Modularisation in the auto industry: interlinked multiple hierarchies of product, production and supplier systems

Takeishi, Akira; Fujimoto, Takahiro

doi:10.1504/ijatm.2001.000047

Cited by 131 publications

(125 citation statements)

References 7 publications

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“…This circumstance, as exemplified below, provided the research opportunity of investigating design and engineering outsourcing at a key turning moment for the 14 industry. Moreover, the auto industry offers an extensive variety of situations concerning the effects of the product architecture on the division of development tasks and their coordination (Takeishi and Fujimoto, 2003).…”

Section: Method Unit Of Analysis and Samplingmentioning

confidence: 99%

Beyond Product Architecture: Division of Labour and Competence Accumulation in Complex Product Development

Becker

Zirpoli

2011

SSRN Journal

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This paper considers the trade-off between leveraging external sources of innovation by outsourcing design and engineering activities and the ability to develop internal product development competences. The trade-off arises because the division of labor within and across firms' boundaries has a crucial role in shaping competence development processes, especially because the division of labor also influences opportunities for learning by doing. In new product development projects, learning by doing appears to be both a key determinant of competence development and a difficult-to-substitute form of learning. While the division of development tasks is often considered as guided by product architecture, we show that by decoupling the decisions concerning the product architecture and the allocation of development tasks, firms can realize the benefits of outsourcing such tasks while developing new internal competences. Drawing on a longitudinal case study in the automotive industry, we also identify a new organizational lever for shaping competence development paths and for designing firm boundaries. This lever consists in alternating different task allocation schemes over time for different types of development projects. We show why this is a novel solution, what its underlying logic is, and how it enables alleviating the trade-off between the benefits of leveraging external sources of innovation and the opportunities for competence development provided by in-house design and engineering. We discuss implications for theories of organizational boundary design and innovation management.

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Section: Method Unit Of Analysis and Samplingmentioning

confidence: 99%

Beyond Product Architecture: Division of Labour and Competence Accumulation in Complex Product Development

Becker

Zirpoli

2011

SSRN Journal

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“…With a broader view on this topic, SCM practices are also discussed by means of modularity in production systems (Takeishi and Fujimoto 2001;Bask et al 2010). Efficient production of a product portfolio is often attributed to the flexibility of manufacturing (Ulrich 1995), which is primarily a function of (product) architecture and the technology used within the supply chain (Ramdas 2003;Gualandris and Kalchschmidt 2013).…”

Section: Interfaces In Complex Servicesmentioning

confidence: 99%

“…Efficient production of a product portfolio is often attributed to the flexibility of manufacturing (Ulrich 1995), which is primarily a function of (product) architecture and the technology used within the supply chain (Ramdas 2003;Gualandris and Kalchschmidt 2013). Modularity allows these components to be mounted in separate lines, thus forming modules that are sent to the final assembly line (Baldwin and Clark 1997;Takeishi and Fujimoto 2001). Thus, there is a significant reduction in the complexity of the production process.…”

Section: Interfaces In Complex Servicesmentioning

confidence: 99%

“…In services, there is less emphasis on interface specification Sanchez and Mahoney (1996); Takeishi and Fujimoto (2001);Vähätalo (2012) protocol reviewed by a research team with expertise in scoping reviews. We have guaranteed the rigour and transparency of our review by following the steps for executing a scoping review as described by Arksey and O'Malley (2005).…”

Section: Strengths and Limitationsmentioning

confidence: 99%

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Interfaces in service modularity: a scoping review

Peters

Meijboom

Vries

2018

International Journal of Production Research

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This paper is intended to provide a scoping review on interfaces in service modularity. There is little detailed understanding of this concept despite its attributed importance. We identified 12 papers, showing that interfaces in service modularity are an area still open to research, especially with regard to interfaces that cross organisational boundaries. We found common themes in the available literature: the nature of interfaces, service fragmentation and predefined interfaces. Further research is needed on interfaces in service modularity, especially for complex services with components that stem from multiple, autonomous organisations. More specifically, there is a need for more studies that explore in detail how interfaces manifest themselves, and how they can be addressed to improve complex service provision. In addition, we argue why healthcare could be an interesting domain in which to conduct those studies. Our paper's contribution comprises a detailed description of interfaces in service modularity, the dissemination of summarised research findings and suggestions for potential future research.

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“…The analytical framework suggested by Takeishi and Fujimoto (2001) has been developed to form the grid (Figure 2), which allows the various cockpit manufacturing and supply positions within this particular OEM to be understood. The arrow indicates the cockpit assembly progression path.…”

Section: 1production Systems Supplier Roles and Supplier Locationmentioning

confidence: 99%

Migration Issues in Modularity for 1st Tier Automotive Suppliers

O'Kane

Trimble

2009

IJBM

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This research attempts to explore the challenges and issues which local automotive component suppliers face as they make the transition to cockpit module suppliers. The paper firstly provides a description of modularity and then discusses the changing supplier roles and relationships in modular outsourcing. An exploratory case study approach involving two suppliers and one OEM is then used to investigate these themes and provide some insights into the motivations and implications for local component suppliers becoming cockpit module suppliers. The paper argues that there are a number of key issues facing suppliers and OEMs in their quest for modular production and supply. These relate to local expertise, supplier management, financial risk, and on-site/off-site (proximity) operations. This study sheds light on important emerging trends within automotive 1st tier/OEM relationships, in particular issues relating to changing supplier roles.

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Modularisation in the auto industry: interlinked multiple hierarchies of product, production and supplier systems

Cited by 131 publications

References 7 publications

Beyond Product Architecture: Division of Labour and Competence Accumulation in Complex Product Development

Beyond Product Architecture: Division of Labour and Competence Accumulation in Complex Product Development

Interfaces in service modularity: a scoping review

Migration Issues in Modularity for 1st Tier Automotive Suppliers

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