Management of industrialization projects

Short time-to-market is a key success factor in the todays’ dynamic business environment and many companies are trying to improve their product development processes. A challenge is to develop products according to the time plan and at the same time keeping the cost low and the quality high. This study focuses on the project management within the product development process in an automotive industry. The background of this study started as a request from the research and development department at the automotive company, which led to the following questions; 1) what are the most crucial factors for project success? 2) How can these factors contribute to a more successful outcome? 3) How can project management decrease product development lead time by sharing knowledge? The research approach is a case study and the data collection consist of interviews and questioners at two companies connected to project management in product development projects. Spider charts are created from the collected data containing eleven dimensions to show similarities and differences between the project managers working within the research and development department as well as between the two companies. The main conclusions are that there is a need to allow a certain level of flexibility when managing projects, in order to more easily handle late changes. Being involved in a project from the concept phase could facilitate the product development activities later on, due to a deeper understanding regarding previous decisions. Further, knowledge sharing methods, such as databases, has to be designed to be suitable for a specific organization and user friendly which enables the users to more easily search for specific types of knowledge. Lastly, a low level on the detailed focus is shown to be another success factor, however, in some cases there is still a need of this detailed focus to solve specific problems but the details may never become a higher focus than the holistic view.

Investigation of managerial capabilities and challenges of a core plant role

The competiveness within the global market has forced large manufacturing companies to reorganize their global operations. To act proficiently abroad is therefore no longer a choice but an important prerequisite. In global production networks, there are different plant roles that serve different purposes. One of the important roles within these networks is the core plant role. There are limited amount of the researches done regarding the core plant role. There is also a lack of consistency regarding the definition of the core plant role. It is also evident that there is a knowledge gap regarding the managerial aspects of this plant role both in the academia and in the industry. Managing a core plant requires certain capabilities. It is important to target this knowledge gap since global manufacturing is becoming a common norm for large enterprises and the importance of the core plant role is getting more evident. There is also a lack of understanding towards the challenges that a core plant must deal with both within the organization and globally towards the other plants within the manufacturing network. To address this knowledge gap further, two research questions were created ―What key capabilities are required in order to manage the core plant role?” (RQ1) and ―What are the main challenges in managing the core plant role?” (RQ2). Case study was chosen as the research method for this study since it is the most appropriate method when investigating a phenomenon in its own context. Interviews were the main research technique used to collect data. 18 semi-structured interviews were conducted in eight different cases. A literature review was conducted and was the foundation for the interview guide used in the interviews and for the data analysis. The results show that various capabilities are important for the management of the core plant role. Proximity to R&D and knowledge were the most emphasized factors. For the main challenges in terms of managing a core plant, the communication, cooperation and coordination where the most challenging aspects. Based upon finding, two frameworks have been proposed a concluding generalization and contribution of this research study. The study provides a generalization based upon data that has been collected from companies from different industries. These findings are a contribution towards both the large enterprises operating globally and the academia.