During injection moulding of technical plastic components it is often the case that 15-20 variables need to be set to operational conditions when the production of a new plastic components is started. In this case study, a 12-run Plackett-Burman design is used in the experimentation with eight factors and nine responses to obtain better operational conditions for the production of a certain product. A 12-run PlackettBurman design belongs to the class of non-geometric orthogonal arrays. Most of these designs have very good projection properties compared with their run sizes, but due to partial aliasing among effects, standard methods of analysing fractional factorial two-level designs do not apply. In this paper, part of the planning of the experiment, the method of analysis used and the results achieved are presented. Substantial improvement in the operational conditions was obtained.

Today, development of physical products does not only reflect the notion of tangible objects, but rather those of individualized products with associated services; which bring more value to final customers than the pure physical objects without any accessories and services. Thanks to new achievements in ICT, all product stakeholders (e.g., manufacturers, consumers, service providers) have got the possibility to more intensively interact with each other and thereupon profit from that. This novel approach has led the development features of products to a new era of cyber-physical systems, resulting in higher individualized and user-friendly product experiences, reflecting intelligent and connected products throughout their life-cycles. Accordingly, such products configure product-service systems with accompanying several merits, e.g., flexibility, adaptability, reactivity, expertise, and x-gradability. Prospective products due to their adaptable design, associated services and Avatars are able to cover a range of customizations upon the current and prospective needs of customers. Besides, manufacturers can profit from this approach for adopting new production strategies. This perspective is recommended and conceptually explored in this paper.

In many industries, such as leisure boat production, product design and process engineering are often based on diffuse criteria and a lack of data about the actual use of the products. If design and process development are not based on facts, there is a great risk of setting the wrong quality criteria and performance requirements. In the leisure boat industry the lack of data from how customers actually use their products results in product design based on experience (looking backwards), subjective judgments and input from certain customers or key persons. This often results in too high or wrong quality standards and consequently over-processing. ECO-boat MOL has studied this situation in the leisure boat industry. The paper describes how this research project has approached the need for more fact-based design through three different sources. The project also (re)defines work processes in design and production that take advantage of the new data and information.

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Purpose -The purpose of this paper is to develop a methodology aiming to improve the process of prioritizing among projects, focusing on the strategic impacts. The methodology is expected to have a particular relevance for companies operating in a distributed organizational environment. Design/methodology/approach -The methodology has been developed within the PROMISE project, where ten applications and eight corresponding companies (application owners) represent the cases where the methodology has been developed and tested. Findings -The paper has documented a need for a methodology that links projects and initiatives to overall the overall company strategies. Through the PROMISE project such a method business effect evaluation methodology (BEEM) is developed. The structure of the method and the process of using it are described. Originality/value -This paper presents a methodology, BEEM, proven relevant in different contexts when projects and units need to be evaluated, compared, prioritized and coordinated according to strategies and key business drivers. BEEM is also a methodology that could guide projects and units in a distributed organizational environment according to overall strategies. Thus, the methodology might also be used by projects and units to improve the strategic position and/or business development.