Workshop-Based Corporate Foresight Process: A Case Study

Saari, Leila; Suomalainen, Tanja; Kuusela, Raija; Hämeen-Anttila, Tapio

doi:10.1007/978-3-319-49094-6_43

Cited by 3 publications

(2 citation statements)

References 12 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Other less knownor less written aboutactivities also promote communication within the team. For instance, at every beginning of the shift, the team leader will convene the team's workers to do warm up exercises, check on their physical and attitudinal well-being, talk briefly about last shift's performance and perhaps convey a key point of the day about some quality or safety issue (a "five minute talk") (Saari et al, 2016). This "morning meeting" or asakai has an important role in letting the team leader observe if a workers should be assigned to a different process, if there are any absentees and to gauge the morale of the team, their safety awareness and their readiness to work.…”

Section: Worker-worker Communication Networkmentioning

confidence: 99%

Changes in communication patterns when implementing lean

Colazo

2020

IJQRM

View full text Add to dashboard Cite

PurposeThis paper explores the changes in communication patterns when companies implement lean, and how those changes relate to implementation success.Design/methodology/approachThis is a multiple-site case study involving four business units of a manufacturing company in South America, including two repeated measurement instances separating 24 months for approximately 600 direct workers and 65 supervisors. The analytical models include social network analysis measures and Ordinary Least Squares regression.FindingsWhen companies implement lean, (1) teams have a higher frequency of communication among members; (2) teams become more decentralized; (3) teams communicate more with supervisors and (4) supervisors communicate more amongst themselves and collaborate more. Also, (5) better performing teams change more pronouncedly.Research limitations/implicationsThe study contains data for four business units but within only one company, limiting the external validity of the conclusions. The sample was predominantly male. Participant attrition and other potential covariates not included in the study can be additional limitations.Practical implicationsLean implementations could be practically helped by managers by embracing and supporting the more intense communication patterns associated with lean success, and alternatively, they could proactively detect barriers in communication by measuring how these patterns change or fail to change and try to unlock communication by working on those barriers and supply communications infrastructure and opportunities for collaboration to try to boost the chances of success.Originality/valueThis is to our knowledge the first study measuring communication networks from the point of view of team members and low-level supervisors in lean implementations. This is also the first study showing that communication patterns change more rapidly in more successful teams, and also that communication pattern changes when implementing lean can be an indicator of success.

show abstract

Section: Worker-worker Communication Networkmentioning

confidence: 99%

Changes in communication patterns when implementing lean

Colazo

2020

IJQRM

View full text Add to dashboard Cite

show abstract

“…A playbook provides hands‐on options for immediate use to follow 26,27 . Sets of tools and methods applicable to a specific goal can be gathered into a playbook 28–31 . The current work is particularly inspired by the Circular Economy Playbook 32…”

Section: Introductionmentioning

confidence: 99%

Joint Offering Evaluation Framework for Assessing the Feasibility and Business Value of a Digital Twin Use Case

Saari

Räikkönen

Hytönen

et al. 2023

Systems Engineering

View full text Add to dashboard Cite

The complexity of industrial challenges is emerging together with the exponentially developing information and communication technologies (ICT) that provide several implementation approaches for systems engineering. It is difficult for a single company to follow technological development and remain a pioneer in every topic. Still, the industrial challenges require experts in each technology. Therefore, collaboration among technology providers is an opportunity to gather all resources and competences needed for full delivery. A joint offering (JO) is a solution, that is, co‐created in collaboration between two or more actors that usually have complementary technological skills or value‐creation logics. A JO has several doubts relating to the use case (UC) in hand, the feasibility of the joint solution to be co‐created, the resources and skills needed to deliver the joint solution, the partners, the business value creation, the elements of the contract and the ownership of the outcome, just to mention a few. The Joint Offering Evaluation Framework (JOEF) uncovers these issues and supports decision‐making before the development of a JO starts. The JOEF comprises the Joint Offering Playbook and the Business Value Toolset (BVT). The Playbook offers seven viewpoints with checklists and tools for IT solution providers considering collaboration and co‐creation for a solution that they cannot deliver or sell alone. The BVT evaluates and illustrates the business value of a JO from the viewpoints of both creation and delivery, together with value capture and assessment. The JOEF was piloted with a digital twin (DT) UC from the pulp and paper industry.

show abstract