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  • 1.
    Engesbak, Vetle
    et al.
    NTNU Norwegian University of Science and Technology, Norway.
    Gåsvaer, Daniel
    RISE - Research Institutes of Sweden, Materials and Production, IVF. Mälardalen University, Sweden.
    Ingvaldsen, Jonas A.
    NTNU Norwegian University of Science and Technology, Norway.
    Nonås, Kathe
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Ringen, Geir
    SINTEF, Norway.
    Widfeldt, Magnus
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Management of process innovation beyond continuous improvement: towards a researchagenda2016In: Proceedings of the 23rd International Annual EurOMA Conference, 2016Conference paper (Other academic)
    Abstract [en]

    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. 

  • 2.
    Gåsvaer, Daniel
    et al.
    RISE - Research Institutes of Sweden, Swerea, Swerea IVF.
    Fundin, Anders
    Chalmers University of Technology.
    Jackson, Mats
    Linköpings Universitet.
    Stålberg, L
    Johansson, P
    Exploration and Exploitation within Operations2015Conference paper (Other academic)
  • 3.
    Gåsvaer, Daniel
    et al.
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Fundin, Anders
    Mälardalen University, Sweden.
    Johansson, Peter E.
    Mälardalen University, Sweden.
    Langbeck, Björn
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Production system development through exploration: challenges and implications2016In: Proceedings of the 23rd International Annual EurOMA Conference, 2016Conference paper (Other academic)
  • 4.
    Gåsvaer, Daniel
    et al.
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Hedegård, Joakim
    RISE - Research Institutes of Sweden, Materials and Production, KIMAB.
    Jönsson, Christina
    RISE - Research Institutes of Sweden, Materials and Production, IVF, Energi och miljö.
    Kurdve, Martin
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Lundin, Roger
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Persson, Kalle
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Widfeldt, Magnus
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Axelson, Jens
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Att utveckla den smarta svetscellen: Lean, svetsteknik och automation2013Report (Other academic)
    Abstract [sv]

    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.

  • 5.
    Gåsvaer, Daniel
    et al.
    RISE - Research Institutes of Sweden, Swerea, Swerea IVF.
    von Axelson, Jens
    RISE - Research Institutes of Sweden, Swerea, Swerea IVF.
    Towards a methodology for Kaikaku realization2011In: Proceedings of the 4th International Swedish Production Symposium, SPS11, / [ed] Jan-Eric Ståhl, 2011Conference paper (Refereed)
    Abstract [en]

    In today's globally competitive market where the speed of change is increasing it is of great importance that manufacturing companies are striving to achieve improvements in their production systems resulting in competitive edge. One way of doing this is to strive for radical change by becoming more innovative. Today however, there's a lack of modern methods guiding companies to be not only innovative and creative in their production development process, but also increasingly more innovative while using it. Hence, the objective of this paper is to present and discuss a preliminary first draft of a Kaikaku realization method, primarily based upon Concept Modelling and research within the domains of Operations Management and Strategy, Innovation theory and Change theory. The result is a sequential work process that provides guidance from an initial “current state” of production to a more desirable “future state” based upon an aggressive target that is set in line with the production strategy. Finally, future research is discussed, implying that more research should be subjected to the actual work process as well as the main support provided in the process - aggressive target setting and facilitation of innovative thinking.

  • 6.
    Gåsvaer, Daniel
    et al.
    RISE - Research Institutes of Sweden, Swerea, Swerea IVF, Produktutveckling.
    von Axelsson, Jens
    RISE - Research Institutes of Sweden, Swerea, Swerea IVF, Produktutveckling.
    Kaikaku – Radical Improvement in Production2012In: World Academy of Science, Engineering and Technology: An International Journal of Science, Engineering and Technology, ISSN 2010-376X, E-ISSN 2070-3740, Vol. 6, no 9, p. 1914-1921Article in journal (Refereed)
    Abstract [en]

    Considering today’s increasing speed of change,

    radical and innovative improvement - Kaikaku, is a necessity parallel

    to continuous incremental improvement - Kaizen, especially for

    SME’s in order to attain the competitive edge needed to be profitable.

    During 2011, a qualitative single case study with the objective of

    realizing a kaikaku in production has been conducted. The case study

    was run as a one year project using a collaborative approach

    including both researchers and company representatives. The case

    study was conducted with the purpose of gaining further knowledge

    about kaikaku realization as well as its implications. The empirical

    results provide insights about the great productivity results achieved

    by applying a specific kaikaku realization approach. However, it also

    sheds light on the difficulty and contradiction of combining

    innovation management and production system development.

  • 7.
    Gåsvaer, Daniel
    et al.
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Von Axelsson, Jens
    Vinnova, Sweden.
    Kaikaku – Radical Improvement in Production2012Conference paper (Other academic)
  • 8.
    Kurdve, Martin
    et al.
    RISE - Research Institutes of Sweden, Materials and Production, IVF. Mälardalen University, Sweden.
    Sjögren, Peter
    ABB, Sweden.
    Gåsvaer, Daniel
    RISE - Research Institutes of Sweden, Materials and Production, IVF. Mälardalen University, Sweden.
    Widfeldt, Magnus
    RISE - Research Institutes of Sweden, Materials and Production, IVF.
    Wiktorsson, Magnus
    Mälardalen University, Sweden.
    Production System Change Strategy in Lightweight Manufacturing2016In: Procedia CIRP, ISSN 2212-8271, E-ISSN 2212-8271, Vol. 50, p. 160-165Article in journal (Refereed)
    Abstract [en]

    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.

1 - 8 of 8
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