Change search
Link to record
Permanent link

Direct link
BETA
Manfredsson, Peter
Publications (8 of 8) Show all publications
Manfredsson, P. (2016). Textile Management enabled by lean thinking. (Licentiate dissertation). Borås: Högskolan i Borås
Open this publication in new window or tab >>Textile Management enabled by lean thinking
2016 (English)Licentiate thesis, monograph (Other academic)
Abstract [en]

Reports from the European Commission point out a difficult financial landscape and competitive mar-ket for textile companies. Increased competition from low-wage countries is one cause. This has forced changes to both the companies’ structure and the supply chain, like off-shoring and outsourcing of manufacturing activities. The new structure means that companies have to address efficiency in areas like support processes and development. To address this, other industry sectors, such as automo-tive, have explored and implemented lean. Research confirms that organizations can increase perfor-mance by introducing lean. However both in the textile sector and generally in settings outside manu-facturing several researchers have identified research gaps, both in terms of administrative applications and how employees are affected. These gaps are explored in three different research questions support-ing the following main purpose:

To explore how lean principles and methods, from a textile management perspective, can benefit tex-tile companies

The research methodology aligns to an abductive research approach, merging theory and real-life ob-servation throughout the project. This approach also supports a close connection between theory-building and practice development. The empirical data, from which the analysis and conclusions are made, is gathered in four appended papers. Two of them use a case study methodology, one a single case study approach and one a multiple-case study approach, respectively. The two other papers use an action research approach. The research quality has been demonstrated mainly by addressing issues related to research bias and reactivity, two key areas in qualitative research.

Concluding the results shows that lean can serve as an enabler for the textile sector, applied in a textile management context. The research provides useful insights of effects due to lean intervention and also adds to the lean research body beyond a manufacturing context. From a managerial implications stand-point the research supports companies regarding both how to apply lean outside production and what effects that it can result in. It can also serve as a guideline at a strategy level on how to achieve busi-ness improvement. Future research is needed at system level with a scope of an entire company, since this research has explored lean at a minor scale. Also conflicting findings connected to changed work-related stress levels were found regarding the employee perspective. This needs to be explored further to understand how possibly increased stress can be reduced or eliminated.

Place, publisher, year, edition, pages
Borås: Högskolan i Borås, 2016
National Category
Economics and Business
Identifiers
urn:nbn:se:hb:diva-8702 (URN)978-91-88269-06-5 (ISBN)978-91-88269-07-2 (ISBN)
Available from: 2016-02-22 Created: 2016-01-28 Last updated: 2016-03-18Bibliographically approved
Manfredsson, P., Andersson, R. & Lantz, B. (2015). Total productive maintenance in support processes: an enablerfor operation excellence. Total Quality Management and Business Excellence, 26(10), 1042-1055
Open this publication in new window or tab >>Total productive maintenance in support processes: an enablerfor operation excellence
2015 (English)In: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 26, no 10, p. 1042-1055Article in journal (Refereed) Published
Abstract [en]

In order to stay competitive in today’s marketplace, it is vital to reduce activities that do

not create value. Lean production has in the last decade been seen as a philosophy to

reduce non-value time. The office environment often presents a major improvement

opportunity to reduce non-value time. Lean contributes positively to business

performance applied in a manufacturing context and is also suggested to do the

same in a service context. The purpose of the paper is to analyse and determine how

total productive maintenance (TPM) can be applied within the support process and

to identify effects from an employee and business perspective. A case study has

been performed and a qualitative research approach was selected. Empirical data

were gathered by using semi-structured interviews at one case company, but from

several teams that had applied TPM. The result was then used as an inductive

approach to explore how TPM can be applied in a support process. To implement

and apply TPM within an office context, it should be structured in three steps

(i) define, (ii) implement and (iii) sustain. TPM should be conducted as a part of the

ordinary day-to-day work. The planning and discussions connected to TPM can be

included in regular daily departmental ‘stand-up meetings’ involving everybody. The

work with 5S and maintenance should also be a part of the TPM structure,

connecting it as a system and not as an isolated activity. TPM can create value from

both a business and an employee perspective. In the employee perspective, TPM

reduces the risk of missing/forgetting areas of responsibility and creates more

involvement. In the business perspective, objectives such as cost and quality are

improved, but TPM also enables the reduction of waste.

Keywords
lean office; total productive maintenance (TPM); support process; service
National Category
Work Sciences Transport Systems and Logistics
Research subject
Textiles and Fashion (General)
Identifiers
urn:nbn:se:hb:diva-876 (URN)10.1080/14783363.2015.1068598 (DOI)
Available from: 2015-10-13 Created: 2015-10-13 Last updated: 2018-05-27Bibliographically approved
Manfredsson, P., Göbel, H. & Torstensson, H. (2014). Agility enabling lean: A team based method for flexibility and structure. Paper presented at 17th QMOD-ICQSS, Quality Management and Organizational Development Conference - International Conference Quality and Service Sciences, Prag, 3-5 sept 2014. Paper presented at 17th QMOD-ICQSS, Quality Management and Organizational Development Conference - International Conference Quality and Service Sciences, Prag, 3-5 sept 2014. Lund University
Open this publication in new window or tab >>Agility enabling lean: A team based method for flexibility and structure
2014 (English)Conference paper, Published paper (Refereed)
Abstract [en]

A method, derived from lean thinking and agile methods containing four steps, using short, time-boxed iterations, was developed and implemented in a support team. The effects of the method in use include a clearer structure of work tasks in terms of priorities, objective and better alignment with business goals. It also increased closure and definition of tasks and better levelling of work tasks between team members. However, a negative effect was an increased level of stress in the work environment. The agility-based method supported the team’s lean implementation by creating a pull system with work-in-progress control. Other lean elements were improved, such as levelling of workload. Hence the agility-based method approach can be viewed as an enabler for lean management.

Place, publisher, year, edition, pages
Lund University, 2014
Keywords
Lean, Agile, Support process, Textilt management
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics
Research subject
Textiles and Fashion (General)
Identifiers
urn:nbn:se:hb:diva-7337 (URN)2320/14618 (Local ID)978-91-7623-086-2 (ISBN)2320/14618 (Archive number)2320/14618 (OAI)
Conference
17th QMOD-ICQSS, Quality Management and Organizational Development Conference - International Conference Quality and Service Sciences, Prag, 3-5 sept 2014
Note

Sponsorship:

Ericsson AB

Available from: 2015-12-22 Created: 2015-12-22
Göbel, H., Cronholm, S. & Manfredsson, P. (2014). LeAgile Management: an IT Service Management Perspective. In: : . Paper presented at 17th QMOD Conference Quality Management and Organizational Development 3-5 September 2014 Prague, Czech Republic.
Open this publication in new window or tab >>LeAgile Management: an IT Service Management Perspective
2014 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Purpose: In order to reduce or eliminate different organizational problems, the sector of manufacturing often makes use of the two popular concepts: Agile and Lean. Lean as well as Agile have been proven to contribute with significant benefits such as responding to changing environments and to reduce costs. A literature review reveals that researchers have advanced the idea of Lean and Agile concepts coexisting through the development of a theory of “LeAgile” manufacturing. However, the state-of-art shows that Lean and Agile still are separately discussed in a shared context and that they are not yet clearly and fully integrated. Furthermore the existing LeAgile theories are only studied within the industry concerning manufacturing and production systems and the empiric evaluations are vague. The main purpose of this paper is to study Lean and Agile concepts within an IT Service Management (ITSM) context in order to understand how they could be fully integrated and what the expected value is. Methodology: In order to find an answer to the research question, we have applied a qualitative research approach. The research approach embraced three phases in a three year project where researchers studied several ITSM organizations. Findings: Our study shows that it is possible to fully integrate components of Lean and Agile concepts within the ITSM sector. The decoupling point previously defined in Leagile theory have become blurred. We have also shown that embracing “LeAgile IT Service Management” leads to positive effects such as: higher customer satisfaction, better communication between service providers and consumers, increased efficiency (and effectiveness), reduced costs and improved quality. Originality: The originality is justified by the scope of application (ITSM) in combination of the empirical sources used. The scientific contribution is motivated by the debate on how Lean and Agile philosophies can co-exist within organizations. The contribution consists of improved knowledge to each of the Lean and Agile fields separately as well as to the LeAgile theory and ITSM. The practical contribution is motivated by the identification of existing problems within the ITSM sector and how the LeAgile concepts can reduce them.

Keywords
LeAgile Service Management, Lean, Agile, ITSM, DSR, Lean, Agile, IT Service Management
National Category
Business Administration Information Systems Information Systems
Research subject
Library and Information Science; Bussiness and IT
Identifiers
urn:nbn:se:hb:diva-7268 (URN)2320/14445 (Local ID)2320/14445 (Archive number)2320/14445 (OAI)
Conference
17th QMOD Conference Quality Management and Organizational Development 3-5 September 2014 Prague, Czech Republic
Available from: 2015-12-22 Created: 2015-12-22 Last updated: 2018-01-10Bibliographically approved
Andersson, R., Manfredsson, P. & Hilletoft, P. (2014). Lean Six Sigma strategy: A case study from Sweden. Paper presented at International Conference on Technology Innovation and Industrial Management, 28th-30th May 2014, Seoul, South Korea. Paper presented at International Conference on Technology Innovation and Industrial Management, 28th-30th May 2014, Seoul, South Korea. International Conference on Technology Innovation and Industrial Management
Open this publication in new window or tab >>Lean Six Sigma strategy: A case study from Sweden
2014 (English)Conference paper, Published paper (Refereed)
Abstract [en]

A Lean Six Sigma strategy ensures more flexible, robust, and efficient processes. However, to make them agile, something more is required. This could include training the staff, strengthening company culture and collaborating with key partners in the supply chain.

Place, publisher, year, edition, pages
International Conference on Technology Innovation and Industrial Management, 2014
Keywords
Six Sigma, Telecom Manufacturing, Lean, Textilt Management
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics
Research subject
Textiles and Fashion (General)
Identifiers
urn:nbn:se:hb:diva-7354 (URN)2320/14727 (Local ID)2320/14727 (Archive number)2320/14727 (OAI)
Conference
International Conference on Technology Innovation and Industrial Management, 28th-30th May 2014, Seoul, South Korea
Available from: 2015-12-22 Created: 2015-12-22
Andersson, R., Hilletoft, P., Manfredsson, P. & Hilmola, O.-P. (2014). Lean Six Sigma strategy in telecom manufacturing. Industrial management + data systems, 114(6), 904-921
Open this publication in new window or tab >>Lean Six Sigma strategy in telecom manufacturing
Show others...
2014 (English)In: Industrial management + data systems, ISSN 0263-5577, E-ISSN 1758-5783, ISSN 0263-5577, Vol. 114, no 6, p. 904-921Article in journal (Refereed) Published
Abstract [en]

The Lean Six Sigma strategy ensures flexible, robust, and efficient processes. However, to make them more agile in order to sustain in today’s highly competitive environment, something more is required. This could include staff training, strengthening company culture and collaborating with key partners in the supply chain.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2014
Keywords
Lean, Six Sigma, Telecom manufacturing, Textilt Management
National Category
Production Engineering, Human Work Science and Ergonomics Business Administration
Research subject
Textiles and Fashion (General)
Identifiers
urn:nbn:se:hb:diva-2059 (URN)10.1108/IMDS-02-2014-0069 (DOI)2320/14729 (Local ID)2320/14729 (Archive number)2320/14729 (OAI)
Available from: 2015-11-13 Created: 2015-11-13 Last updated: 2018-01-24Bibliographically approved
Andersson, R., Manfredsson, P. & Svensson, V. (2014). Preventive maintenance is an enabler for operation excellence in support processes. Paper presented at 17th QMOD-ICQSS, Quality Management and Organizational Development Conference - International Conference Quality and Service Sciences, Prague, 3-5 September 2014,. Paper presented at 17th QMOD-ICQSS, Quality Management and Organizational Development Conference - International Conference Quality and Service Sciences, Prague, 3-5 September 2014,. Lund University Library Press
Open this publication in new window or tab >>Preventive maintenance is an enabler for operation excellence in support processes
2014 (English)Conference paper, Published paper (Refereed)
Abstract [en]

TPM in a Lean office environment can create values both in a business and an employee dimension. In the employee dimension TPM reduces the risk of missing/forgetting areas of responsibility and creates more involvement. In the business dimension objectives such as cost, quality and supporting the reduction of waste improved. Preventive maintenance meetings can be included and performed once a month in the ordinary departmental “stand-up meetings”. Methods like 5S, which need to be updated on a continuous basis, and standardized maintenance should also be connected to the TPM work. But first all employees should be trained in order to have the same direction/behavior.

Place, publisher, year, edition, pages
Lund University Library Press, 2014
Keywords
Lean Office, Total Preventive Maintenance, Support Process, Service Management, Textilt Management
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics
Research subject
Textiles and Fashion (General)
Identifiers
urn:nbn:se:hb:diva-7353 (URN)2320/14726 (Local ID)978-91-7623-086-2 (ISBN)2320/14726 (Archive number)2320/14726 (OAI)
Conference
17th QMOD-ICQSS, Quality Management and Organizational Development Conference - International Conference Quality and Service Sciences, Prague, 3-5 September 2014,
Available from: 2015-12-22 Created: 2015-12-22
Andersson, R., Manfredsson, P. & Torstensson, H. (2013). How to Integrate Suppliers by Training in Lean Thinking. In: Dahlgaard Park, Su Mi, Dahlgaard, Jens, Gomišček, Boštjan (Ed.), : . Paper presented at 16th QMOD-ICQSS Quality Management and Organizational Development Conference, Portorož, 4-6 september 2013. University of Maribor
Open this publication in new window or tab >>How to Integrate Suppliers by Training in Lean Thinking
2013 (English)In: / [ed] Dahlgaard Park, Su Mi, Dahlgaard, Jens, Gomišček, Boštjan, University of Maribor , 2013Conference paper, Published paper (Refereed)
Abstract [en]

Purpose: Much research has addressed how to implement lean in a focal company, but little has been published about how to integrate suppliers in strategies and the focal company’s culture, such as lean production or lean thinking. The purpose of the article is to investigate if suppliers can become more integrated in the supply chain by training in lean thinking at the focal company and to explain a possible structure of the training. Design/methodology/approach: A multiple-case study has been conducted of the focal com- pany and five of its supply companies. The findings are supported empirically by on-site interviews and by observations, as well as by a binomial two-proportion test that was used to analyse the statistical data of the delivery precision. Findings: While the training programme does not show a conclusive result for the supply chain, it has made a difference for all participating suppliers. In most cases the training programme was a trigger that started or boosted the internal work with continuous improvements. In some cases it helped create structured ways of working and improved the internal production flows.

Place, publisher, year, edition, pages
University of Maribor, 2013
Keywords
lean management, supply chain, training, quality, Textilt management
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Textiles and Fashion (General)
Identifiers
urn:nbn:se:hb:diva-7015 (URN)2320/12603 (Local ID)978-961-232-269-4 (ISBN)2320/12603 (Archive number)2320/12603 (OAI)
Conference
16th QMOD-ICQSS Quality Management and Organizational Development Conference, Portorož, 4-6 september 2013
Available from: 2015-12-22 Created: 2015-12-22 Last updated: 2017-02-02Bibliographically approved
Organisations

Search in DiVA

Show all publications