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1.
  • Albinsson, Lars, et al. (creator_code:aut_t)
  • Towards a Co-Design Approach for Open Innovation
  • 2008
  • record:In_t: <em>Designed for Co-designers workshop</em>, Participatory Design Conference 2008 (PDC 2008). - School of Informatics, Indiana University, Bloomington, U.S.A : School of Informatics, Indiana University, Bloomington, U.S.A.
  • swepub:Mat_conferencepaper_t (swepub:level_scientificother_t)
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  • Andersson, Roy, et al. (creator_code:aut_t)
  • Campus Thailand – a new strategy to meet new demands
  • 2013
  • swepub:Mat_conferencepaper_t (swepub:level_refereed_t)abstract
    • Since the early part of the new millennium the student application rate has declined in the field of engineering. At the same time the demand from companies has changed to more general degrees that also include international experience. As the world becomes evermore internationalized, companies need employees who can operate in the international market with insights into business culture across the globe with knowledge of sustainable development. All this was an enabler to start to think “out of the box” in order to design a new program. The name ofthe program is ‘International Business Engineering’, a three-year bachelor’s program, 180 ECTS. It includes main subjects such as business, quality, logistics, operations research and management. A mix that provides overall knowledge, catering to the needs in international careers. The program embraces a multi-national and multi-cultural outlook and an education that enables work for a sustainable development, integrated in the global economy. It starts with three semesters in Sweden. The fourth semester is located to Campus Thailand and the last semester gives the students an opportunity to do their thesis work in a number of countries around the world. It commenced in 2009 with 40 students, only half of which were Swedish. All courses are given in English by teachers from Sweden, Thailand, Cuba, South Africa etc. This first year there were 5 000 applicants from 80 countries. The courses often include group work, which also gives the students insights into and knowledge of cultural differences.Campus Thailand is located at the Asian Institute of Technology (AIT). A semester there makes the students part of a multi-cultural student environment. AIT has become a leading regional institution and is working towards technological and sustainable development in Asia and the area around the Pacific. CSR Asia is involved at AIT, teaching the students and performing field trips for the students in the South Asian region, including Cambodia, Myanmar, Laos, Thailand and more. Around 70 percent of all students and staff are international withover 40 nationalities represented, giving important international contacts for the future. Cooperation with the Thai-Swedish Chamber of Commerce and its many member companies enables the students to carry out internships with global companies such as SAS, ABB, Volvo, Electrolux and Husqvarna. To date (2013), 70 students have studied in Thailand and over 40 students have performed an internship in companies in Bangkok. From the first batch of students, two are now employed in Bangkok. Currently, the program has ten full-paying fee students.
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6.
  • Andersson, Roy, et al. (creator_code:aut_t)
  • How to Integrate Suppliers by Training in Lean Thinking
  • 2013
  • swepub:Mat_conferencepaper_t (swepub:level_refereed_t)abstract
    • Purpose: Much research has addressed how to implement lean in a focal company, but little has been published about how to integrate suppliers in strategies and the focal company’s culture, such as lean production or lean thinking. The purpose of the article is to investigate if suppliers can become more integrated in the supply chain by training in lean thinking at the focal company and to explain a possible structure of the training.Design/methodology/approach: A multiple-case study has been conducted of the focal com- pany and five of its supply companies. The findings are supported empirically by on-site interviews and by observations, as well as by a binomial two-proportion test that was used to analyse the statistical data of the delivery precision.Findings: While the training programme does not show a conclusive result for the supply chain, it has made a difference for all participating suppliers. In most cases the training programme was a trigger that started or boosted the internal work with continuous improvements. In some cases it helped create structured ways of working and improved the internal production flows.
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  • Andersson, Roy, et al. (creator_code:aut_t)
  • Preventive maintenance is an enabler for operation excellence in support processes
  • 2014
  • swepub:Mat_conferencepaper_t (swepub:level_refereed_t)abstract
    • TPM in a Lean office environment can create values both in a business and an employee dimension. In the employee dimension TPM reduces the risk of missing/forgetting areas of responsibility and creates more involvement. In the business dimension objectives such as cost, quality and supporting the reduction of waste improved. Preventive maintenance meetings can be included and performed once a month in the ordinary departmental “stand-up meetings”. Methods like 5S, which need to be updated on a continuous basis, and standardized maintenance should also be connected to the TPM work. But first all employees should be trained in order to have the same direction/behavior.
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  • Andersson, Roy, et al. (creator_code:aut_t)
  • Resilience in the supply and demand chain a new management strategy
  • 2012
  • swepub:Mat_conferencepaper_t (swepub:level_scientificother_t)abstract
    • The length and complexity of the supply chain tend to increase, rather than diminish, thereby making the supply chain riskier and less predictable and, hence, more vulnerable. At the same time, customers are becoming increasingly demanding. The challenge to businesses today is to create a resilient supply chain in order to manage and mitigate risk and vulnerability. The purpose of this paper is to describe the use methods and tolls from quality and logistics can improve supply chain resilience. There are five principles that characterise supply chain resilience: risk management culture, agility, design-and innovation-led organisations, collaboration and spreading and anchoring of the vision, goal, values and methods. Using a combined quality management philosophy, the speed of process could be increased, and the responsiveness and flexibility could be improved, which means quicker response to changes. It has also been indicated that a combined quality management philosophy improves the companies’ resilience, due to their increased agility and strengthened ability to handle variability and risk management. Quality management tools can be very effective in the companies’ efforts to control supply chain risk and to identify risk sources of variation, even outside the focal company.
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