| 1. |
|
|
| 2. |
|
|
| 3. |
- Alieva, Jamila, 1987-
(författare)
-
Digital Waste – misjudged element of value stream in lean manufacturing
- 2024
-
Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The increasing prevalence of digital technologies in manufacturing is aimed at enhancing and streamlining traditional lean processes. However, the rapid automation of manufacturing brings about challenges due to a limited understanding of production waste mechanisms by practitioners. There is growing concern about the potential emergence of digital waste as a result of the influence of digital technologies on lean manufacturing. This thesis aims to examine the role of digital waste within the overall waste in digitalized lean manufacturing, as well as the impact of technologies on lean waste and practices.The thesis is driven by three research questions and comprises five papers that stem from five individual studies. The initial study explores the potential classification of uncollected and unprocessed data as a novel manifestation of Muda, or digital waste. The subsequent study seeks to assess the capability of implementing ERP at a supply chain level to amplify latent lean efficiencies within entities. Lastly, the third study delves into the perceived impacts of soft management practices, employee behaviors, the integration of digital technologies in manufacturing facilities, and their connection to the emergence of digital waste. The fourth study delves into the digital waste generated by companies with automated lean practices, while the fifth study explores the factors contributing to digital waste within the European manufacturing sector.The findings uncover the existence of a novel type of waste, known as digital waste, which may originate from either the product itself or the production process. The findings reveal that the use of ERP technology has a significant impact on identifying hidden lean potential across three categories: unlocked hidden lean potential in an unconnected ERP system, unlocked hidden lean potential in a connected ERP system, and hidden lean potential in a shared ERP system. Furthermore, the study indicates that various aspects such as top management leadership, middle management involvement, employee education, corporate social responsibility focus, innovation, knowledge sharing, work-family balance, psychological capital, job satisfaction, and career commitment, which fall under soft lean management practices, are positively influenced by the digital transformation process. Conversely, soft lean management practices, such as employee training, creativity, discretionary effort, turnover intention, and proactivity, appear to be negatively impacted by digital transformation. Additionally, the final results suggest the existence of digital waste in supplier-related lean practices (specifically, automated JIT delivery) within product-oriented and service-oriented technologies, as well as in internally related lean practices (specifically, automated set-up) within process-oriented technologies. Furthermore, evidence of digital waste is observed in customer-related lean practices, particularly those involving digitally engaged customers, across product-, service-, and process-oriented technologies. Finally, the study reveals that a majority of European manufacturers collect and process data for multiple purposes.The research presented in this thesis adds significant value to the ongoing discourse surrounding lean waste by engaging in a theoretical discussion of both physical and digital waste in the context of technological advancements. This thesis contributes to the discourse surrounding the automation of lean methodologies across product, process, and system domains, while also examining the influence of digital transformation on lean management practices. Furthermore, it investigates the role and consequences of Enterprise Resource Planning (ERP) systems in lean production. In practical terms, the thesis validates the presence of a novel type of waste that can impact the cost management of manufactured products, fosters transparency for digital collaboration, and advocates for increased investment in technologies and specialized personnel to offer analytical services in conjunction with manufacturing products.
|
|
| 4. |
|
|
| 5. |
|
|
| 6. |
- Bengtsson, Lars, 1958-, et al.
(författare)
-
3D open innovation : Practices and outcomes
- 2013
-
Ingår i: Proceedings of the 14<sup>th</sup> international CINet conference, 9-11 September, 2013, Nijmegen, Netherlands..
-
Konferensbidrag (refereegranskat)
|
|
| 7. |
|
|
| 8. |
|
|
| 9. |
|
|
| 10. |
- Bengtsson, Lars, 1958-, et al.
(författare)
-
Cost innovation in global supply chains : the case of Huawei Technologies
- 2016
-
Ingår i: International Journal of Logistics Systems and Management. - 1742-7967 .- 1742-7975. ; 23:2, s. 189-208
-
Tidskriftsartikel (refereegranskat)abstract
- Cost innovation has been used to describe how firms offer a variety of customised and high-tech products at low prices. Insights into how this trade-off is overcome by supply chain design are lacking. This paper analyses the global supply chain strategies and practices of Huawei Technologies, and specifically how these contribute to cost innovation capability. The paper is based on interviews with managers at Huawei headquarters in Shenzhen, plus managers at two European supply chain centres. The case study shows that even though Huawei does not possess specifically unique supply chain solutions, there are some features that drive Huawei towards cost innovation in its supply chains. Some of them concern low-cost operations based on the location of main R&D, manufacturing and suppliers to China, in combination with a strong customer orientation, an integrated supply chain organisation and a balanced outsourcing strategy.
|
|
