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  • 1.
    Danilovic, Mike
    et al.
    Jönköping International Business School, Jönköping University, Jönköping, Sweden.
    Winroth, Mats
    Chalmers Institute of Technology, Göteborg, Sweden.
    Rethinking the platform approach in automotive industry2009In: POM 2009: 20th Annual Conference of the Production and Operations Management Society : Programs and proceedings, May 1-4, Orlanda, Florida, U.S.A. / [ed] Mark D. Hanna, Orlando, FL: Production and Operations Management Society , 2009, , p. 17p. 1-17Conference paper (Refereed)
    Abstract [en]

    In many industrial areas, such as in automotive industry, the development of joint technology platforms is seen as an enabler for improving efficiency, facilitating frequent and rapid new product and technology introductions, as well as transfer of production between units.

    During the present financial recession especially in the automotive industry, it has become obvious that there might be extensive drawbacks from using integrated platforms for several brands if different companies within large industrial groups are extremely integrated in terms of organization, technology, and know-how. In integrated product structures, major product changes, however, become more difficult and more expensive to carry out. If companies have products based on very different technologies, integration is also not easily achieved and it may be almost impossible to merge several brands into one group and one platform.

    In this paper we identify implications of widely implemented integrated technology platform thinking in automotive industry.

  • 2.
    Danilovic, Mike
    et al.
    Jönköping International Business School, Jönköping University, Jönköping, Sweden.
    Winroth, Mats
    School of Engineering, Jönköping University, Jönköping, Sweden.
    Ferrándiz, Javier
    The School of Industrial Engineering of Barcelona, Barcelona, Spain.
    Josa, Oriol
    The School of Industrial Engineering of Barcelona, Barcelona, Spain.
    Platform thinking in the automotive industry – managing the dualism between standardization of components for large scale production and variation for market and customer2007In: Proceedings of the 18th Annual Conference of The Production and Operations Management Society, POMS 2007, May 4-7, 2007, Fairmont Hotel, Dallas, Texas, USA, 2007Conference paper (Refereed)
    Abstract [en]

    Automotive industry faces two major problems. One is to develop standard platforms to reach high volumes and low cost. The other is to use platforms for enabling variation of models that suit customer needs, local market demands, and restrictions. Platform thinking embraces several industrial levels, systems integrators, global and local suppliers, and markets. How can the dualism between standardization of components and model variation be managed and which trade-offs need to be made?

    In this paper we have identified and analyzed different approaches to platform concept from technical as well as organizational, production, and product development perspectives. Platform technology improves flexibility in production and product development. However, when radical changes are made, new design of platform is not easily made, i.e. propagation of requirements and changes in models vs. platforms. When this happens, several production systems have to be entirely rebuilt causing major capital investments, redesign at suppliers etc. Hence, platform technology reduces product development flexibility.

  • 3.
    Winroth, Mats
    et al.
    Jönköping University, Jönköping, Sweden.
    Danilovic, Mike
    Jönköping University, Jönköping, Sweden.
    Boix Miralles, Rafa
    Universitat Politècnica de Catalunya, Barcelona, Spain.
    Manufacturing Networks: Critical factors to successful collaboration2004In: CIRP Journal of Manufacturing Systems, ISSN 1581-5048, Vol. 33, no 3Article in journal (Refereed)
    Abstract [en]

    The competitive situation for Small and Medium Sized Enterprises, SME’s, has become intensified during the last few years. Large customers, such as within the automotive industry, have increased the outsourcing of their manufacturing capacity and reduced the number of suppliers. At the same time the large systems integrators place demands on their suppliers to actively participate in the product development and to take full responsibility for manufacturing as well as to deliver complete systems or subsystems. Due to the limited capacity of the suppliers, in terms of the scarcity of resources and limited knowledge base, suppliers need to collaborate in networks. The purpose of this study is to identify critical factors to successful network collaborative settings. In this paper we also introduce a four dimensional tentative framework, in terms of surface of integration, the scope of integration, the time horizon of integration, and the intensity of integration. This framework can be used to analyze how well collaborative networks are developed from three aspects of corporate integration, in terms of structural design of the network, the design of the work flow in collaborative settings, and aspect of handling the psychological and social boundaries among people, that management has to handle in order to increase the degrees of network collaboration. This tentative framework is suggested as an analytical tool that can be used in order to understand how different collaborative networks are developed in terms of the network constellation, output of the collaborative process, as well as duration and robustness of the network.

  • 4.
    Winroth, Mats
    et al.
    Department of Industrial Engineering and Management, School of Engineering, Jönköping University, Jönköping, Sweden.
    Danilovic, Mike
    Jönköping International Business School, Jönköping, Sweden.
    Fernández Aguilar, Alfonso
    School of Industrial Engineering of Barcelona, Barcelona, Spain.
    Flaquer Borràs, Oriol
    School of Industrial Engineering of Barcelona, Barcelona, Spain.
    Dynamics of sourcing – strategic implications of outsourcing2007In: 14th International annual EurOMA conference: Managing operations in expanding Europe / [ed] Nuran Acur, Nessim K. Erkip & Evrim Didem Günes, Ankara: Bilkent University, 2007Conference paper (Refereed)
    Abstract [en]

    From a strategic manufacturing perspective companies are facing challenges in finding a balance in what they do on their own and what their suppliers do. This balance requires some times that companies are outsourcing and sometimes in sourcing activities. One conclusion is that outsourcing should be considered as a strategic decision that is not easily made by a purchasing or operations department. Many companies tend to outsource more and more of their manufacturing to specialists, but this does not mean that companies can afford to loose their competence in manufacturing. It is still essential that the companies, even though another company performs parts of the actual manufacturing, understand the special conditions for manufacturing. Otherwise they are not in a position where they can discuss product development, specification of the different tasks that they want the contractors to do, and they can certainly not make the right decisions when buying components and parts from suppliers. The outsourcing decisions also need to be strategically justifiable and outsourcing only for cost reasons is rarely successful. Outsourcing should provide other advantages in terms of improvement of competitive priorities. For different reasons, it may also end up in a situation where the company needs to insource previously outsourced activities.

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