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Management of newness in an assembly system

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The need for new products to suit differentiated customer needs and shorter product life-cycles, forces manufacturers to change or modify products and production systems at more frequent intervals. The objective of this paper is to discuss management of newness within assembly system design in the vehicle industry. Based on a case study covering four assembly development projects, a model using the quality concept of 7M is presented to evaluate the level of newness. The results show that the model provides a promising platform for evaluation of newness.
Słowa kluczowe
Rocznik
Strony
92--108
Opis fizyczny
Bibliogr. 34 poz., tab., rys.
Twórcy
autor
  • Malardalen University, Sweden
  • Malardalen University, Sweden
autor
  • Malardalen University, Sweden
autor
  • Malardalen University, Sweden
Bibliografia
  • [1] WORLD ECONOMIC FORUM, 2012, http://www3.weforum.org/docs/WEF_MOB_FutureManufacturing_ Report_2012.pdf
  • [2] ALMGREN H., 1999, Pilot Production and Manufacturing Start-up in the Automotive Industry. Principles for Improved Performance, Doctoral Thesis, Chalmers University of Technology, Gothenburg, Sweden.
  • [3] MORGAN J.M., LIKER J.K., 2006, The Toyota Product Development System: Integrating People, Process, and Technology, Productivity Press, New York.
  • [4] WINKLER H., HEINS M., NYHUIS P., 2007, A controlling system based on cause–effect relationships for the ramp-up of production systems, Production Engineering, 1, 103-111.
  • [5] YAMAMOTO Y., 2013, Kaikaku in production toward creating unique production systems, Doctoral Thesis, School of Innovation, Design and Engineering, Mälardalen University, Västerås, Sweden.
  • [6] WASSON C.R., 1960, What is "New" About a New Product?, The Journal of Marketing, 52-56.
  • [7] TALKE K., SALOMO S., WIERINGA J.E., LUTZ A., 2009, What about Design Newness? Investigating the Relevance of a Neglected Dimension of Product Innovativeness, Journal of Product Innovation Management, 26, 601-615.
  • [8] SALOMO S., TALKE K., LUTZ A., 2008, Investigating the Performance Impact of Newness from a Design Perspective, in Proceedings of the 15th International Product Development Management Conference.
  • [9] GARCIA R., CALANTONE R., 2002, A critical look at technological innovation typology and innovativeness terminology: a literature review, Journal of Product Innovation Management, 19, 110-132.
  • [10] VAN DER MERWE E., 2004, A Conceptual Framework for Ramp-up Manufacturing, Doctoral Thesis, Manufacturing and Management Division, Engineering Department, University of Cambridge, Cambridge, UK.
  • [11] GRIFFIN A., 1997, Modeling and measuring product development cycle time across industries, Journal of Engineering and Technology Management, 14, 1-24.
  • [12] PUFALL A., FRANSOO J.C., DE JONG A., DE KOK T., 2012, The Impact of Product Complexity on Ramp-Up Performance, Working paper, Beta publicatie, Eindhoven University of Technology, Netherlands.
  • [13] BOOZ, ALLEN, HAMILTON, 1982, New Products Management for the 1980s, Booz, Allen & Hamilton Inc., New York.
  • [14] BRUCH J., BELLGRAN M., 2014, Integrated portfolio planning of products and production systems, Journal of Manufacturing Technology Management, 25, 155-174.
  • [15] LAGER T., 2002, A structural analysis of process development in process industry: A new classification system for strategic project selection and portfolio balancing, R&D Management, 32, 87-95.
  • [16] OSHIMA M., NARA K., YOSHIMURA T., 2011, Prevention of Defects and Customer Dissatisfaction using Quick Design Review, SAE Technical Paper 2011-01-0510.
  • [17] TIDD J., BODLEY K., 2002, The influence of project novelty on the new product development process, R&D Management, 32, 127-138.
  • [18] MOFFAT L.K., 1998, Tools and teams: competing models of integrated product development project performance, Journal of Engineering and Technology Management, 15, 55-85.
  • [19] COLLINS P.D., HULL F.M., 2002, Early simultaneous influence of manufacturing across stages of the product development process: impact on time and cost, International Journal of Innovation Management, 06, 1-24.
  • [20] LAKEMOND N., MAGNUSSON T., JOHANSSON G., SÄFSTEN K., 2013, Assessing Interface Challenges in Product Development Projects, Research-Technology Management, 56, 40-48.
  • [21] BERG M., SÄFSTEN K., 2006, Managing Production Ramp-up - Requirement on strategy content, POMS INTERNATIONAL 2006, Shanghai, China.
  • [22] BELLGRAN M., SÄFSTEN K., 2010, Production Development: Design and Operation of Production Systems, Springer, London.
  • [23] HUBKA V., EDER W.E., 1988, Theory of Technical Systems: A Total Concept Theory for Engineering Design, Second ed., Springer-Verlag, Berlin Heidelberg.
  • [24] BERGMAN B., KLEFSJÖ B., 1994, Quality: from Customer Needs to Customer Satisfaction, Studentlitteratur, Lund, Sweden.
  • [25] CHRYSLER LLC, FORD, GENERAL MOTORS, 2008, Advanced Product Quality Planning (APQP) And Control Plan, Reference Manual, Second Ed., Chrysler Corporation, Ford Motor Company, and General Motors Corporation.
  • [26] THOMKE S., FUJIMOTO T., 1998, Shortening Product Development Time through “Front-Loading” Problem-Solving, CIRJE-F-11.
  • [27] KENNEDY M., HARMON K., MINNOCK E., 2008, Ready, Set, Dominate: Implement Toyota's Set-Based Learning for Developing Products and Nobody Can Catch You, The Oaklea Press, Richmond, Virginia.
  • [28] ADLER P.S., MANDELBAUM A., NGUYEN V., SCHWERER E., 1996, Getting the Most out of Your Product Development Process, Harvard business review, 74/2, 134.
  • [29] SWAN H.A., FURUHJELM J., TINGSTRÖM J., 2011, Creating Value through Lean Product Development – Applying Lean Principles, DS 68-1: Proceedings of the 18th International Conference on Engineering Design (ICED 11), Impacting Society through Engineering Design, 1: Design Processes, Lyngby/Copenhagen, Denmark.
  • [30] LOCHER D.A., 2008, Value Stream Mapping for Lean Development: A How-To Guide for Streamlining Time to Market, Productivity Press, New York.
  • [31] MCMANUS H.L., 2005, Product Development Value Stream Mapping (PDVSM) Manual , Release 1.0, The Lean Aerospace Initiative, Massachusetts Institute of Technology, Cambridge, MA.
  • [32] ARGOTE L., 2013, Organizational Learning: Creating, Retaining and Transferring Knowledge, Second ed. Springer, New York.
  • [33] YIN R.K., 2009, Case Study Research: Design and Methods, Fourth ed., Sage Publications, Thousand Oaks, California.
  • [34] LIKER J.K., 2004, The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, McGraw-Hill.
Uwagi
PL
Opracowanie ze środków MNiSW w ramach umowy 812/P-DUN/2016 na działalność upowszechniającą naukę.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-6d490ecd-330d-4345-9d1b-0e6a3b3ec7d6
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