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- Brännström, Mats, 1958, et al.
(author)
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The first clinical uterus transplantation trial: a six-month report.
- 2014
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In: Fertility and sterility. - : Elsevier BV. - 1556-5653 .- 0015-0282. ; 101:5
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Journal article (peer-reviewed)abstract
- To report the 6-month results of the first clinical uterus transplantation (UTx) trial. This type of transplantation may become a treatment of absolute uterine-factor infertility (AUFI).
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| 2. |
- Eklind, Jan, 1957, et al.
(author)
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Combining internal and external manufacturing product modules
- 2014
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In: Proceedings of the 21st EurOMA Conference on Operations Management in an Innovation Economy, June 20th-25th, Palermo, Italy. - : International Annual EurOMA Conference.
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Conference paper (peer-reviewed)abstract
- This paper considers different ways to manufacture product modules. When all product modules are manufactured externally there is a risk for diminished activity in the design/manufacturing interface, which could result in lower capacity to upgrade products according to customers’ needs. An alternative to this could be to have some own manufacturing, though there are benefits and drawbacks to consider. Own manufacturing located nearby the product design unit brings preconditions for close collaboration and spill off effects as dissemination of manufacturing knowledge to designers and informal decision-making. Though, such informal decision channels risk to eliminate the ground for long-term improvement work.
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| 3. |
- Eklind, Jan, 1957, et al.
(author)
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Managing continuous improvement by product modularization
- 2013
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In: Paper presented at the CINet 14th annual conference, Nijmegen, 8-11 September 2013.
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Conference paper (peer-reviewed)abstract
- The purpose of this paper is to investigate how a company’s ability for continuous improvement is affected by product modularization. Modularization facilitates product improvements defined to a specific module. However, the ability to work with manufacturing improvements becomes more difficult if the modules are manufactured by external suppliers. The improvement work must be transformed and focused on more innovative rather than incremental changes. This is also confirmed by the case study done for this paper at a multinational company relying heavily on external suppliers.In the case study we could also identify how the company handles this situation by using different intermediaries, for instance a design support group, that coordinate designers and suppliers when improvement issues are raised. Designers’ manufacturing competence is essential not only to get a good design result, but also for designers’ ability to understand improvement issues emanating from customers’ and suppliers’ needs. By dual sourcing the company could differentiate the level of collaboration and get closeness with some suppliers, providing the designers updated manufacturing skills.
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| 4. |
- Eklind, Jan, 1957, et al.
(author)
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Managing product customization by modularization
- 2013
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In: Proceedings of the 20th International Annual EurOMA Conference in Dublin, Ireland, June 7-12. - : International Annual EurOMA Conference.
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Conference paper (peer-reviewed)abstract
- The purpose of this paper is to investigate how to organize external manufacturing of product modules. Modularization can be used to facilitate the use of external suppliers. However, the ability to work with continous manufacturing improvements and customization becomes more difficult due to the increasing distance between design and manufacturing. This is also confirmed by the case study done for this paper at a manufacturing company relying heavily on external suppliers.In the case study we could also identify how the company handles this situation by using different solutions (facilitators), that are strategically based or influenced by the contextual situation.
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| 5. |
- Eklind, Jan, 1957
(author)
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Product Modularization - Coordination in the design/Manufacturing Interface
- 2014
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Licentiate thesis (other academic/artistic)abstract
- The product modularization concept has developed in different directions, since its breakthrough in the nineties. This being mainly a means to structure and divide a product into manageable units, attributes such as ‘customization tool’, ‘product development organizer’ and ‘sustainable upgrader’ characterizes the concept’s scope. The ‘embedded coordination’ associated with product modules enhances outsourcing of manufacturing, and this thesis investigates the long-term influence from such external manufacturing on the organizational interface between one’s own product design and manufacturing.Furthermore, in-depth case studies in two Swedish multinational companies, presented in four different papers, have resulted in several findings both adding to theory and bringing implications for practitioners. Here, a useful tool set of coordination mechanisms for the investigated interface is identified, which ought to be handled with care, and adaption to the situational dynamics different modularized products’ properties bring. It can be concluded that whether or not manufacturing is located close to the design unit it will affect the character of the improvement work. The need for coordination increases the greater the distance and the focus of the improvement work tends to shift from small-steps improvement to redesign issues according to claims from customers and suppliers. The geographical distance does make a difference, but could be handled by different means.External manufacturing of product modules can cause knowledge problems, and difficulties in improving products and processes because the distance between design and manufacturing may lead to the product development engineers having less direct contact with the product modules. Therefore, even if this could be balanced by dedicated persons emanating from the design function working cross-functionally, an alternative is to keep some manufacturing internally, as it is important not to lose the required long-term manufacturing skills. This aspect is vital to take into consideration as early as possible when implementing a sourcing strategy.Keywords: Product modularization, Design-Manufacturing interface, Coordination mechanisms
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| 9. |
- Marcickiewicz, Janusz, et al.
(author)
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Vaginal sacrospinous colpopexy and laparoscopic sacral colpopexy for vaginal vault prolapse
- 2007
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In: Acta Obstet Gynecol Scand. ; 86:6, s. 733-8
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Journal article (peer-reviewed)abstract
- BACKGROUND: Vaginal sacrospinous colpopexy (VSC) and laparoscopic sacral colpopexy (LSC) both correct vault prolapse. The present study compares the perioperative course and long-term results of VSC and LSC. METHODS: This retrospective study of post-hysterectomy vault prolapse involved 111 patients operated with either VSC (n=51) or LSC (n=60). The median time for the postoperative follow-up visit was 33.6 (range: 13-60) months for the LSC group and 38.4 (range: 7-108) months for the VSC group. Prolapse grade as well as the patient's satisfaction was recorded at the follow-up visit. RESULTS: Operation time was significantly shorter in the VSC group (median: 62 min) compared to the LSC group (median: 129 min). The rate of perioperative complications was low in both groups. There were 3 laparotomies in the LSC group, due to perioperative complications. The inpatients days were similar, with 3.7 days (1-18) and 4.0 days (2-21) in the VSC and the LSC group, respectively. Surgery for the recurrence of vault prolapse at any time before the follow-up visit did not occur in the VSC group, but occurred in 7 patients in the LSC group. At the follow-up visit, there was no recurrence of vault prolapse in either group. The subjective success rate was 82% in the VSC and 78% in the LSC group. CONCLUSIONS: This study indicates that VSC and LSC are two equally effective surgical procedures to correct vaginal vault prolapse, but the LSC technique requires a longer operating time.
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| 10. |
- Persson, Magnus, 1975, et al.
(author)
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Coordinating external manufacturing of product modules
- 2016
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In: Decision Sciences. - : Wiley. - 0011-7315 .- 1540-5915. ; 47:6, s. 1178-1202
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Journal article (peer-reviewed)abstract
- Product modularization has changed gradually from mainly being a way to bring strategic flexibility into product design, to becoming a means to reach new suppliers in a globalized world. Use of external suppliers is facilitated by the ‘embedded coordination’ brought by standardized module interfaces which reduce the interdependence between modules manufactured by different suppliers. However, the distance between design and manufacturing is increased by heavy reliance on suppliers, and requires coordination between design and manufacturing. Hence, this paper aims to identify appropriate mechanisms to enable coordination of external manufacturing of product modules. The investigation is based on two case studies in one manufacturing company that has for long relied heavily on external suppliers. The case studies identify different means, coordination mechanisms, of handling the increased distance between design and manufacturing. In addition to organizational solutions, various intermediaries including especially the supply chain function act as bridges between design and manufacturing. The appropriate mechanism to use is decided by the character of the product and the degree of upgrading. We recommend openness to adaptation to situation dynamics rather than investment in optimizing the level of integration with a particular supplier.
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