Technology Management and Economics

The objective of this paper is to increase the general understanding of task allocation in semi-automated systems and to provide a systematic approach for changing the level of automation. The paper presents a literature review of definitions and taxonomies for levels of automation (LoA) across multiple scientific and industrial domains. A synthesizing concept is suggested, including a LoA definition and taxonomy aimed for application in the manufacturing domain. Results suggest that the level of automation should be divided into two separate variables, i.e. physical/mechanical LoA and cognitive/information-related LoA. Further, the idea is that LoA in a manufacturing context can be described and assessed using seven-step reference scales for both physical and cognitive LoA.

Many manufacturing companies in Europe are presently focusing on automation as a weapon for competition on a global market. This paper focuses on industry's view of automation. The paper presents data on advantages and disadvantages of automation, based on one pilot study and one Delphi study in two rounds.

A production system must reflect a company's manufacturing strategy and the chosen competitive priorities. Tools to assess the congruence between the manufacturing strategy and the production system can hence support the companies' competitive position. In this paper, the usability of an analysis model suggested by Miltenburg (1995), aiming at mapping manufacturing strategy and production system is investigated. The usability of

This paper reports an investigation of local sustainable production in Australia and Sweden aimed at exploring the factors contributing to survival and competitiveness of manufacturing companies. In Australia, six companies were studied in 2010, with comparisons being made with three of them from earlier projects. In Sweden, eight manufacturing companies were studied on two occasions 30 years apart, in 1980 and 2010. To provide a valid comparative perspective a common format for data collection and analysis was used. There has been a shift in the nature of competition in both Sweden and Australia due to an increasing complexity of the global business environment as well as changes in technology and customer expectations. Despite the differences in country context, the findings suggest that all the manufacturing companies have a good awareness of the elements of the market environment and the relationships with their competitive strategy. However, in general, the Swedish companies have more experience of managing the risks and benefits from operating in the international environment. The results of the research are based on a relatively small sample of case companies in a limited number of industrial sectors. There are methodology implications for future research in the area. The research results have practical implications for the manufacturing industry, especially for companies operating in a competitive international environment. The paper is based on original case research and comparative analysis of data from different geographical contexts. It contributes to both theory and management practice about the strategic resources, decision choices, competitive environments and firm values needed to address external market demands as well as in building internal capabilities.

It is important for small and medium-sized corporations to collaborate in networks in order to develop capacity, capability, and competence to perform product development and become suppliers of complete systems. The purpose of this case study is to identify barriers and to develop an analytical framework of inter-organizational collaboration in network settings. In this paper we present a tentative four-dimensional framework in terms of surface of integration, scope of integration, time horizon of integration, and intensity of integration. This framework can be used to analyze how network settings are developed, in terms of structural design of the network, the design of the workflow in collaborative settings, and the aspects of handling the psychological and social boundaries between people.

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Much has been written about the conceptual nature of mass customization, and the success of several best business practitioners in the area have been well documented. Most companies, however, are not textbook examples of best practice, but rather are making incremental progress towards mass customization based on a mass-production heritage. This paper presents the findings of a case study that investigated a mass customization initiative at a leading mobile telephone manufacturer in Sweden. The primary objective of the study was to determine the implications of a radically new manufacturing initiative for the company – the production of a customized, entry-level mobile telephone. The differences between the traditional scenario of the mass production of standardized products at the company and that of the new customized production were also sought. The findings of the study, which are presented using the product, process and system perspectives, are aided by a number of customization-related frameworks from the literature. The discussion includes the impact of moving the cus-tomization order point downstream in the value chain in terms of increased efficiency and reduced lead times, the reduced requirement for manufacturing flexibility with shifting production system boundaries, and the company's status as a mass customizer. has worked in diverse areas ranging from database management to the space industry. His research interests include the manufacturing strategies of lean manufacturing and mass customization, and how such strategies can be realized through the application of various technological, methodol-ogical and conceptual enablers.

This paper is based on findings from collaboration between a medium sized manufacturing company, traditionally manufacturing components to system integrators, and an inventor company. The companies are striving to develop, manufacture, and market a new product on a new market. Our research question is to identify barriers to product and market diversification. The study has been performed as a number of interviews and workshops , where barriers and possibilities have been identified. In this paper we suggest an expeditionary approach to managing diversification as an alternative to traditional approaches, technology push and market pull. The expeditionary approach stresses that, in the context of SME:s, a network of companies needs to collaborate intensively with each other as well as with customers from the very early initiation of business idea, identifying the customer needs and functional requirements of the product, while simultaneously working on product specifications, manufacturing process design and marketing in a collaborative network of partners. INTRODUCTION The situation for small and medium sized companies, acting as subcontractors solely, has become uncertain, since their customers are changing their supplier bases for various reasons, such as cutting cost or reduction of lead time. The requirements on the subcontractors have also increased, in terms of taking part in the product development, manufacturing process development, delivering complete subsystems to systems integrators, etc. What consequences could this have for the companies involved, as they often lack sufficient capacity or knowledge to cope with this task? Should they bide their time and wait for things to go back to normal, or should they see this as a challenge and an opportunity for the future? If the ability, in terms of finance, competence, or resource base, is not sufficient, the company has to make a strategically very important decision: Should the company expand and take the risks involved in the often very large investments or is it possible to involve partners with supplementary competence and capacity in the work? In this paper we will take a closer look at the latter, since collaborating in network settings can, in the ideal situation, combine the advantages of being agile as a smaller company and at the same time have the strength and combined resources of a larger organization. We also present a case where the company takes the full step into manufacturing and marketing a final product in close collaboration with an inventor company.