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Original equipment manufacturer (OEM)-supplier integration to prepare for production ramp-up
Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management. Jönköping University, School of Engineering, JTH, Industrial Product Development, Production and Design.ORCID iD: 0000-0002-3361-6835
Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management. Jönköping University, School of Engineering, JTH, Industrial Product Development, Production and Design. School of Innovation, Design and Engineering, Mälardalen University, Eskilstuna, Sweden.ORCID iD: 0000-0002-0216-4493
Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management. Department of Industrial Engineering and Management, University of Gävle, Gävle, Sweden.ORCID iD: 0000-0002-8305-4412
2019 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 30, no 2, p. 506-530Article in journal (Refereed) Published
Abstract [en]

Purpose: Although prior research provides evidence that production ramp-up is often disrupted by supplier-related problems, it fails to discuss how the original equipment manufacturer (OEM) and various types of suppliers integrate their functions and operations to secure preparations for production ramp-up. The purpose of this paper is to investigate OEM–supplier integration in a new product development (NPD) project to prepare for production ramp-up.

Design/methodology/approach: The results presented in this paper are based on a real-time, longitudinal study of a single collaborative NPD project in the mechanical engineering industry. The NPD project involves seven suppliers and it is carried out in a large Swedish company (the OEM) and fits the theory-elaborating approach of this research.

Findings: This study argues that the aspect of timing in OEM–supplier integration, the OEM’s research and development (R&D) attitude toward collaboration and the OEM’s (R&D) operating procedure are challenges affecting the preparation for production ramp-up. The following three mechanisms to facilitate OEM–supplier integration in order to prepare for production ramp-up are also discussed: the mediator’s role, the OEM’s face-to-face meeting at the project level and suppliers’ formal face-to-face meetings with the OEM and internally.

Originality/value: This paper elaborates on and extends prior research on production ramp-up by conducting an empirical analysis that incorporates supplier integration in NPD. It bridges the gap between the literature on production ramp-up and on supplier integration in NPD and clearly indicates that supplier integration is an important prerequisite for successful production ramp-up. 

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2019. Vol. 30, no 2, p. 506-530
Keywords [en]
Integration, Product development, Production, Start-ups, Supplier relations, Suppliers, Manufacture, Design/methodology/approach, Face-to-face meetings, New product development, Original equipment manufacturers, Research and development, Supplier integration
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
URN: urn:nbn:se:hj:diva-42406DOI: 10.1108/JMTM-05-2018-0156ISI: 000459508200011Scopus ID: 2-s2.0-85058096456OAI: oai:DiVA.org:hj-42406DiVA, id: diva2:1274545
Available from: 2019-01-02 Created: 2019-01-02 Last updated: 2019-08-12Bibliographically approved
In thesis
1. Management of the industrialisation process in distributed geographical and organisational contexts
Open this publication in new window or tab >>Management of the industrialisation process in distributed geographical and organisational contexts
2019 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Management of new product development (NPD) is one of the most critical capabilities of original equipment manufacturers (OEMs). The industrialisation process plays a major role in NPD, where the final verification of the product and production system takes place. It is during the industrialisation process that various disturbances arise; if these are not managed, they can delay the production start and prolong production ramp up.

Based on two dimensions, geographical and organisational distribution, the following four different types of contexts are defined in this thesis: industrialisation in the local and intra-organisational context (type 1), industrialisation in the local and inter-organisational context (type 2), industrialisation in the international and intra-organisational context (type 3) and industrialisation in international and inter-organisational context (type 4). This thesis addresses types 2–4 and contributes to the literature, which has primarily dealt with the type 1 context. The purpose of the research presented in the thesis is expanding the knowledge on the industrialisation process in distributed geographical and/or organisational contexts with a focus on challenges and mechanisms; this will serve to control the challenges during the industrialisation process.

The findings are based on data from three studies in the manufacturing industry, covering both single and multiple case studies. They reveal that there are some similarities between the type 2–4 contexts and challenges and mechanisms previously identified for the type 1 context. However, several unique challenges and mechanisms are found for the type 2–4 contexts. The findings also show that the challenges can be characterised as internal and external. Internal challenges appear in a single industrialisation site and are associated with internal organisational capabilities at the site. External challenges originate from the research and development (R&D) site and the integration between the R&D and industrialisation sites.

The findings also reveal that the identified challenges disrupt the industrialisation process in various ways and create uncertainty and equivocality during the industrialisation process. The studies presented in this thesis show that, to deal with challenges that create uncertainty and equivocality, it is wise to allow ad hoc mechanisms to be used. One of the key conclusions is that when the industrialisation processes are carried out in type 2–4 contexts, there is a need to allow for flexibility regarding the use of mechanisms depending on the dynamics associated with the specific context.

Abstract [sv]

En av de viktigaste förmågorna hos ett industriföretag är att utveckla nya produkter. En viktig del i detta är arbetet med industrialiseringen, dvs det arbete som berör produktens överflyttning till produktion. Industrialisering är en del av produktsframtagningsprocessen och involverar såväl produktutveckling som produktion. Under industrialiseringsprocessen uppstår ofta olika störningar som kan försena produktionsstarten och förlänga produktionsupprampningen.

Med utgångspunkt i dimensionerna geografisk och organisatorisk distans, industrialiseringen studeras i denna avhandling i olika kontexter: industrialisering i lokal och intraorganisatorisk kontext (typ 1), industrialisering i lokal och interorganisatorisk kontext (typ 2), industrialisering i internationell och intraorganisatorisk kontext (typ 3), industrialisering i internationell och interorganisatorisk kontext (typ 4). Avhandlingen fokuserar på typ 2–4 kontexterna och bidrar till tidigare forskning som främst fokuserat på industrialiseringen i typ 1 kontexten. Syftet med denna avhandling är att bidra till ökad kunskap om industrialiseringsprocessen i geografisk och/eller organisatorisk distribuerad kontext med fokus på utmaningar och mekanismer för att hantera dessa utmaningar under industrialiseringsprocessen.

Avhandlingen bygger på data från enskilda och multipla fallstudier inom tillverkningsindustrin. Resultaten visar att det finns några likheter mellan kontexterna av typ 2–4 och de utmaningar och mekanismer som tidigare identifierats för typ 1 kontexten. Flera unika utmaningar och mekanismer förtyp 2–4 kontexterna har också identifierats. Resultaten visar dessutom att utmaningarna är av intern och extern karaktär. Interna utmaningar förekommer inom den tillverkande enhet där industrialisering sker och är relaterade till intern organisatorisk förmåga. Externa utmaningar uppkommer inom enheten där forskning och utveckling sker (FoU) eller i integrationen mellan FoU och den tillverkande enhet där industrialisering sker.

Utmaningarna skapar störningar i industrialiseringsprocessen på olika sätt och kan leda till osäkerhet samt tvetydighet under industrialiseringsprocessen. Resultaten visar på behov av att använda ad hoc-mekanismer för att hantera de utmaningar som orsakas av denna osäkerhet och tvetydighet. En central slutsats är därför att när industrialiseringsprocesser genomförs i typ 2–4 kontexter är det nödvändigt att tillåta flexibilitet vad gäller användningen av mekanismer kopplat till den dynamik som finns i respektive kontext.

Place, publisher, year, edition, pages
Jönköping: Jönköping University, School of Engineering, 2019. p. 140
Series
JTH Dissertation Series ; 047
Keywords
new product development, industrialisation, distribution, integration, research and development, manufacturing, produktutveckling, distribuerad, industrialisering, integration, FoU, tillverkning
National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:hj:diva-45531 (URN)978-91-87289-50-7 (ISBN)
Public defence
2019-09-06, E1405 (Gjuterisalen), School of Engineering, Jönköping, 10:00 (English)
Opponent
Supervisors
Available from: 2019-08-12 Created: 2019-08-12 Last updated: 2019-08-12Bibliographically approved

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Wlazlak, ParaskevaSäfsten, KristinaHilletofth, Per

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