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Viewing the Engineering Change Process from a Lean Product Development and a Business Perspective

Author

Listed:
  • Eirin Lodgaard

    (Product and Production Development, SINTEF Raufoss Manufacturing)

  • Geir Ringen

    (Product and Production Development, SINTEF Raufoss Manufacturing)

  • Catrine Eleonor Larsson

    (Norwegian University of Science and Technology)

Abstract

Engineering change (EC) has a major impact on companies’ success regarding quality, productivity, time-to-market, customer value, and profitability. EC in product development (PD) is a complex process, involving many actors and functions, especially in the late stages of PD. This article builds on an in-depth single case study from a Norwegian automotive supplier. The study identified perceived enablers and disablers of the EC process, both internally initiated and customer driven, in relation to the front-loading concept as an approach to managing ECs. Based on this, we have outlined a framework with the aim to improve the odds of benefitting economically from customer-driven ECs. Different PD strategies are depicted to consider, depending on the current situation of both internal and customer-driven ECs and the degree of front-loading. An interesting finding from this study is that under certain conditions, for instance when a company faces relatively few internal ECs at the same time as customer-driven ECs increase, a more business-oriented strategy may benefit the company more than would a pure front-loading approach. One important industrial implication of this work is a description of different strategies to consider, depending on the current situation of both internal and external ECs and the degree of front-loading. In additional, the article will provide an important contribution to how companies can organize EC process better for future success. This should also be relevant for the academia.

Suggested Citation

  • Eirin Lodgaard & Geir Ringen & Catrine Eleonor Larsson, 2018. "Viewing the Engineering Change Process from a Lean Product Development and a Business Perspective," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 9(4), pages 1374-1390, December.
    • Handle: RePEc:spr:jknowl:v:9:y:2018:i:4:d:10.1007_s13132-016-0436-y
    DOI: 10.1007/s13132-016-0436-y
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    References listed on IDEAS

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    1. Jeffrey H. Dyer, 1997. "Effective interim collaboration: how firms minimize transaction costs and maximise transaction value," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 535-556, August.
    2. G. Tomas M. Hult & David J. Ketchen & Mathias Arrfelt, 2007. "Strategic supply chain management: Improving performance through a culture of competitiveness and knowledge development," Strategic Management Journal, Wiley Blackwell, vol. 28(10), pages 1035-1052, October.
    3. Torgeir Welo, 2011. "On the application of lean principles in Product Development: a commentary on models and practices," International Journal of Product Development, Inderscience Enterprises Ltd, vol. 13(4), pages 316-343.
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    Cited by:

    1. Daria Kovalevskaya & Ann-Charlott Pedersen & Elsebeth Holmen & Aristidis Kaloudis & Geir Ringen, 2024. "Triads in Lean Management: Analyzing Buyer–Supplier-Supplier and Buyer–Supplier-Supplier’s Supplier Relationships for Zero-Defect Manufacturing," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 15(1), pages 616-660, March.

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