This paper presents a method for calculating cost savings of shared architectures in industrial companies called AME (Architecture Mapping and Evaluation). The main contribution is an operational method to evaluate the cost potential and evaluate the number of product architectures in an industrial company. Experiences from the case company show it is possible to reduce the number of architectures with 60% which leads to significant reduction of direct material and labor costs. This can be achieved without compromising the market offerings of products. Experiences from the case study indicates cost reductions between 0,5 and 2 % of turnover. The main implication is that the method provides a quantitative basis for the discussion on whether or not to implement shared product architectures. This means a more fact based approach is introduced.

Abstract:This paper seeks to improve the understanding of how service-based companies can benefit from developing and delivering service offerings from a standardised core of service modules, which are organised through a service architecture.Research within the field is relatively sparse and there is scope for an explicit definition of elements related to the development of modular service platforms and architectures. A study of existing literature, combined with a comprehensive case study in a global engineering consultancy, has created the basis for development and evaluation of the conceptual model for modular service design synthesis presented in this paper. The case study is based on internal documentation and a high level of interview data. Inductive research methods have been used for the analysis. The presented conceptual model defines three suggested dimensions (Market Segmentation, Service Roadmap and Service Architecture Layout) to be included in development of modular service platforms and architectures. Testing indicates a significant standardisation potential for service configuration across service families. Our understanding is 3 that the approach can increase strategic flexibility and adaptability to changes in a quick evolving service market. The empirical part of this paper is exploratory in nature and is limited to one provider of high-end engineering consultancy services. Thus, further research will be needed to verify the aspects of the presented methodology to allow a further generalisation of our findings.Nevertheless, this paper contributes to the emerging literature on service modularity by presenting a specific operational approach for description and utilisation of modular service platforms and architectures.

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In this paper we present five modularity practices across the domains of mechanics, electronics and software deduced from observations from four companies. The practices are made to help product developers of mechatronic products to assist in finding the most efficient modular division of the products. Furthermore, we present a tool to assist in cross-domain modularity decisions and to help developers follow the five cross-domain modularity practices.

There are various strategies to control complexity and variety growth in ETO businesses. Such portfolio rationalization initiatives sometimes stall. This paper elaborates on the challenges that cause this. Challenges described in literature and challenges seen in five different industry cases are consolidated. The challenges are combined into groups and presented in the ADKAR change management model. The authors intend this list to be used for guidance In industry and expect the collection to be extended with future industry cases and challenges.