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Kaikaku in production toward creating unique production systems
Mälardalen University, School of Innovation, Design and Engineering.
2013 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

In the business environment characterized by the severe global competition and the fast-paced changes, production functions of manufacturing companies must have a capacity of undertaking not only incremental improvement, Kaizen, but also large-scale improvement that is of a radial and innovative nature here called “Kaikaku” (Kaikaku is a Japanese word meaning change or reformation).

Moreover, production functions especially those located in high-wage countries must be proficient in radical innovation in production to maintain their competitive advantages. They must to be capable of creating new knowledge and constantly developing and implementing radically new production technologies, processes, and equipment which make their production systems more “unique”. Here, a unique production system means a production system that is valuable for the company’s competition, rare in the industry, difficult for competitors to imitate, and difficult for them to substitute.

Kaikaku is not a new phenomenon in the industry, and much research has been done on how to manage large-scale changes in Kaikaku. However, the previous research has rarely focused on the relation of Kaikaku and creating unique production systems. Kaikaku can be an effective means to create such systems. The objective of the research presented in the doctoral thesis is to propose how to plan and implement Kaikaku so that it contributes to creating unique production systems. To fulfil the objective, five empirical studies were conducted. In the empirical studies, data were collected through literature review, interviews, participant-observation, and action research. Japanese and Swedish manufacturing companies were studied.

General conclusions of the research are summarized as follows. In order to achieve Kaikaku so that it contributes to realizing unique production systems, the intent and commitment to realize such systems must be present at the strategic level of the organization. Organization structures and resources need to be prepared to support the mentioned kind of Kaikaku. A process of Kaikaku can be a less linear and systematic but more cyclic and emergent process which can be seen as a series of unfolding smaller improvement or development projects that are undertaken during Kaikaku to achieve overall objectives. In each projects exploration and organizational learning are facilitated. The research has also found a specific direction of how to develop a production system in order to make the system more unique. Finally, in the research, a design method that is helpful to create unique production lines, cells, and equipment has been found and studied

Place, publisher, year, edition, pages
Mälardalens Högskola , 2013.
Series
Mälardalen University Press Dissertations, ISSN 1651-4238 ; 143
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Innovation and Design
Identifiers
URN: urn:nbn:se:mdh:diva-20901ISBN: 978-91-7485-116-8 (print)OAI: oai:DiVA.org:mdh-20901DiVA: diva2:640566
Public defence
2013-09-27, Filen, Eskilstuna, 10:00 (English)
Opponent
Supervisors
Projects
Kaikaku
Funder
XPRES - Initiative for excellence in production research
Available from: 2013-08-14 Created: 2013-08-14 Last updated: 2013-12-06Bibliographically approved
List of papers
1. Four types of manufacturing process innovation and their managerial concerns
Open this publication in new window or tab >>Four types of manufacturing process innovation and their managerial concerns
2013 (English)In: Procedia CIRP, vol. 7, 2013, 2013, 479-484 p.Conference paper, Published paper (Refereed)
Abstract [en]

Manufacturing process innovation (MPI), an organization-wide effort involving radical redesign of manufacturing related processes and systems to achieve dramatic improvements in critical manufacturing performance measures, encompasses various kinds of activities. Some MPI initiatives focus on technological innovation and others may intend to change work processes and organizations’ behavioral routines. Some organizations adopt new technological solutions or work methods that are externally available, while others may develop and adopt novel technologies or organizational routines which are new to the state of the art. Different focus in MPI initiatives requires different approaches and preconditions for achieving desired outcomes. However, MPI has been mostly treated as one type of innovation in literature and further classifications of MPI have not been made. This paper presents four types of MPI and discusses what managers can expect and prepare for each type of MPI. Basic strategic directions in terms of what type of MPI can be conducted at a specific organization is also discussed. The four types of MPI is developed through a literature review of various research fields, for instance manufacturing strategy, process innovation, organizational innovation, typology of innovation, and new product development.

Series
Procedia CIRP, ISSN 2212-8271
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:mdh:diva-20897 (URN)10.1016/j.procir.2013.06.019 (DOI)000326477900080 ()2-s2.0-84883860836 (Scopus ID)
Conference
46th CIRP Conference on Manufacturing Systems, CIRP CMS 2013; Setubal; Portugal; 29 May 2013 through 30 May 2013
Projects
xpres
Funder
XPRES - Initiative for excellence in production research
Available from: 2013-08-13 Created: 2013-08-13 Last updated: 2013-12-04Bibliographically approved
2. Fundamental mindset that drives improvements towards lean production
Open this publication in new window or tab >>Fundamental mindset that drives improvements towards lean production
2010 (English)In: Assembly Automation, ISSN 0144-5154, E-ISSN 1758-4078, Vol. 30, no 2, 124-130 p.Article in journal (Refereed) Published
Place, publisher, year, edition, pages
Emerald, 2010
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-11296 (URN)10.1108/01445151011029754 (DOI)000278603000006 ()2-s2.0-77951828339 (Scopus ID)
Projects
xpres
Funder
XPRES - Initiative for excellence in production research
Available from: 2011-01-03 Created: 2011-01-03 Last updated: 2017-12-11Bibliographically approved
3. Production management infrastructure that enables production to be innovative
Open this publication in new window or tab >>Production management infrastructure that enables production to be innovative
2009 (English)In: Proceedings of the 16th InternationalAnnual EurOMA Conference, 2009Conference paper, Published paper (Refereed)
National Category
Engineering and Technology
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-13783 (URN)
Conference
16th Annual International EurOMA Conference, 2009, Göteborg, Sweden, 14-17 June
Projects
xpres
Funder
XPRES - Initiative for excellence in production research
Available from: 2011-12-18 Created: 2011-12-18 Last updated: 2013-12-04Bibliographically approved
4. Manufacturing process innovation initiatives at Japanese manufacturing companies
Open this publication in new window or tab >>Manufacturing process innovation initiatives at Japanese manufacturing companies
(English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786Article in journal (Refereed) Submitted
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:mdh:diva-20899 (URN)
Projects
xpres
Funder
XPRES - Initiative for excellence in production research
Available from: 2013-08-13 Created: 2013-08-13 Last updated: 2017-12-06Bibliographically approved
5. Manufacturing process improvements using value adding process point approach
Open this publication in new window or tab >>Manufacturing process improvements using value adding process point approach
2013 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Manufacturing functions need to be capable of constantly developing new manufacturing lines, cells, and pieces of equipment in order to maintain their operational competitiveness. This paper explores a unique approach to analyzing and designing manufacturing processes referred to as the Value Adding Process Point (VAPP) approach. This approach particularly focuses on the points where value is added to materials in manufacturing processes. The approach is mostly used at Japanese companies and it has contributed to developing unique manufacturing lines, cells, and pieces of equipment that tend to be simple, slim, and compact, and require low investment cost. The approach has also contributed to achieving major improvements in different performance measures in manufacturing. However, the approach is rarely known internationally. Moreover, the amount of practical information on how to apply the approach at companies has been limited in the scarce literature on the approach. The purpose of this paper is to introduce the VAPP approach to a broader audience and also to provide practical information on how to apply the approach by describing a case study in which the approach was applied at a Swedish manufacturing company. At the company, the application was made in a manner of experiential learning. In this paper, it is described how the VAPP approach was applied, what outcomes were generated by the application, and how participants in the case study experienced the application of the approach. Discussions are made as to usefulness of the approach and effective use of the approach.

National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:mdh:diva-20898 (URN)
Conference
22nd Annual conference of The International Association for Management of Technology, IAMOT2013, Porto Alegre, Brazil, April 14-18, 2013
Projects
xpres
Funder
XPRES - Initiative for excellence in production research
Available from: 2013-08-13 Created: 2013-08-13 Last updated: 2013-12-11Bibliographically approved
6. Proposal of a deliberate discovery-learning approach to building exploration capabilities in a manufacturing organization
Open this publication in new window or tab >>Proposal of a deliberate discovery-learning approach to building exploration capabilities in a manufacturing organization
2013 (English)In: Advances in Sustainable and Competitive Manufacturing Systems: 23rd International Conference on Flexible Automation & Intelligent Manufacturing, Springer, 2013, 1249-1262 p.Chapter in book (Refereed)
Abstract [en]

Many manufacturing organizations in developed countries need to be proficient in not only incremental improvements but also radical innovations. Radical innovations largely depend on exploration capabilities, in other words capabilities of searching, discovering, and developing radically new systems, processes, and operational practices. Since many manufacturing organizations are proficient in incremental improvements, an important challenge for them is to develop the exploration capabilities across the organizations. However, little knowledge has been accumulated as to how to develop such capabilities in practice. The main purpose of this paper is to propose an approach to building organization’s exploration capabilities. In the approach, the capabilities are built through leaders iteratively and deliberately creating situations where groups in an organization have to or can be more explorative. The approach is made by analogy from how organizational changes toward lean manufacturing were driven by an experienced lean consultant. In addition, this paper presents a model of how to practically apply the approach at companies. The model is developed firstly based on existing theories then modified through employing the model at a manufacturing company.

Place, publisher, year, edition, pages
Springer, 2013
Series
Lecture Notes in Mechanical Engineering, ISSN 2195-4356
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:mdh:diva-20900 (URN)10.1007/978-3-319-00557-7_102 (DOI)2-s2.0-84950976148 (Scopus ID)978-3-319-00556-0 (ISBN)978-3-319-00557-7 (ISBN)
Conference
23rd International conference on Flexible Automation and Intelligent Manufacturing
Projects
xpres
Funder
XPRES - Initiative for excellence in production research
Available from: 2013-08-13 Created: 2013-08-13 Last updated: 2016-01-07Bibliographically approved

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