A Framework for Identification of Complexity Drivers in Manufacturing Companies

Abstract

The initial issue of complexity management in companies is the identification of the drivers of complexity. However, current literature lacks methods for assisting practitioners in the initial identification of such drivers. This paper, therefore, presents a novel framework for assisting practitioners with identifying complexity drivers in manufacturing companies. The framework uses a generic value chain and a generic product structure as its two dimensions. Multiple workshops are then conducted with company representatives across different value chain fields focusing on two main parts: First, surveys are used to assign complexity ratings to different generic product structure elements. Secondly, the complexity ratings are elaborated on by workshop participants. The process provides valuable insights into the perceived complexity drivers. The framework is then verified through a case study in the process industry. Based on the case study, multiple complexity drivers were identified across both value chain fields and product structure elements. The case study findings show that the framework facilitates practitioners in identifying organization-wide perceived complexity drivers. The framework contributes to both industry and research by addressing a neglected aspect of complexity management. It achieves this by providing a comprehensive and structured approach for the initial identification of complexity drivers across product elements and value chain fields.

Modular Product and Manufacturing System Portfolios: Transitioning towards a modular setup through architectural focus

“…In this context carryover means both existing products, existing manufacturing equipment but also the organizational setup and company culture. When companies today decide to change their business and transition into a new manufacturing paradigm like mass customization or modularization the complexity is immense (Andersen, R. et al, 2019;Perona & Miragliotta, 2004). It is however a necessary change for many companies as the proliferation of product variants required by customers can be observed in nearly every market as a result of the move from a one-size-fit-all paradigm to a market-size-one paradigm (Koren, 2010;Pine, B. J., 1993).…”

Modular and Platform-based Product Development in the Process Industry: Enabling Efficient Product Variety Through Complexity Management

“…These factors result in increased external complexity, which force manufacturing companies to respond accordingly or see their competitiveness eroded. The responses adopted by these companies tend to increase their internal complexity, often at the expense of higher product costs and lower performance (Piya et al, 2017) across the organization (Andersen et al, 2019).…”

“…The feasibility of applying these methods is affected more by company-specific aspects not necessarily related to the industry of origin, such as the company's IT systems (Andersen et al, 2022a) or their familiarity with the topic (Andersen et al, 2022b). This is the case for the complexity mapping framework (Andersen et al, 2019), the module driver exploration method (Andersen et al, 2022a), and the technical solution exploration method in Andersen et al (2022b).…”