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Publications (10 of 14) Show all publications
Danilovic, M. & Winroth, M. (2014). Managing Dynamics in Corporate Networks. World Journal of Engineering and Technology, 2(1), 32-40
Open this publication in new window or tab >>Managing Dynamics in Corporate Networks
2014 (English)In: World Journal of Engineering and Technology, ISSN 2331-4222, Vol. 2, no 1, p. 32-40Article in journal (Refereed) Published
Abstract [en]

A crucial issue in corporate networks is to identify to what extent different strategic and operational decisions need to be coordinated between the involved companies. In this paper we elaborate on the issue of synchronization of information flow based on interconnectivities between companies in order to coordinate a corporate network by the means of DSM, Dependence Structure Matrix. The results show that DSM can be used to identify interconnectivities among actors in a network and to identify which information that needs to be shared between companies in the network.

Keywords
Corporate network, supplier collaboration, Design Structure Matrix
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-22468 (URN)10.4236/wjet.2014.21004 (DOI)
Funder
Sustainable Production Initiative
Available from: 2013-10-28 Created: 2013-10-28 Last updated: 2015-12-30Bibliographically approved
Danilovic, M. & Winroth, M. (2012). Kalmar Industries Supplier Network. In: Steven D. Eppinger and Tyson R. Browning (Ed.), Design Structure Matrix Methods and Applications: (pp. 317-324). MIT Press
Open this publication in new window or tab >>Kalmar Industries Supplier Network
2012 (English)In: Design Structure Matrix Methods and Applications / [ed] Steven D. Eppinger and Tyson R. Browning, MIT Press, 2012, p. 317-324Chapter in book (Refereed)
Place, publisher, year, edition, pages
MIT Press, 2012
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-18002 (URN)978-0-26201-752-7 (ISBN)
Available from: 2012-04-30 Created: 2012-04-30 Last updated: 2015-12-30Bibliographically approved
Winroth, M., Danilovic, M., Fernández Aguilar, A. & Flaquer Borràs, O. (2007). Dynamics of sourcing A. & , O., 2007, , ,: Strategic implications of outsourcing and insourcing. In: Proceedings of the 14th International Annual EurOMA Conference- Managing Operations in an Expanding Europe: .
Open this publication in new window or tab >>Dynamics of sourcing A. & , O., 2007, , ,: Strategic implications of outsourcing and insourcing
2007 (English)In: Proceedings of the 14th International Annual EurOMA Conference- Managing Operations in an Expanding Europe, 2007Conference paper, Published paper (Refereed)
Abstract [en]

From a strategic manufacturing perspective, companies are facing challenges in finding a balance in what they do on their own and what their suppliers do. This balance requires some times that companies are outsourcing and sometimes insourcing activities. One conclusion is that outsourcing should be considered as a strategic decision that is not easily made by purchasing or operations departments. Many companies tend to outsource more and more of their manufacturing to specialists, which however does not mean that companies can afford to loose their competence in manufacturing. It is still essential that the companies, even though another company performs parts of the actual manufacturing, understand the special conditions for manufacturing. Otherwise they are not in a position where they can discuss product development, specification of the different tasks that they want the contractors to do, and they can certainly not make the right decisions when buying components and parts from suppliers. Outsourcing decisions also need to be strategically justifiable; outsourcing only for cost reasons is rarely successful. Outsourcing should provide other advantages in terms of improvement of competitive priorities. For different reasons, it may also end up in a situation where the company needs to insource previously outsourced activities.

Keywords
Insourcing, outsourcing, supplier involvement, global sourcing
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-3341 (URN)
Available from: 2007-09-19 Created: 2007-09-19 Last updated: 2015-12-30
Danilovic, M. & Browning, T. (2007). Managing Complex Product Development Projects with Design Structure Matrices and Domain Mapping Matrices. International Journal of Project Management, 25(3), 300-314
Open this publication in new window or tab >>Managing Complex Product Development Projects with Design Structure Matrices and Domain Mapping Matrices
2007 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 25, no 3, p. 300-314Article in journal (Refereed) Published
Abstract [en]

Complexity in product development (PD) projects can emanate from the product design, the development process, the development organization, the tools and technologies applied, the requirements to be met, and other domains.  In each of these domains, complexity arises from the numerous elements and their multitude of relationships, such as between the components of the product being developed, between the activities to develop them, and among the people doing the activities. One approach to handing this complexity is to represent and analyze these domains’ design structures or architectures.  The Design Structure Matrix (DSM) has proved to be a very helpful tool for representing and analyzing the architecture of an individual system such as a product, process, or organization. Like many tools, the DSM has been applied in a variety of areas outside its original domain, as researchers and practitioners have sought to leverage its advantages.  Along the way, however, its fundamental rules (such as being a square matrix) have been challenged.  In this paper we formalize an approach to using a Domain Mapping Matrix (DMM) to compare two DSMs of different project domains.  A DMM is a rectangular (m x n) matrix relating two DSMs, where m is the size of DSM1 and n is the size of DSM2.  DMM analysis augments traditional DSM analyses. Our comparison of DSM and DMM approaches shows that DMM analysis offers several benefits.  For example, it can help (1) capture the dynamics of PD, (2) show traceability of constraints across domains, (3) provide transparency between domains, (4) synchronize decisions across domains, (5) cross-verify domain models, (6) integrate a domain with the rest of a project or program, and (7) improve decision making among engineers and managers by providing a basis for communication and learning across domains.

Keywords
project management, design structure matrix, dependency structure matrix, domain mapping matrix, product development, management of complexity
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-7395 (URN)10.1016/j.ijproman.2006.11.003 (DOI)
Available from: 2009-09-01 Created: 2009-01-14 Last updated: 2017-12-14Bibliographically approved
Danilovic, M., Winroth, M., Ferrándiz, J. & Josa, O. (2007). Platform thinking in the automotive industry: managing dualism between standardization of components for large scale production and variation for market and customer. In: Proceedings of the 18th Annual POM Conference.
Open this publication in new window or tab >>Platform thinking in the automotive industry: managing dualism between standardization of components for large scale production and variation for market and customer
2007 (English)In: Proceedings of the 18th Annual POM Conference, 2007Conference paper, Published paper (Other scientific)
Abstract [en]

Automotive industry faces two major problems. One is to develop standard platforms to reach high volumes and low cost. The other is to use platforms for enabling variation of models that suit customer needs, local market demands, and restrictions. Platform thinking embraces several industrial levels, systems integrators, global and local suppliers, and markets. How can the dualism between standardization of components and model variation be managed and which trade-offs need to be made?

In this paper we have identified and analyzed different approaches to platform concept from technical as well as organizational, production, and product development perspectives. Platform technology improves flexibility in production and product development. However, when radical changes are made, new design of platform is not easily made, i.e. propagation of requirements and changes in models vs. platforms. When this happens, several production systems have to be entirely rebuilt causing major capital investments, redesign at suppliers etc. Hence, platform technology reduces product development flexibility.

Keywords
Platform technology, modularization, automotive industry, mass customization
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:hj:diva-6101 (URN)
Available from: 2007-08-02 Created: 2007-08-02 Last updated: 2015-12-30
Danilovic, M. (2006). Bring Your Suppliers into Your Projects: Managing the Design of Work Packages in Product Development.. Journal of Purchasing and Supply Management, 12(5), 246-257
Open this publication in new window or tab >>Bring Your Suppliers into Your Projects: Managing the Design of Work Packages in Product Development.
2006 (English)In: Journal of Purchasing and Supply Management, ISSN 1478-4092, E-ISSN 1873-6505, Vol. 12, no 5, p. 246-257Article in journal (Refereed) Published
Abstract [en]

Early supplier involvement and integration is important in product development on strategic as well as on operational, project and team levels. Saab Aerospace intended to achieve early supplier involvement and high level of integration on all levels in the redesign of the aircraft JAS 39 Gripen. The research underlying this article shows that the intended strategy was only achieved on the strategic level and not on the operational project and team levels. One major reason for this was that the design of the work breakdown structure (WBS) and work packages (WP) in the product development followed the functional and departmental logic within each company resulting in incompatible structures and preventing communication and information exchange. This article intends to explore how prevailing functionally designed WBS and WP structures created barriers and to demonstrate how supplier integration can be improved by designing collaborative WBS and integrated WP. The Dependence Structure Matrix (DSM) is introduced in order to analyze, visualize and manage interdependencies and information exchange between Saab Aerospace and its supplier on different levels of the WBS and in different phases of the development process, following the logic of interdependencies and information flow, in order to support a strategy focusing on integration of suppliers on the project and team level.

Keywords
Supplier integration; Collaborative product development; Integrated product development; Dependence structure matrix; DSM; Concurrent engineering
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-2897 (URN)doi:10.1016/j.pursup.2006.10.009 (DOI)
Available from: 2007-06-29 Created: 2007-06-29 Last updated: 2017-12-12Bibliographically approved
Danilovic, M. & Winroth, M. (2006). Corporate Manufacturing Network: From Hierarchy to Self-Organizing System. The International Journal of Integrated Supply Management, 2(1/2), 106-131
Open this publication in new window or tab >>Corporate Manufacturing Network: From Hierarchy to Self-Organizing System
2006 (English)In: The International Journal of Integrated Supply Management, ISSN 1477-5360, E-ISSN 1741-8097, Vol. 2, no 1/2, p. 106-131Article in journal (Refereed) Published
Abstract [en]

In order to handle increased competition small and medium sized companies are collaborating in networks, strategic alliance, or partnership etc. The purpose of this paper is to investigate how direction and accountability is handled in network settings. The authors have performed an extensive case study of one collocated network consisting of four independent companies. This networking has enabled the companies to accept larger customer orders than no single company could handle on their own. It has also made them capable of reaching a high level of adaptation to customer demands regarding development, manufacturing, delivery, and support of the complete product. The high level of inter-company integration has created conditions for the network to develop self-organizing characteristics in terms of autopoietic and sympoietic systems. While the first focuses on the relations between companies within the network, the second focuses on relations between the network and the environment. This self-organizing approach is based on strategic conversation between companies at all organizational levels and participation of managers as well as engineers in the design of inter-and intra-organizational structures and processes. In self-organizing 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 in this network.

Keywords
Self-organizing, integration, manufacturing systems, networking
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-2633 (URN)
Available from: 2007-08-02 Created: 2007-08-02 Last updated: 2017-12-12Bibliographically approved
Danilovic, M. & Winroth, M. (2005). A Tentative Framework for Analyzing Integration in Collaborative Manufacturing Network Settings: A case study. Journal of engineering and technology management, 22(1-2), 141-158
Open this publication in new window or tab >>A Tentative Framework for Analyzing Integration in Collaborative Manufacturing Network Settings: A case study
2005 (English)In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 22, no 1-2, p. 141-158Article in journal (Refereed) Published
Abstract [en]

It is important for small and medium-sized corporations to collaborate in networks in order to develop capacity, capability, and competence to perform product development and become suppliers of complete systems. The purpose of this study is to identify barriers and to develop an analytical framework of inter-organizational collaboration in network settings. In this paper we present a tentative four-dimensional framework in terms of surface of integration, scope of integration, time horizon of integration, and intensity of integration. This framework can be used to analyze how network settings are developed, in terms of structural design of the network, the design of the workflow in collaborative settings, and the aspects of handling the psychological and social boundaries between people.

Keywords
Manufacturing networks, Collaborative supplier network, Integration, Contract manufacturing
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-2590 (URN)doi:10.1016/j.jengtecman.2004.11.008 (DOI)
Available from: 2008-04-28 Created: 2008-04-28 Last updated: 2017-12-12Bibliographically approved
Danilovic, M. & Sandkull, B. (2005). The Use Of Dependence Structure Matrix and Domain Mapping Matrix in Managing Uncertainty in Multiple Project Situations.. International Journal of Project Management, 23(3), 193-203
Open this publication in new window or tab >>The Use Of Dependence Structure Matrix and Domain Mapping Matrix in Managing Uncertainty in Multiple Project Situations.
2005 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 23, no 3, p. 193-203Article in journal (Refereed) Published
Abstract [en]

Development of complex products is performed in multi-project environment in which it is crucial to explore interdependencies and manage the uncertainty with the information exchange and the understanding of the context. The purpose of this paper is to introduce a dependence structure matrix and domain mapping matrix approach that enables the systematic identification of interdependencies and relations in a Multi-project environment. These approaches enables clarifications of assumptions, the tractability of dependencies, explores the information needed within and between different departments, projects and people. This creates a transparency and enables the synchronization of actions through transformation of information and exploration of assumptions within and between domains. The outcomes of this process are situational visibility creating direction and accountability and the learning that takes place through communicating, reflecting, understanding, and acting.

Keywords
Multiproject; Complexity; Uncertainty; Complex project; Dependence structure matrix; Domain mapping matrix
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-2899 (URN)doi:10.1016/j.ijproman.2004.11.001 (DOI)
Available from: 2007-06-29 Created: 2007-06-29 Last updated: 2017-12-12Bibliographically approved
Winroth, M., Danilovic, M. & Boix Miralles, R. (2004). Manufacturing Networks: Critical Factors to Successful Collaboration. CIRP Journal of Manufacturing Systems, 33(3)
Open this publication in new window or tab >>Manufacturing Networks: Critical Factors to Successful Collaboration
2004 (English)In: CIRP Journal of Manufacturing Systems, Vol. 33, no 3Article in journal (Refereed) Published
Abstract [en]

The competitive situation for Small and Medium Sized Enterprises, SME’s, has become intensified during the last few years. Large customers, such as within the automotive industry, have increased the outsourcing of their manufacturing capacity and reduced the number of suppliers. At the same time the large systems integrators place demands on their suppliers to actively participate in the product development and to take full responsibility for manufacturing as well as to deliver complete systems or subsystems. Due to the limited capacity of the suppliers, in terms of the scarcity of resources and limited knowledge base, suppliers need to collaborate in networks. The purpose of this study is to identify critical factors to successful network collaborative settings. In this paper we also introduce a four dimensional tentative framework, in terms of surface of integration, the scope of integration, the time horizon of integration, and the intensity of integration. This framework can be used to analyze how well collaborative networks are developed from three aspects of corporate integration, in terms of structural design of the network, the design of the work flow in collaborative settings, and aspect of handling the psychological and social boundaries among people, that management has to handle in order to increase the degrees of network collaboration. This tentative framework is suggested as an analytical tool that can be used in order to understand how different collaborative networks are developed in terms of the network constellation, output of the collaborative process, as well as duration and robustness of the network.

Keywords
Manufacturing networks, Collaborative supplier network, Contract manufacturing
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-2579 (URN)
Available from: 2007-08-03 Created: 2007-08-03 Last updated: 2015-12-30
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-2111-5977

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