The research in this paper focused on (i) to increase the knowledge about the strategic role of automation technology and (ii) how automation technology investment decisions can be aligned with the strategy in manufacturing SMEs. This paper describes the design, application, and evaluation of the Strategic Development Map (SDM) in three settings, whereof two manufacturing SMEs. The SDM was also applied in more than 500 SMEs in a Swedish initiative called the Robot Lift. The SDM was derived from existing literature about Toyota management principles and thereafter adapted to the topic. The process of designing, testing, and evaluating the tool was inspired by design science research. It also contains explanations of the outcomes and mechanisms that lead to the successful adaptation and use of the SDM. The SDM provides a structured guidance process to understand the strategic role of automation technology investments in SMEs. This process can support companies towards a deeper understanding of the current state, target state and obstacles and challenges to reach the target with a focus on automation technology investments. The SDM was emphasized by companies and external coaches as very simple to understand and use. Using the SDM increased involvement and knowledge about strategic role of automation technology.

There is a remaining need from both academia and practitioners, to gainfurther knowledge about the decision making process for automation of low volumeproduction. This paper includes insights of drivers for automation, the developmentof a guide for low volume production and the outcome of using the guide. Theresearch in this study is based on both empirical data and theoretical considerations.The empirical data was collected in five case studies and a questionnaire. This paperis part of a research project with the main objective to develop knowledge about howflexible automation may contribute to improvements in efficiency, ergonomics,quality and production economics in different industries with low volumeproduction. One of the results in the project was a comprehensive guide, developed,refined and improved in an iterative collaborative process, where tools and parts ofthe guide were tested and verified by five manufacturing case companies. The paperdescribes briefly the development process of the guide and content. The requirementsof the guide derived from literature, case companies, questionnaire as well asindustrial experts. The resulting guide can be used in several ways, depending on therequirements of the application. The guide includes guiding principles, a decisionmodel for the analysis of the company, choice of automation and facts aboutautomation. In the end of the project, four companies had invested or decided toinvest in different types of automation. 

This single case study used value stream mapping as input data to analyse alternatives for production of quenching tools in an on-site tool department of an automotive manufacturer. The existing manufacturing organised as a functional workshop was compared to the alternatives, adding an additive manufacturing cell or a conventional automated cell, with regards to lead-Time and needed process changes. The results indicate that lead-Time savings should not be the only reason for considering additive manufacturing. When it is beneficial for design and product functionality improvements, however, lead time improvements may give a contribution to the business case. © 2020 The authors

Manufacturing companies constantly improve their manufacturing systems. Yet, the demands of everyday efficiency shifts focus from drastic process innovations to continuous improvement. Using multiple case studies of four Scandinavian manufacturers, this article examines why process innovation is different from continuous improvement, and how it can be managed alongside the companies’ other formal processes. We find the companies lack a vocabulary to talk about process innovation, and have no common methods with which to organize it. Furthermore, process innovation often comes from outside the operational units, and because of this, knowledge integration, ownership and participation needs to be managed actively. 

Two change management strategies: a minimum change, exploitation strategy (kaizen) and a maximum output, exploration strategy (kaikaku) have been applied in a manufacturing case study. Value stream mapping and discrete event simulation were used to analyse the production system changes, with regards to robustness and total lead-time, to increase knowledge of how to choose change management strategy. The results point out that available time is crucial. It is important to consider not only product specification and return of investment, but also the change and risk management. Future research should develop engineering change management further.

En svetscell producerar och är produktiv när svetsning pågår och ljubågen brinner. Då skapas värde i en svetscell. För att nå teknisk och ekonomisk framgång, behöver svetscellen fungera "smart" med effektiva flöden, hög tillgänglighet, optimerad svetsteknik och ur flera aspekter goda miljöegenskaper. Skriften fungerar som hjälp när företag vill utveckla sin svetsverkstad och förbättra svetsproduktionen, utifrån lean, svetsteknik och automation.