.

sted, utgiver, år, opplag, sider
Elsevier, 2018
Serie
Procedia Manufacturing, ISSN 2351-9789
Emneord
industrialized house-building, single-family wooden house builder, smart wooden house factory
HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-39270 (URN)10.1016/j.promfg.2018.06.129 (DOI)2-s2.0-85065659809 (Scopus ID)
Konferanse
8th Swedish Production Symposium, SPS 2018, 16-18 May 2018, Stockholm, Sweden
Tilgjengelig fra: 2018-04-26 Laget: 2018-04-26 Sist oppdatert: 2019-07-16bibliografisk kontrollert
Bäckstrand, J., Jansson, D., Karlsson, J. & Löfving, M. (2016). Guidelines for designing a purchasing process for small businesses. In: : . Paper presented at 25th International IPSERA Conference, Dortmund, March 20-23, 2016.. Dortmund
Åpne denne publikasjonen i ny fane eller vindu >>Guidelines for designing a purchasing process for small businesses
2016 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

The purpose with this paper is to contribute towards a deeper understanding of the purchasing process in SMEs. This is done by investigating general research regarding purchasing, business strategy and SMEs to create a framework of factors influencing purchasing processes in SMEs. The factors are then authenticated with an empirical study of an SME. It is concluded that all influencing factors from the framework can be applied to the SME, but that the SME tend to handle them with a short-term perspective. This paper will provide guidelines for SMEs in order to create purchasing processes with a long-term perspective, which is more integrated with their business strategy.

sted, utgiver, år, opplag, sider
Dortmund: , 2016
Emneord
Purchasing strategy, SMEs, Strategic alignment
HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-30920 (URN)
Konferanse
25th International IPSERA Conference, Dortmund, March 20-23, 2016.
Tilgjengelig fra: 2016-06-28 Laget: 2016-06-28 Sist oppdatert: 2016-09-28bibliografisk kontrollert
Löfving, M. (2016). Homogeneity of manufacturing choices in subcontractor SMEs. Journal of Manufacturing Technology Management, 27(2), 261-286
Åpne denne publikasjonen i ny fane eller vindu >>Homogeneity of manufacturing choices in subcontractor SMEs
2016 (engelsk)Inngår i: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 27, nr 2, s. 261-286Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

Purpose – The purpose of this paper is to investigate the choices made in manufacturing decision categories by subcontractor small- and medium-size enterprises (SMEs) and determines if subcontractor SMEs make homogenous manufacturing choices.

Design/methodology/approach – A literature review was used to develop theoretical propositions. A multiple case study with 19 subcontractor SMEs was conducted.

Findings – Factors that might lead to homogenous choices in the manufacturing strategy decision categories were formalised into four theoretical propositions. The propositions were based on new institutionalism factors as well as SME factors. The findings reveal that there is considerable heterogeneity across the subcontractor SMEs in the various manufacturing decision categories. However, there are similarities between some manufacturing choices. This can partly be explained by the proposed factors and partly by other factors, such as SME characteristics and process choices.

Research limitations/implications – The study reinforces the need for more research that is focused on manufacturing decisions and choices in SMEs. All cases were of Swedish SMEs belonging to three different industries, potentially limiting the generalisability of findings to other industries or countries.

Practical implications – This study highlights the importance of the different choices made considering manufacturing and the factors influencing those choices. This provides guidance for managers when they make manufacturing choices in various decision categories.

Originality/value – By addressing new institutionalism, SME characteristics and decision categories in the same study, the author provides new insights into the categories of manufacturing decisions.

sted, utgiver, år, opplag, sider
Emerald Group Publishing Limited, 2016
Emneord
Manufacturing strategy, Small- and medium-sized enterprises, Decision categories, New institutionalism
HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-28693 (URN)10.1108/JMTM-03-2014-0024 (DOI)000374162500005 ()2-s2.0-84959331371 (Scopus ID)
Forskningsfinansiär
VINNOVA
Tilgjengelig fra: 2015-12-21 Laget: 2015-12-21 Sist oppdatert: 2017-12-01bibliografisk kontrollert
Melander, A., Löfving, M., Andersson, D., Elgh, F. & Thulin, M. (2016). Introducing the Hoshin Kanri strategic management system in manufacturing SMEs. Management Decision, 54(10), 2507-2523
Åpne denne publikasjonen i ny fane eller vindu >>Introducing the Hoshin Kanri strategic management system in manufacturing SMEs
Vise andre…
2016 (engelsk)Inngår i: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 54, nr 10, s. 2507-2523Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

Purpose – The purpose of this paper is to explore the basic principles and introduction of the Hoshin Kanri (HK) strategic management system, as related to the management practices in manufacturing small- and medium-sized enterprises (SMEs).

Design/methodology/approach – This paper reports the findings from the introduction of HK to four manufacturing SMEs by following an assistance support-based research approach where teams of coaches and researchers observed and learned from the introduction phase. The overall design of the project is theory building and learning oriented.

Findings – It is suggested that the successful introduction of a strategic management system in manufacturing SMEs has to balance the inherent level of formalization therein, with the individual company’s management practices. Based on HK as the strategic management system, pDCA is proposed as an alternative approach to the introduction, matching differences in management practices.

Research limitations/implications – The explorative nature of this research provides room for subsequent studies by elaborating the knowledge on the introduction of strategic management systems in SMEs.

Practical implications – Awareness of the existing managerial practices is essential when introducing a new strategic management system in manufacturing SMEs. Such awareness is the starting point of customizing the introduction, so that proper levels of engagement and flexibility can be balanced with increasing systematic formalization, and optimized adequacy.

Originality/value – Following an assistance support-based research approach the result of this research project is summarized in the iterative pDCA model emphasizing engagement and flexibility when incrementally introducing strategic management systems in SMEs. This model addresses a hitherto under-researched topic in strategic management.

sted, utgiver, år, opplag, sider
Emerald Group Publishing Limited, 2016
Emneord
SME, Implementation, Strategic planning, Hoshin Kanri, Strategic management system, Strategic practices
HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-34116 (URN)10.1108/MD-03-2016-0148 (DOI)000390762300008 ()2-s2.0-84994608621 (Scopus ID)
Tilgjengelig fra: 2016-11-29 Laget: 2016-11-29 Sist oppdatert: 2017-11-29bibliografisk kontrollert
Löfving, M., Melander, A., Elgh, F., Andersson, D. & Thulin, M. (2016). Leadership characteristics and Hoshin Kanri in small and medium sized enterprises. In: : . Paper presented at 23rd EurOMA Conference.
Åpne denne publikasjonen i ny fane eller vindu >>Leadership characteristics and Hoshin Kanri in small and medium sized enterprises
Vise andre…
2016 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

This paper aims at contribute to an understanding of how present leadership characteristics influence the implementation of HK in manufacturing SMEs. The research is based around two case companies where the ideas of HK was implemented in an action research project. The leadership characteristics associated with HK include characteristics such as supporting, coaching, challenging, involving top management and co-workers. The findings show that HK leadership characteristics have similarities with lean leadership and developmental leadership characteristics. The two cases have successfully began to implement HK and the CEO’s in both cases have a present leadership style resembling of developmental leadership.

HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-34139 (URN)
Konferanse
23rd EurOMA Conference
Forskningsfinansiär
VINNOVA
Tilgjengelig fra: 2016-12-01 Laget: 2016-12-01 Sist oppdatert: 2016-12-01bibliografisk kontrollert
Löfving, M., Säfsten, K. & Winroth, M. (2016). Manufacturing strategy formulation, leadership style and organisational culture in small and medium-sized enterprises. International Journal of Manufacturing Technology and Management (IJMTM), 30(5), 306-325
Åpne denne publikasjonen i ny fane eller vindu >>Manufacturing strategy formulation, leadership style and organisational culture in small and medium-sized enterprises
2016 (engelsk)Inngår i: International Journal of Manufacturing Technology and Management (IJMTM), ISSN 1368-2148, E-ISSN 1741-5195, Vol. 30, nr 5, s. 306-325Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

This study encourages an increased focus on managerial and organisational issues in manufacturing strategy formulation. The study investigates the relationship between manufacturing strategy formulation, leadership style and organisational culture in small and medium-sized enterprises (SMEs). Manufacturing strategy formulation is studied in three cases, and it is found that the formulation is different in each case. Leadership style is more visible than organisational culture in manufacturing strategy formulation in the case companies. Owing to the small number of employees in SMEs, the top manager’s decisions influence the whole organisation and the organisational culture. The leadership style and organisational culture are closely aligned in SMEs owing to the managers and to the centralised decision-making.

Emneord
Manufacturing strategy, process, formulation, leadership style, organisational culture, small and medium-sized enterprises, SMEs, small firms
HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-31390 (URN)10.1504/IJMTM.2016.078918 (DOI)2-s2.0-84986189955 (Scopus ID)
Prosjekter
STRATEGO
Forskningsfinansiär
VINNOVA
Tilgjengelig fra: 2016-08-19 Laget: 2016-08-19 Sist oppdatert: 2017-11-28bibliografisk kontrollert
Löfving, M., Melander, A., Andersson, D., Elgh, F. & Thulin, M. (2015). Initiation of Hoshin Kanri in SMEs using a tentative process. In: : . Paper presented at 22nd International Annual EurOMA Conference EurOMA15, Neuchâtel, Switzerland, 26 Jun-1 Jul, 2015. International Annual EurOMA Conference
Åpne denne publikasjonen i ny fane eller vindu >>Initiation of Hoshin Kanri in SMEs using a tentative process
Vise andre…
2015 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

Hoshin Kanri is a management method supporting strategic work. In spite of a number of Hoshin Kanri success stories in large organizations, little research attention are given to SMEs. This research encourages an increased focus on Hoshin Kanri in SMEs. In this paper a tentative process for the initiation of Hoshin Kanri in SMEs is outlined. We also identify factors influencing the initiation of Hoshin Kanri in SMEs based on findings from eight case studies. The result shows that the initiation of Hoshin Kanri varied in the case studies as the factors enable or hinder the initiation of Hoshin Kanri.

sted, utgiver, år, opplag, sider
International Annual EurOMA Conference, 2015
Emneord
Strategy deployment, policy deployment, small and medium-sized enterprises
HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-28692 (URN)
Konferanse
22nd International Annual EurOMA Conference EurOMA15, Neuchâtel, Switzerland, 26 Jun-1 Jul, 2015
Prosjekter
Organiserat strategiarbete för förnyelse – mindre och medelstora företag i fokus.
Forskningsfinansiär
VINNOVA
Tilgjengelig fra: 2015-12-21 Laget: 2015-12-21 Sist oppdatert: 2018-09-12bibliografisk kontrollert
Säfsten, K., Winroth, M. & Löfving, M. (2014). Development of a manufacturing strategy framework for SMEs. In: Proceedings of the 21st EurOMA Conference, June 20-25, Palermo, Italy: . Paper presented at The 21st EurOMA International Annual Conference on Operations Management in an Innovation Economy, June 20-25, Palermo, Italy. International Annual EurOMA Conference
Åpne denne publikasjonen i ny fane eller vindu >>Development of a manufacturing strategy framework for SMEs
2014 (engelsk)Inngår i: Proceedings of the 21st EurOMA Conference, June 20-25, Palermo, Italy, International Annual EurOMA Conference, 2014Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

Small and medium-sized enterprises (SMEs) are very important to European industry, acting as suppliers to global companies, but also as OEMs. To keep up with competition from global sourcing, they however need to be pro-active and have clear ideas on how to compete. In this work, manufacturing strategies may constitute the necessary guidance. In this paper we present the development of an analytical tool for manufacturing strategy formulation, easy to use and thus suitable to SMEs, who often lack resources in terms of competence or money.

sted, utgiver, år, opplag, sider
International Annual EurOMA Conference, 2014
Emneord
Manufacturing strategy, small and medium-sized enterprises, collaborative research
HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-25419 (URN)
Konferanse
The 21st EurOMA International Annual Conference on Operations Management in an Innovation Economy, June 20-25, Palermo, Italy
Prosjekter
STRATEGO
Forskningsfinansiär
VINNOVA
Tilgjengelig fra: 2014-12-23 Laget: 2014-12-23 Sist oppdatert: 2018-09-13bibliografisk kontrollert
Löfving, M., Melander, A., Andersson, D., Elgh, F. & Thulin, M. (2014). Introducing the Hoshin Kanri approach in small and medium sized companies. In: : . Paper presented at The 6th Swedish Production Symposium, 16-18 September, 2014, Gothenburg, Sweden.
Åpne denne publikasjonen i ny fane eller vindu >>Introducing the Hoshin Kanri approach in small and medium sized companies
Vise andre…
2014 (engelsk)Konferansepaper, Oral presentation only (Annet vitenskapelig)
Abstract [en]

In order to grow, small and medium-sized enterprises (SMEs) have to balance the inherent flexibility of the small firm with formal work division and administrative routines. This balancing is apparent in SME’s approach to strategy work. In order to address this need of balancing in strategy work we in this paper introduce the Hoshin Kanri approach to the SME context. Based on an extensive literature review we identify the principles of Hoshin Kanri and develop an adapted approach to small and medium sized companies. Finally we report on the lessons learnt after initiating the adapted approach in four SMEs.

HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-24822 (URN)
Konferanse
The 6th Swedish Production Symposium, 16-18 September, 2014, Gothenburg, Sweden
Prosjekter
Organiserat strategiarbete för förnyelse- mindre och medelstora företag i fokus
Forskningsfinansiär
VINNOVA
Tilgjengelig fra: 2014-10-03 Laget: 2014-10-03 Sist oppdatert: 2018-09-05bibliografisk kontrollert
Löfving, M., Säfsten, K. & Winroth, M. (2014). Manufacturing strategy frameworks suitable for SMEs. Journal of Manufacturing Technology Management, 25(1), 7-26
Åpne denne publikasjonen i ny fane eller vindu >>Manufacturing strategy frameworks suitable for SMEs
2014 (engelsk)Inngår i: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 25, nr 1, s. 7-26Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

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 fulfills 10 out of 14 of the theoretical and empirical requirements.

Originality/contribution: Although a number of manufacturing strategy frameworks exist, their applicability 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.

Emneord
applicability, assessment, formulation process, manufacturing strategy, SME, strategy frameworks
HSV kategori
Identifikatorer
urn:nbn:se:hj:diva-22473 (URN)10.1108/JMTM-08-2012-0081 (DOI)000213511100002 ()2-s2.0-84892406128 (Scopus ID)
Prosjekter
STRATEGO
Forskningsfinansiär
VINNOVA
Tilgjengelig fra: 2013-10-28 Laget: 2013-10-28 Sist oppdatert: 2018-05-07bibliografisk kontrollert
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