Towards an integrated enterprise model: combining product life cycle support with project management

Jin, Xinming; Koskela, Lauri; King, Timothy M.

doi:10.1504/ijplm.2007.012874

Cited by 6 publications

(7 citation statements)

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“…PLM applications have recently been extended from new product development activities to include a broader scope of collaboration and integration activities, e.g. supply chain integration [84], project management [85], through-life support and maintenance [86], and manufacturing knowledge sharing [97].…”

Section: Studies On Engineering Networkmentioning

confidence: 99%

Managing global engineering networks part I: Theoretical foundations and the unique nature of engineering

Gregory

Shi

2013

Proceedings of the Institution of Mechanical Engineers, Part B:

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Network concepts have been widely reported in the current literature on international engineering operations. But a systematic view of the unique nature of engineering is missing and its implications for the design and operations of global engineering networks are poorly understood. This paper seeks to address these knowledge gaps by exploring how leading global companies cope most effectively with the unique nature of engineering in their network operations. A theory building approach based on the case study methods was adopted reflecting the contemporary nature of this study and the complexity of the research object. The first part of this paper establishes a theoretical foundation for global engineering networks through an analysis of the intrinsic requirements of engineering operations, mapping the influence of the external business environments, and reviewing the relevant engineering network theories and practices. A preliminary framework has been developed to bring together the key issues and provide a foundation for more detailed enquiries/

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Section: Studies On Engineering Networkmentioning

confidence: 99%

Managing global engineering networks part I: Theoretical foundations and the unique nature of engineering

Gregory

Shi

2013

Proceedings of the Institution of Mechanical Engineers, Part B:

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“…In recent years, PLM research has been extended to a broader scope of collaboration and integration issues, e.g. supply chain integration (Trappey and Hsiao, 2008), project management (Jin et al, 2007), through-life support and maintenance (Lee et al, 2007) and integrated manufacturing and servicing systems (Zhang et al, 2008b).…”

Section: Engineering Value Chainmentioning

confidence: 99%

Managing global network operations along the engineering value chain

Zhang

Gregory

2011

International Journal of Operations &Amp; Production Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to improve understanding of how to manage global network operations from an engineering perspective. Design/methodology/approach -This research adopted a theory building approach based on case studies. Grounded in the existing literature, the theoretical framework was refined and enriched through nine in-depth case studies in the industry sectors of aerospace, automotives, defence and electrics and electronics. Findings -This paper demonstrates the main value creation mechanisms of global network operations along the engineering value chain. Typical organisational features to support the value creation mechanisms are captured, and the key issues in engineering network design and operations are presented with an overall framework. Practical implications -Evidenced by a series of pilot applications, outputs of this research can help companies to improve the performance of their current engineering networks and design new engineering networks to better support their global businesses and customers in a systematic way. Originality/value -Issues about the design and operations of global engineering networks (GEN) are poorly understood in the existing literature in contrast to their apparent importance in value creation and realisation. To address this knowledge gap, this paper introduces the concept of engineering value chain to highlight the potential of a value chain approach to the exploration of engineering activities in a complex business context. At the same time, it develops an overall framework for managing GEN along the engineering value chain. This improves our understanding of engineering in industrial value chains and extends the theoretical understanding of GEN through integrating the engineering network theories and the value chain concepts. (PT) competitiveness of a firm through disposal and recycle activities. The case studies in this research did not, however, demonstrate strong evidence about the value creation mechanisms or the configuration features.The framework also presents the key issues in network design and operations observed from the case studies with a configuration approach:. Key issues for network operations focusing on idea ge...

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“…Order-delivery process consists of several sub-processes such as sales, order handling, procurement, manufacturing, delivery and maintenance where product data is created and utilised (Saaksvuori and Immonen, 2008). To put the requirements of all these processes together with the challenges to organise operations on multi-site, multi-cultural teams and with extra-organisational bodies is depending extensively on efficient and cost effective information processes among the different disciplines in order-delivery process (Jin et al, 2007). More often the customised products cannot even handle via standardised processes and thus causing additional work in operative actions (Anderson et al, 2006).…”

Section: Other Types Of Complexity -Representing Product In Informatimentioning

confidence: 99%

“…Product proliferation and especially customised products are creating challenges to manage products effectively through lifecycle (Jin et al, 2007;Anderson et al, 2006) and especially in digital systems. The amount of product information has suddenly increased and requires a lot of information sharing during order-delivery process (Forza and Salvador, 2002).…”

Section: Other Types Of Complexity -Representing Product In Informatimentioning

confidence: 99%

“…The roots lay in the volume and diversity of product data, and complexity of single product information (Jin et al, 2007). This requires clear roles and responsibilities defined how to produce, store, and control product data (Saaksvuori and Immonen, 2008) to ensure correct and timely product data availability.…”

Section: Effects On Product Complexity On Order-delivery Process and mentioning

confidence: 99%

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The influence of product complexity on order handling process

Kropsu-Vehkaperä

Haapasalo

Lokkinen

et al. 2011

IJIL

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This case study describes how product complexity is affecting order handling process performance in a high tech company. Main factors of product complexity can be defined as: technological and single product complexity; product proliferation by volume and diversity; and presenting product data in information systems. The study expresses what kind of problems aforementioned complexity and poor product data handling in information systems creates to order handling process. Product decisions should always cover wider order-delivery affect analysis to avoid complexity in operative processes. This study also highlights the importance of valid product data as a source of efficient operations.

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Towards an integrated enterprise model: combining product life cycle support with project management

Cited by 6 publications

References 0 publications

Managing global engineering networks part I: Theoretical foundations and the unique nature of engineering

Managing global engineering networks part I: Theoretical foundations and the unique nature of engineering

Managing global network operations along the engineering value chain

The influence of product complexity on order handling process

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