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Andersson, Roy
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Publications (10 of 16) Show all publications
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
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
Pal, R., Andersson, R. & Torstensson, H. (2012). Organisational resilience through crisis strategic planning: a study of Swedish textile SMEs in financial crises of 2007–2011. International Journal of Decision Sciences, Risk and Management, 4(3/4), 314-341
Open this publication in new window or tab >>Organisational resilience through crisis strategic planning: a study of Swedish textile SMEs in financial crises of 2007–2011
2012 (English)In: International Journal of Decision Sciences, Risk and Management, ISSN 1753-7169, E-ISSN 1753-7177, Vol. 4, no 3/4, p. 314-341Article in journal (Refereed) Published
Abstract [en]

Global financial crises of 2007–2011 have created tremendous impact on Swedish organisations, particularly small and medium-sized enterprises (SMEs). In such a context, study of organisational resilience, to survive and thrive, becomes increasingly significant. Key to economic resilience is upheld by crisis management (CM), business continuity planning (BCP) and growth perspectives. Thus crisis strategic planning (CSP) becomes fundamental in underpinning resilience. The study categorises resilient and less resilient SMEs in terms of their financial performance, and identifies what strategies differentiate them. Resilient firms showed better short-term CM through higher operational flexibility, while the less resilient firms lacked strategic readiness. Resilient firms showed more long-term strategies through BCP and growth strategies through market penetration, diversification and transformational initiatives. Multi-strategic initiatives help to develop CSP model, categorising firms along different resilience types, characterised by low and high degrees of planning and adaptation, respectively. Resilient Swedish SMEs mostly showed planned resilience in financial crises.

Place, publisher, year, edition, pages
Inderscience Publishers, 2012
Keywords
resilience, crisis strategic planning, CSP, growth, small and medium-sized enterprises, SMEs, business continuity planning, BCP, crisis management, CM, Sweden, textile and clothing, T&C, Textile management
National Category
Business Administration
Research subject
Textiles and Fashion (General)
Identifiers
urn:nbn:se:hb:diva-1561 (URN)2320/12283 (Local ID)2320/12283 (Archive number)2320/12283 (OAI)
Available from: 2015-11-13 Created: 2015-11-13 Last updated: 2017-12-15Bibliographically approved
Andersson, R., Månsson, B. & Yar Hamidi, D. (2012). Resilience in the supply and demand chain a new management strategy. In: : . Paper presented at XVI Convención Cientifica de Ingenieria y Arquitectura 2012, Havanna, Cuba.
Open this publication in new window or tab >>Resilience in the supply and demand chain a new management strategy
2012 (English)Conference paper, Published paper (Other academic)
Abstract [en]

The length and complexity of the supply chain tend to increase, rather than diminish, thereby making the supply chain riskier and less predictable and, hence, more vulnerable. At the same time, customers are becoming increasingly demanding. The challenge to businesses today is to create a resilient supply chain in order to manage and mitigate risk and vulnerability. The purpose of this paper is to describe the use methods and tolls from quality and logistics can improve supply chain resilience. There are five principles that characterise supply chain resilience: risk management culture, agility, design-and innovation-led organisations, collaboration and spreading and anchoring of the vision, goal, values and methods. Using a combined quality management philosophy, the speed of process could be increased, and the responsiveness and flexibility could be improved, which means quicker response to changes. It has also been indicated that a combined quality management philosophy improves the companies’ resilience, due to their increased agility and strengthened ability to handle variability and risk management. Quality management tools can be very effective in the companies’ efforts to control supply chain risk and to identify risk sources of variation, even outside the focal company.

Keywords
Resiliance, Innovation, Lean, Quality
National Category
Other Civil Engineering
Research subject
Bussiness and IT
Identifiers
urn:nbn:se:hb:diva-6855 (URN)2320/11803 (Local ID)2320/11803 (Archive number)2320/11803 (OAI)
Conference
XVI Convención Cientifica de Ingenieria y Arquitectura 2012, Havanna, Cuba
Available from: 2015-12-22 Created: 2015-12-22 Last updated: 2016-11-18Bibliographically approved
Ericsson, E. & Andersson, R. (2010). Interview survey of DFSS adoption in large enterprises. Paper presented at 13th International QMOD Conference, Cottbus, August 30-September. 13th International QMOD Conference, Cottbus, Germany, August 30-September
Open this publication in new window or tab >>Interview survey of DFSS adoption in large enterprises
2010 (English)In: 13th International QMOD Conference, Cottbus, Germany, August 30-SeptemberArticle in journal (Refereed) Published
Keywords
design for six sigma, DFSS, product development, PDP, quality tools, process model, Kvalitetsdriven logistik
National Category
Economics and Business
Identifiers
urn:nbn:se:hb:diva-3005 (URN)2320/7422 (Local ID)2320/7422 (Archive number)2320/7422 (OAI)
Conference
13th International QMOD Conference, Cottbus, August 30-September
Available from: 2015-11-13 Created: 2015-11-13 Last updated: 2018-03-18Bibliographically approved
Andersson, R. (2009). Supply chain resilience through quality management. (Doctoral dissertation). Göteborg : Chalmers tekniska högskola; Borås : Högskolan i Borås
Open this publication in new window or tab >>Supply chain resilience through quality management
2009 (English)Doctoral thesis, monograph (Other academic)
Abstract [en]

The length and complexity of the supply chain tend to increase, rather than diminish, thereby making the supply chain riskier and less predictable and, hence, more vulnerable. At the same time, customers are becoming increasingly demanding. The challenge to businesses today is to create a resilient supply chain in order to manage and mitigate risk and vulnerability. The purpose of the thesis is to explore, describe and develop the use of a combined quality management philosophy in logistics processes in order to improve supply chain resilience. The findings are supported by six studies, which are presented here in six papers. The studies show that there is a lot to gain if organisations are able to combine quality management philosophies, as they are complementary to one another. TQM places its strongest emphasis on the commitment and involvement of all employees. Lean is a discipline that focuses on process speed and removal of waste in order to increase customer value. Six Sigma benefits from an added focus on variability and design of products/services and processes. It has been indicated that a combined quality management philosophy makes the logistics processes more reliable, flexible, agile and robust while reducing cost. The companies’ risk awareness has increased and their risk management has been improved, thanks to the Six Sigma training programmes and philosophy. Using a combined quality management philosophy, the speed of production could be increased, and the responsiveness and flexibility could be improved, which means quicker response to changes. It has also been indicated that a combined quality management philosophy improves the companies’ resilience, due to their increased agility and strengthened ability to handle variability and risk management. Quality management tools can be very effective in the companies’ efforts to control supply chain risk and to identify risk sources of variation, even outside the focal company. In Six Sigma projects, the root cause of variation is often found outside the focal companies, which requires more collaboration in the supply chain. However, if the companies that use a combined quality management philosophy intend to become more resilient, they must involve suppliers and customers more in their own processes and design products/services and processes together. Collaboration with the suppliers and customers and the notion of how to extend a combined quality management philosophy outside the focal company are of importance in order to make the whole supply chain resilient. This could lead to a problem, especially since the conditions for transport and logistics in regards to the application of quality methods and tools represent a large area, unexploited by the companies. On the other hand, Six Sigma has standardised training courses, and it has been demonstrated how a Six Sigma framework can enable collaboration across companies’ boundaries in the supply chain, with the use of Six Sigma training and the DMAIC-roadmap as a common platform. Even if a combined quality management philosophy is effective and efficient, the companies must re-invest in additional methods, tools and strategies to make the entire supply chain resilient. It could be this re-investment in risk prevention and mitigation solutions that enables faster process responsiveness, the establishment of a risk management culture by creating common values, culture and rules in the supply chain and the use of logistics strategies and methods.

Place, publisher, year, edition, pages
Göteborg : Chalmers tekniska högskola; Borås : Högskolan i Borås, 2009
Series
Skrifter från Högskolan i Borås, ISSN 0280-381X ; 16
Series
Doktorsavhandlingar vid Chalmers tekniska högskola. Ny serie, ISSN 0346-718X ; 2985
Keywords
supply chain strategy, TQM, lean, agile, six sigma, logistics, Kvalitetsdriven logistik
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hb:diva-3526 (URN)2320/5413 (Local ID)978-91-7385-304-0 (ISBN)2320/5413 (Archive number)2320/5413 (OAI)
Note
Thesis to be defended in public at 2 October 2009 at 10.15 in Vasa C, Chalmers University of Technology, Gothenburg, for the Degree of Doctor of Philosophy. Opponent: Professor Martin Christopher, Cranfield UniversityAvailable from: 2015-12-04 Created: 2015-12-04
Andersson, R., Ottosson, T. & Larsson, J. (2007). A Case Study: A quality approach to managing supply chain risks.. In: : . Paper presented at QMOD, Helsingborg 19 juni 2007.
Open this publication in new window or tab >>A Case Study: A quality approach to managing supply chain risks.
2007 (English)Conference paper, Published paper (Other academic)
Keywords
Kvalitetsdriven logistik
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:hb:diva-5823 (URN)2320/3085 (Local ID)2320/3085 (Archive number)2320/3085 (OAI)
Conference
QMOD, Helsingborg 19 juni 2007
Note

(även artikel i konferenspublikation)

Available from: 2015-12-22 Created: 2015-12-22 Last updated: 2017-05-02Bibliographically approved
Andersson, R. & Hammerberg, P. (2007). A six sigma framework enabling collaboration across company boundaries in supply chain.. In: : . Paper presented at NOFOMA, Reykjavik 7-8 juni 2007.
Open this publication in new window or tab >>A six sigma framework enabling collaboration across company boundaries in supply chain.
2007 (English)Conference paper, Published paper (Other academic)
Keywords
Kvalitetsdriven logistik
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:hb:diva-5818 (URN)2320/3080 (Local ID)2320/3080 (Archive number)2320/3080 (OAI)
Conference
NOFOMA, Reykjavik 7-8 juni 2007
Note

(även artikel i konferenspublikation)

Available from: 2015-12-22 Created: 2015-12-22 Last updated: 2016-11-18Bibliographically approved
Andersson, R. (2007). Kombination av ledningsfilosofier bäst.. Intelligent logistik, 2, 23
Open this publication in new window or tab >>Kombination av ledningsfilosofier bäst.
2007 (Swedish)In: Intelligent logistik, ISSN 1653-9451, Vol. 2, p. 23-Article in journal (Other (popular science, discussion, etc.)) Published
Place, publisher, year, edition, pages
Intelligent Logistik, 2007
Keywords
Kvalitetsdriven logistik
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:hb:diva-2339 (URN)2320/3090 (Local ID)2320/3090 (Archive number)2320/3090 (OAI)
Available from: 2015-11-13 Created: 2015-11-13 Last updated: 2018-01-24Bibliographically approved
Andersson, R. (2007). Kvalitet ger cost cutting. Ericssons erfarenheter. In: : . Paper presented at Logistik & Transport, Göteborg, National Scientifik Conferences.
Open this publication in new window or tab >>Kvalitet ger cost cutting. Ericssons erfarenheter
2007 (Swedish)Conference paper, Published paper (Other academic)
Keywords
Kvalitetsdriven logistik
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:hb:diva-5810 (URN)2320/3072 (Local ID)2320/3072 (Archive number)2320/3072 (OAI)
Conference
Logistik & Transport, Göteborg, National Scientifik Conferences
Available from: 2015-12-22 Created: 2015-12-22 Last updated: 2016-11-18Bibliographically approved
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