| 1. |
- Rantakyrö, Lena
(författare)
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Strategic management in small metal job shops in Sweden and in the U.S.
- 2000
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Ingår i: Engineering Management Journal. - : Informa UK Limited. - 1042-9247 .- 0960-7919 .- 2377-0643. ; 12:2, s. 15-21
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Tidskriftsartikel (refereegranskat)abstract
- Strategic management can be defined as an ongoing process to analyze and learn from the internal and external environments, in order to establish direction and create strategies that help to achieve business goals. Strategic management is defined in different ways and interpreted from different perspectives in the literature. Strategic management theories provide different tools for analysis and for helping managers to make the best decisions in order to reach desired goals. In this article, I discuss management in small metal job shops and how the managers use available tools, as related to strategic management theories. The discussion is based on case studies in about 30 small companies in Sweden and the U.S. and shows that management in small firms in many ways diverges from the theoretical concepts.
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| 2. |
- Vallejos-Cifuentes, Pablo, et al.
(författare)
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Energy-Aware Production Scheduling in Flow Shop and Job Shop Environments Using a Multi-Objective Genetic Algorithm
- 2019
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Ingår i: Engineering Management Journal. - : TAYLOR & FRANCIS LTD. - 1042-9247 .- 0960-7919 .- 2377-0643. ; 31:2, s. 82-97
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Tidskriftsartikel (refereegranskat)abstract
- The energy-aware scheduling problem is a multi-objective optimization problem where the main goal is to achieve energy savings without affecting productivity in a manufacturing system. In this work, we present an approach for energy-aware flow shop scheduling problem and energy-aware job shop scheduling problem considering the process speed as the main energy-related decision variable. This approach allows one to set the appropriate process speed for every considered operation in the corresponding machine. When the speed is high, the processing time is short but the energy demand increases, and vice versa. Therefore, two objectives are worked together: a production objective, paired with an energy efficiency objective. A generic elitist multi-objective genetic algorithm was implemented to solve both problems. Results from a simple comparative design of experiments and a nonparametric test show that it is possible to smooth the energy demand profile and obtain reductions that average 19.8% in energy consumption. This helps to reduce peak loads and drops on applied energy sources demand, stabilizing the conversion units operational efficiency across the entire operational time with a minimum effect on the production maximum completion time (makespan).
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| 3. |
- Vesalainen, Jukka, et al.
(författare)
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Toward Cross-Border Engineering Management : Development and Test of a Practice for Idea Generation in Customer–Supplier DFM Teams
- 2017
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Ingår i: Engineering Management Journal. - : Taylor & Francis. - 1042-9247 .- 0960-7919 .- 2377-0643. ; 29:4, s. 278-286
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Tidskriftsartikel (refereegranskat)abstract
- Growing inter-organizational dependence within business ecosystems necessitates more intensive cooperation between various organizational functions, not only sales and purchasing. Engineering management is one of the functions typically regarded as an in-house activity. Prior research acknowledges certain cooperative forms such as early supplier involvement, but it falls short on identifying practices of grass-roots level cooperation. However, it is the quality of the interaction between supplier and customer that is decisive if the advantages of collaboration are to materialize. This study aims to fill this obvious gap in both theory and practice by developing and testing an inter-organizational practice for co-ideation in a supplier-customer relationship. Specifically, a way of working for idea generation to improve inter-organizational learning within specific Design for Manufacturing meetings between an industrial corporation and two of its important suppliers is developed. The evaluation of the tested co-ideation practice indicated that, in comparison to the traditional way of working, the new practice contributed to a greater number of generated ideas, was found useful in practice, and expert ratings suggested that the ideas generated were of adequate quality. The implication for practice is the proposed procedure that aims to build a safe psychological environment and help participants to transcend existing behavioral roles as representatives of suppliers and customers.
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| 4. |
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| 5. |
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| 6. |
- Eriksson, Mikael, et al.
(författare)
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How to manage complex, multinational R&D projects successfully
- 2002
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Ingår i: Engineering Management Journal. - 1042-9247 .- 0960-7919. ; 14:2, s. 53-60
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Tidskriftsartikel (refereegranskat)abstract
- The globalization of markets, mergers of international companies, and integration of managerial and business processes in global corporations are changing project management fundamentals. A clearly recognizable trend in multinational companies since the mid-1980s has been globalization of R & D and competence portfolios. Applied development is usually conducted in the form of a distributed project organization. A project team is formed across geographical, organizational, and cultural boundaries, engaging in a project with a global focus. Although a multinational project organization has great potential in many dimensions, there is no doubt that the execution of a distributed high technological project is still a great challenge. This article identifies success factors in the management of distributed projects with global goals. The authors have focused on the practical experiences of the execution of complex multinational projects in the area of applied system development for power industry.
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| 7. |
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