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Value Networks in Manufacturing

E-BookPDF1 - PDF WatermarkE-Book
317 Seiten
Englisch
Springer International Publishingerschienen am09.08.20161st ed. 2017
This book highlights innovative solutions together with various techniques and methods that can help support the manufacturing sector to excel in economic, social, and environmental terms in networked business environments. The book also furthers understanding of sustainable manufacturing from the perspective of value creation in manufacturing networks, by capitalizing on the outcomes of the European 'Sustainable Value Creation in Manufacturing Networks' project. New dynamics and uncertainties in modern markets call for innovative solutions in the global manufacturing sector. While the manufacturing sector is traditionally driven by technology, it also requires other managerial and organizational solutions in terms of network governance, business models, sustainable solution development for products and services, performance management portals, etc., which can provide major competitive advantages for companies. At the same time, the manufacturing industry is subject to a change process, where business networks play a major role in value-creating processes. By far the biggest challenge in this context is making value creation a sustainable process where economic, social, and environmental demands are met. Managing product and service-related business operations in manufacturing networks thus brings different challenges that cannot purely be resolved using traditional methods, and techniques.


This book is an outcome of a European project funded by the European Commission, and performed by a dedicated R&D consortium comprised of some leading Research institutions and Industrial partners.


Prof. Liyanage specializes in Industrial asset management at the University of Stavanger (UiS), Norway, and is a Guest Professor of Universiti Teknologi Petronas, Malaysia, and University of Cincinnati, USA.. Dr. Liyanage has earned B.Sc. in Production engineering (First Class Honours), M.Sc. in Ergonomics / Human factors (Distinction) (LTU, Sweden), and PhD in Offshore technology (NTNU / Norway). He is the Chair of the University-Industry cooperative Centre for Industrial Asset Management (CIAM). He also serves in the Board of Directors of Society of Petroleum Engineers (Stavanger section) and the Board of Directors of the Norwegian Ergonomics and Human factors Society (NEHF). In addition, he is a member of the Standardization committee SN/K 536 on Asset management with Standard Norway. Dr. Liyanage is the Co-Chair of the European Network for Strategic Engineering Asset Management (EURENSEAM) involving approx. 15 European countries. He is actively involved in the Working Group (WG) on Advanced maintenance engineering, Services, and Technology of IFAC (International Federation for Automatic Control), and honorary member of IFRIM (International Foundation for Research in Maintenance). He is also a Founding Fellow of the ISEAM (International Society of Engineering Asset Management). He is actively involved in a number of R&D and joint industry projects over the last few years both at advisory and managerial capacities, and has published more than 100 publications. He is an editorial reviewer and a member of international editorial boards of a number of international journals and the Editor-in-Chief of International Journal of Strategic Engineering Asset Management (IJSEAM). For his performance he has received a number of prestigious awards inclusive of University of Peradeniya Award for the Best Performance in Engineering (1995), Colombo Dockyard Award for the Best Performance in Production Engineering (1995), The Overall Best in Masters (1999), Lyse Energy Research Award for Excellent Research and Academic Contributions (2001), Society of Petroleum Engineers Best PhD Award (2003), Emerald Literati Club Award for Excellence (2004).
Teuvo Uusitalo is a Senior Scientist and Team Leader at VTT Technical Research Center of Finland. He has extensive experience in the field of risk management and has been involved in research related to enterprise risk management, critical infrastructure protection, resilience, and sustainability. His current research topics are related to risk management in service business and business networks, and sustainable value creation in manufacturing. Mr. Uusitalo is the coordinator of the Sustainable value creation in manufacturing networks project.mehr
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Produkt

KlappentextThis book highlights innovative solutions together with various techniques and methods that can help support the manufacturing sector to excel in economic, social, and environmental terms in networked business environments. The book also furthers understanding of sustainable manufacturing from the perspective of value creation in manufacturing networks, by capitalizing on the outcomes of the European 'Sustainable Value Creation in Manufacturing Networks' project. New dynamics and uncertainties in modern markets call for innovative solutions in the global manufacturing sector. While the manufacturing sector is traditionally driven by technology, it also requires other managerial and organizational solutions in terms of network governance, business models, sustainable solution development for products and services, performance management portals, etc., which can provide major competitive advantages for companies. At the same time, the manufacturing industry is subject to a change process, where business networks play a major role in value-creating processes. By far the biggest challenge in this context is making value creation a sustainable process where economic, social, and environmental demands are met. Managing product and service-related business operations in manufacturing networks thus brings different challenges that cannot purely be resolved using traditional methods, and techniques.


This book is an outcome of a European project funded by the European Commission, and performed by a dedicated R&D consortium comprised of some leading Research institutions and Industrial partners.


Prof. Liyanage specializes in Industrial asset management at the University of Stavanger (UiS), Norway, and is a Guest Professor of Universiti Teknologi Petronas, Malaysia, and University of Cincinnati, USA.. Dr. Liyanage has earned B.Sc. in Production engineering (First Class Honours), M.Sc. in Ergonomics / Human factors (Distinction) (LTU, Sweden), and PhD in Offshore technology (NTNU / Norway). He is the Chair of the University-Industry cooperative Centre for Industrial Asset Management (CIAM). He also serves in the Board of Directors of Society of Petroleum Engineers (Stavanger section) and the Board of Directors of the Norwegian Ergonomics and Human factors Society (NEHF). In addition, he is a member of the Standardization committee SN/K 536 on Asset management with Standard Norway. Dr. Liyanage is the Co-Chair of the European Network for Strategic Engineering Asset Management (EURENSEAM) involving approx. 15 European countries. He is actively involved in the Working Group (WG) on Advanced maintenance engineering, Services, and Technology of IFAC (International Federation for Automatic Control), and honorary member of IFRIM (International Foundation for Research in Maintenance). He is also a Founding Fellow of the ISEAM (International Society of Engineering Asset Management). He is actively involved in a number of R&D and joint industry projects over the last few years both at advisory and managerial capacities, and has published more than 100 publications. He is an editorial reviewer and a member of international editorial boards of a number of international journals and the Editor-in-Chief of International Journal of Strategic Engineering Asset Management (IJSEAM). For his performance he has received a number of prestigious awards inclusive of University of Peradeniya Award for the Best Performance in Engineering (1995), Colombo Dockyard Award for the Best Performance in Production Engineering (1995), The Overall Best in Masters (1999), Lyse Energy Research Award for Excellent Research and Academic Contributions (2001), Society of Petroleum Engineers Best PhD Award (2003), Emerald Literati Club Award for Excellence (2004).
Teuvo Uusitalo is a Senior Scientist and Team Leader at VTT Technical Research Center of Finland. He has extensive experience in the field of risk management and has been involved in research related to enterprise risk management, critical infrastructure protection, resilience, and sustainability. His current research topics are related to risk management in service business and business networks, and sustainable value creation in manufacturing. Mr. Uusitalo is the coordinator of the Sustainable value creation in manufacturing networks project.
Details
Weitere ISBN/GTIN9783319277998
ProduktartE-Book
EinbandartE-Book
FormatPDF
Format Hinweis1 - PDF Watermark
FormatE107
Erscheinungsjahr2016
Erscheinungsdatum09.08.2016
Auflage1st ed. 2017
ReiheSpringer Series in Advanced Manufacturing
Seiten317 Seiten
SpracheEnglisch
IllustrationenXXI, 317 p. 72 illus., 43 illus. in color.
Artikel-Nr.1988356
Rubriken
Genre9200

Inhalt/Kritik

Inhaltsverzeichnis
1;Preface;7
2;Acknowledgements;10
3;Contents;11
4;Editors and Contributors;13
5;Introduction;20
6;1 Living with Complexities and Uncertainties;21
6.1;1 Introduction;21
6.2;2 Force Field;23
6.3;3 Perceptions of the Future;25
6.4;4 New Demands in Perspective;26
6.5;5 From a Complex Picture to Instrumental Elements;28
6.6;6 Question of Life;30
6.7;References;30
7;2 Sustainability Concept and Complex Performance Dimensions;32
7.1;1 Introduction;32
7.2;2 Moving with the Flow;33
7.3;3 Clearing the Path and Riding the Wave;36
7.4;4 The Business Case;37
7.5;5 Communicating with Stakeholders;38
7.6;6 Bridging the Gap;40
7.7;References;41
8;3 Sustainable Manufacturing: Challenges, Approaches and a Roadmap;44
8.1;Abstract;44
8.2;1 Introduction;44
8.3;2 Relevance of Sustainability from Manufacturing Perspective;46
8.4;3 Sustainable Manufacturing: Definitions, Strategies, Impacts and Approaches;48
8.4.1;3.1 Definitions and Current Strategies Towards Sustainability;48
8.4.2;3.2 Current Impacts of Manufacturing Industry from a Sustainability Perspective;50
8.4.3;3.3 Approaches to Integrate Sustainability in Manufacturing;51
8.4.3.1;3.3.1 Sustainability in Manufacturing Companies;51
8.4.3.2;3.3.2 Sustainability in Manufacturing Networks;53
8.5;4 Sustainable Manufacturing Roadmap;54
8.6;5 Conclusions;56
8.7;Acknowledgments;56
8.8;References;56
9;4 Towards Sustainability Governance in Value Networks;59
9.1;1 Introduction-Need for Network Governance;59
9.2;2 Network Structures in Global Manufacturing Industry;62
9.3;3 Changes in Manufacturing Industry-Towards Value Networks;63
9.4;4 Network Governance Models in Manufacturing Industry;65
9.5;5 Governance Models in Different Network Settings;67
9.6;6 State-of-the-Art Sustainability in Value Networks in the Context of Manufacturing;69
9.7;7 Roles of the Different Actors in Value Network and Business Ecosystem;71
9.8;8 Network Governance Model for Sustainability;73
9.9;9 Conclusions;77
9.10;References;78
10;5 Products and Services in a Sustainable World;80
10.1;1 Introduction;80
10.2;2 Concept of Sustainability;81
10.3;3 New Developments in the Manufacturing Branch;82
10.4;4 Product Service Systems as an Enabler for Sustainability;83
10.4.1;4.1 Advantages of PSS;84
10.4.2;4.2 Necessity for an Integrated Development Framework;85
10.4.3;4.3 Process of PSS Development;86
10.5;References;86
11;Business Modelling for Sustainable Manufacturing Value Networks;88
12;6 Business Models and Business Modelling: State of the Art;89
12.1;1 Introduction;89
12.2;2 Business Models;90
12.2.1;2.1 Business Model, Business Strategy and Business Architecture;91
12.3;3 Business Model Innovation;93
12.4;4 Business Modelling;96
12.4.1;4.1 Business Model Canvas;97
12.4.2;4.2 Business Model Framework;98
12.4.3;4.3 Collaborative Networked Organisations (CNOs);98
12.4.4;4.4 Business Model Design;99
12.5;5 Value;101
12.5.1;5.1 Sustainable Value;102
12.6;6 Value Network and Stakeholders;103
12.7;7 Conclusions;105
12.8;References;106
13;7 Sustainable Business Models: Theoretical Reflections;108
13.1;1 Introduction;108
13.2;2 Sustainable Business Modelling-Frameworks, Concepts and Tools;109
13.2.1;2.1 Product-Service Systems;109
13.2.2;2.2 Conceptualising Business Models for Sustainability;110
13.2.3;2.3 Business Case for Sustainability;111
13.2.4;2.4 Sustainable Business Model Archetypes;112
13.2.4.1;2.4.1 Internalising Externalities Archetypes;113
13.2.4.2;2.4.2 Network-Based Archetypes;113
13.2.4.3;2.4.3 Society-Based Archetypes;114
13.2.4.4;2.4.4 Life Cycle-Based Archetypes;115
13.3;3 Discussion;118
13.4;4 Conclusions;119
13.5;References;121
14;8 Practice Review of Business Models for Sustainability;123
14.1;1 Introduction;123
14.2;2 Overview of the Cases;124
14.3;3 Findings from the Cases;130
14.4;4 Conclusions;133
14.5;References;133
15;9 Toolset for Sustainable Business Modelling;135
15.1;1 Introduction;135
15.2;2 Use and Test Phase;137
15.3;3 Sustainable Business Modelling Process;141
15.4;4 Toolset;143
15.4.1;4.1 Primary Tools;143
15.4.1.1;4.1.1 Value Mapping Tool;144
15.4.1.1.1;Tool Rationale and Aim;145
15.4.1.1.2;Using the Tool;146
15.4.1.1.3;Applicability of the Tool;147
15.4.1.2;4.1.2 Sustainable Business Model Archetypes;147
15.4.1.2.1;Tool Rationale and Aim;149
15.4.1.2.2;Using the Tool;149
15.4.1.2.3;Applicability of the Tool;150
15.4.1.3;4.1.3 Business Model Canvas;150
15.4.1.3.1;Using the Tool;151
15.4.1.3.2;Applicability of the Tool;152
15.4.1.4;4.1.4 Strategic Roadmapping Tool;152
15.4.2;4.2 Support Tools;153
15.4.2.1;4.2.1 System SWOT analysis;154
15.4.2.2;4.2.2 PESTLE and STEEPLED;155
15.4.2.3;4.2.3 GRI and SASB guidelines;155
15.4.2.4;4.2.4 Corporate sustainability continuum;155
15.4.2.5;4.2.5 Scenario Management Tool;155
15.4.2.5.1;Tool Rationale and Aim;156
15.4.2.5.2;Using the Tool;157
15.4.2.5.3;Applicability of the Tool;158
15.4.2.6;4.2.6 Sustainability Impact Calculation (SIC) Tool;158
15.4.2.6.1;Tool Rationale and Aim;159
15.4.2.6.2;Using the Tool;159
15.4.2.6.3;Applicability of the Tool;159
15.4.2.7;4.2.7 Life Cycle Cost (LCC) Estimation Tool;159
15.4.2.7.1;Tool Rationale and Aim;160
15.4.2.7.2;Using the Tool;161
15.4.2.7.3;Applicability of the Tool;161
15.4.2.8;4.2.8 Sustainability Performance Framework;162
15.5;5 Conclusion;162
15.6;References;164
16;10 An Industrial Case: Riversimple;166
16.1;1 Overview;166
16.2;2 Riversimple and SustainValue;167
16.2.1;2.1 Results and Impact;167
16.3;3 Results;170
16.3.1;3.1 Impact;172
16.3.2;3.2 Next Steps for Riversimple;172
17;Life-Cycle Based Sustainable Solution Development;174
18;11 Requirements for Sustainable Solutions Development;175
18.1;1 Introduction;175
18.2;2 How to Develop Requirements for Systems;176
18.3;3 The Life Cycle Phase of Solutions;177
18.4;4 Generic Requirements for Sustainable Solutions;177
18.4.1;4.1 Requirements Collected from the Literature;177
18.4.2;4.2 Requirements Derived from Workshops and Practical Experiences;180
18.4.3;4.3 Conclusion of Generic Requirements for Sustainable Solutions;181
18.5;5 Definition and Characteristics of Relevant Development Methodologies;181
18.5.1;5.1 Product Development;181
18.5.2;5.2 Service Development;182
18.5.3;5.3 Product Service System Engineering;183
18.5.4;5.4 Product Service System Engineering and Sustainability;184
18.6;6 Requirements for a Development Process for Sustainable Solutions;185
18.7;7 Conclusion;187
18.8;References;187
19;12 State of the Art Regarding Existing Approaches;189
19.1;1 Introduction;189
19.1.1;1.1 Business Strategy Development and Innovation Management;190
19.1.1.1;1.1.1 Methods Used in Strategy Development;191
19.1.1.2;1.1.2 Methods Used in Innovation Management;191
19.1.2;1.2 Management of Design, Planning and Development Phase;191
19.1.2.1;1.2.1 New Product Development;192
19.1.2.2;1.2.2 Systems Engineering;192
19.1.2.3;1.2.3 Design for Excellence (DfX) and Design for Sustainability (D4S);192
19.1.3;1.3 Management of Manufacturing Systems;193
19.1.3.1;1.3.1 Traditional Manufacturing;194
19.1.3.2;1.3.2 Lean Manufacturing;194
19.1.3.3;1.3.3 Sustainable and Green Manufacturing;195
19.1.4;1.4 Methodologies Regarding Ethical Sourcing, Trade and Consumerism;195
19.1.5;1.5 Management of Distribution, Logistics and Services;196
19.1.5.1;1.5.1 Green Logistics;196
19.1.5.2;1.5.2 Reverse Logistics;197
19.1.5.3;1.5.3 Service Operations;197
19.1.6;1.6 Management of Usage Phase;197
19.1.6.1;1.6.1 Quality, Safety, Health and Environmental Management (QSHE);198
19.1.6.2;1.6.2 Maintenance During Usage Phase;199
19.1.6.3;1.6.3 Performance Management;199
19.1.7;1.7 End of Life Cycle Management;200
19.1.7.1;1.7.1 Reverse Logistics;200
19.1.7.2;1.7.2 From 3R S to 6R S;200
19.2;2 Gap Analysis of Existing Development Methodologies Considering Sustainability;201
19.3;3 Conclusion;202
19.4;References;202
20;13 Development Methodology for Sustainable Solutions;203
20.1;1 Introduction;203
20.2;2 Conceptualisation of a Development Methodology for Sustainable Solutions;204
20.3;3 General Development Framework;206
20.4;4 Development Methodology for Sustainable Solutions;207
20.4.1;4.1 Methods-Central Initiation;207
20.4.2;4.2 Methods-Conceptual Dimensions;211
20.4.3;4.3 Methods-Operational Dimensions;218
20.5;5 Case Study CLAAS Selbstfahrende Erntemaschinen GmbH;228
20.6;6 Conclusions;229
20.7;References;230
21;14 Methods and Tools for Sustainable Development of Products and Services;232
21.1;1 Introduction;232
21.2;2 Identification of Requirements for Tools and Methods Characterizing Their Applicability for Sustainable Solutions;233
21.3;3 Toolbox for the Development Methodology for Sustainable Solutions;234
21.3.1;3.1 Tools for the Central Initiation;235
21.3.2;3.2 Tools for the Conceptual Dimensions;241
21.3.3;3.3 Tools for the Operational Dimensions;243
21.3.4;3.4 Tools for the General Use in All Dimensions;245
21.4;4 Conceptualization of a Possible Path to Sustainable Solutions;247
21.5;5 Guideline of a Possible Application of Tools;248
21.5.1;5.1 Tools for Preparation of Value Network;248
21.5.2;5.2 Tools Supporting Analysis on Opportunities;248
21.5.3;5.3 Tools for Idea Generation;249
21.5.4;5.4 Tools for Design and Conceptualization;250
21.5.5;5.5 Tools for Implementation, Market, and Use Phases;251
21.6;6 Conclusions;252
21.7;References;253
22;Performance Management in Sustainable Manufacturing Networks;256
23;15 Dynamic Drivers of Modern Performance: Values, Stakeholders, and Resources;257
23.1;1 Introduction;257
23.2;2 The Value Shift;259
23.2.1;2.1 What Are Values?;262
23.3;3 Stakes and Stakeholders;263
23.3.1;3.1 Agents and Conflicting Interests;266
23.3.2;3.2 Impact on Performance;267
23.4;4 Resource-based Theory;268
23.4.1;4.1 Theory;269
23.4.2;4.2 Salient Features;270
23.4.3;4.3 Intangibles;270
23.4.4;4.4 Contribution to Results;272
23.4.5;4.5 Values that Are Instrumental to Deliver;273
23.5;References;274
24;16 Perspectives on Performance Assessment and Management;280
24.1;1 Introduction;280
24.2;2 Performance Management in Modern Context;282
24.3;3 Indicators, Measures, and Measurement Systems;285
24.4;4 Inherent Complexities and Ambiguities;288
24.5;5 Paving the Future Path;292
24.6;References;293
25;17 Integrated Performance Framework for Sustainable Manufacturing Networks;298
25.1;1 Introduction;298
25.2;2 Move Toward Manufacturing Networks;299
25.3;3 Conception of the Framework Design;300
25.3.1;3.1 Structuring Causes and Effects;300
25.3.2;3.2 Weaknesses of the Firm-Centric Perspective for Sustainability Assessment;301
25.3.3;3.3 Including Network Impact;302
25.3.4;3.4 Internal Performance Levers of Sustainability;303
25.3.5;3.5 Sustainability Performance Outcome;304
25.4;4 Application of the Performance Framework;305
25.5;5 Conclusion;306
25.6;References;307
26;18 Maturity Assessment for Systematic Performance Improvement in Manufacturing Networks;309
26.1;1 Introduction;309
26.2;2 From Maturity Models to Maturity Assessment;311
26.3;3 Process Areas to Address Network Conditions and Structural Elements;313
26.3.1;3.1 Network Conditions;313
26.3.2;3.2 Structural Elements;315
26.4;4 An Example of Use of the Proposed Approach;318
26.5;5 The Role of Change Management for the Exploitation of Maturity Assessment;320
26.6;6 Conclusions;321
26.7;References;322mehr

Autor

Prof. Liyanage specializes in Industrial asset management at the University of Stavanger (UiS), Norway, and is a Guest Professor of Universiti Teknologi Petronas, Malaysia, and University of Cincinnati, USA.. Dr. Liyanage has earned B.Sc. in Production engineering (First Class Honours), M.Sc. in Ergonomics / Human factors (Distinction) (LTU, Sweden), and PhD in Offshore technology (NTNU / Norway). He is the Chair of the University-Industry cooperative Centre for Industrial Asset Management (CIAM). He also serves in the Board of Directors of Society of Petroleum Engineers (Stavanger section) and the Board of Directors of the Norwegian Ergonomics and Human factors Society (NEHF). In addition, he is a member of the Standardization committee SN/K 536 on Asset management with Standard Norway. Dr. Liyanage is the Co-Chair of the European Network for Strategic Engineering Asset Management (EURENSEAM) involving approx. 15 European countries. He is actively involved in the Working Group (WG) on Advanced maintenance engineering, Services, and Technology of IFAC (International Federation for Automatic Control), and honorary member of IFRIM (International Foundation for Research in Maintenance). He is also a Founding Fellow of the ISEAM (International Society of Engineering Asset Management). He is actively involved in a number of R&D and joint industry projects over the last few years both at advisory and managerial capacities, and has published more than 100 publications. He is an editorial reviewer and a member of international editorial boards of a number of international journals and the Editor-in-Chief of International Journal of Strategic Engineering Asset Management (IJSEAM). For his performance he has received a number of prestigious awards inclusive of University of Peradeniya Award for the Best Performance in Engineering (1995), Colombo Dockyard Award for the Best Performance in Production Engineering (1995), The Overall Best in Masters (1999), Lyse Energy Research Award for Excellent Research and Academic Contributions (2001), Society of Petroleum Engineers Best PhD Award (2003), Emerald Literati Club Award for Excellence (2004).

Teuvo Uusitalo is a Senior Scientist and Team Leader at VTT Technical Research Center of Finland. He has extensive experience in the field of risk management and has been involved in research related to enterprise risk management, critical infrastructure protection, resilience, and sustainability. His current research topics are related to risk management in service business and business networks, and sustainable value creation in manufacturing. Mr. Uusitalo is the coordinator of the Sustainable value creation in manufacturing networks project.
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