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ETO supply chains produce high-value products on a project basis. The occurrence of delays is a major problem that impacts the performance of a company and its supply chain. The purpose of this paper is to analyze the cause of delays and to understand the role of coordination to mitigate them.

An in-depth case study was conducted to identify problems that delay a project and to examine such problems from a systemic perspective. Based on data from interviews, group meetings, field observations and documentation, a pattern is proposed to explain the relation between coordination and lead time.

Conceptually, to reduce the project lead time a higher level of concurrency is necessary. However, more concurrency increases the interdependencies between activities, something which demands more coordination effort. Since the coordination mechanisms applied are not appropriate to cope with the increasing coordination effort, a number of problems appear causing reworks and delays which increase the lead time.

The main limitation is that the authors are not able to distinguish which particular project characteristic influences the adoption of a specific coordination mechanism. Further research is required to examine the effect of various coordination mechanisms across a higher number of projects.

Practitioners can benefit from discussions in this study to comprehend how coordination can improve the delivery performance in ETO supply chains.

This study contributes to a better understanding of coordination in ETO supply chains by making sense of problems that delay the project. Matching the coordination mechanisms with the required coordination effort, which is based on the project characteristics, is a way to avoid delays and reduce the lead time.

The integration of design and manufacturing operations within the firm has been much discussed, particularly with respect to the development of a concurrent engineering approach to product development. Where product development activities occur between firms, the issue of design and manufacturing integration is less well developed. The notion of networked firms and partnership development requires consideration of how product development activities will be managed in the future. The outsourcing of design and manufacturing is becoming prevalent. Firms are involving their suppliers in both design and manufacturing. The need for cross‐functional inputs necessitates consideration of how coordination and integration can be sustained across this inter‐firm relationship. This article proposes a typology of inter‐firm mechanisms, which firms are using to integrate design and manufacturing operations in product development. It is based on a review of literature on design‐manufacturing integration at the inter‐firm level.

Companies are increasingly adopting technologies that can promote integration between functions and tasks. The implementation of these technologies has largely concerned the tasks of installation and the technical integration of the system. However, insufficient attention appears to have been directed towards organizational and managerial integration issues. Argues, based on empirical data from 15 UK engineering companies, that effective implementation of integrating technology requires a better understanding of issues concerning the integration of functions/tasks involved. Focuses on the issues and problems concerning managers involved with improving engineering/production integration, and proposes alternative organizational and technical mechanisms for implementing such integration. Reviews these mechanisms by reference to the engineering case companies.

The purpose of this paper is to exploit site‐based research evidence from a range of value streams so as to prioritise the industrial engineering (IE) foci necessary to move towards the goal of a seamless demand chain.

A sample of 40 real‐world value streams have been audited to produce codified scores assessing the usage of 12 Simplicity Rules leading to streamlined material flow. The rules are partitioned into “local” (Internal) and “holistic” (External) actions. Exploratory statistics are used to explore the different uptake of these two groups.

The sample is neither random nor fully representative of all supply chain scenarios. This paper confirms, via site based research, the validity of first actioning the improvements necessary to enable “our process” to deliver efficiently and effectively, in response to internal demands.

Expending effort into effective engineering of “our process(es)” as first priority offers a double advantage compared to starting at the systems level. Such a strategy generates both competence and confidence. Once this level is achieved the business is in a good position for upgrading the external interfaces.

This paper shows that modern industrial engineering concepts transpose into two groups of Simplicity Rules, which can move a business forward towards the seamless demand chain goal. The rich field data confirm a logical industrial engineering sequence when enhancing demand chain performance.

Here's an approach to implementing a new system gradually so it won't be a shock to the organization.

Focuses on the benefits of actually carrying out the tenets of simultaneous, or concurrent, engineering on a project. The advantages are not explained in purely theoretical fashion but rather, are presented with factural data and experiential retrospect. The Hewlett‐Packard (HP) 34401A Multimeter not only represents a breakthrough in its market and specifications, but also a radical improvement in the product development process and subsequent manufacturing processes required to bring it to the marketplace in a tough global economy. Shows how HP integrates tools such as DFMA, QFD, and activity‐based‐costing into the concurrent engineering process to give the customer what he really wants at a competitive price. Lower manufacture and assembly techniques, lower cost and higher reliability is being achieved.

The purpose of this paper is to analyze the best way to create value in Portugal through quality and innovation and also to check what needs to be improved.

A questionnaire was applied to population of 152 companies, with the research and development (R&D) management certified by Portuguese Standard NP 4457. The final sample was 66 companies, which correspond to 45 percent of the population. Statistical analysis of the data collected was performed using IBM SPSS Statistical Software.

The authors highlighted the main reasons/motivations that led companies to implement the NP 4457, which were, among others, competitive advantage and creating value. The systematization of information and the generation and management of ideas were highlighted as the main advantages. The lack of methodologies for innovation management and knowledge management was the difficulty experienced in the implementation of NP 4457. Portugal needs to increase patent registration and it also needs to know how to take advantage of the investment made in R&D, in order to decrease the unit cost of knowledge. Portuguese engineering should be more about product design than production processes. The involvement of top management must be greater.

This investigation contributes to the innovation and quality body of knowledge, since it explores the complementarity between the two concepts as sources of value creation. This case study is one of the first Portuguese empirical research works about value creation through quality and innovation in Portugal. It also allows to know in detail the Portuguese business reality in terms of innovation management.

The purpose of this paper is to explore the development of a platform-based project execution in the industrialised construction sector, with a focus on systematically balancing cost and value. Offering custom-tailored buildings at reasonable costs has been a growing concern for many construction companies. A promising approach adapted by operations management and design theory regards individual building projects as the adjustment and recombination of components and processes from a set of predefined platforms, while configuration systems assure feasible building solutions.

After adapting some of the underlying assertions of platform design to the engineer-to-order (ETO) situation in construction, the practical implications are evaluated on a case study of a precast manufacturer using high performance concrete.

Based on empirical findings from three distinct platform strategies, this research highlights key aspects of adapting platform-based developed theory to industrialised construction. Building projects use different layers of product, process and logistics platforms to form the right cost – value ratio for the target market application, while modelling methods map structural platform characteristics so as to balance commonality and distinctiveness.

This paper proposes a general theory of platform-based development and execution in the industrialised construction sector, which goes beyond concurrent approaches of standardising and systemising buildings projects. It adapts and extends established frameworks for platform development to the ETO situation in construction and empirically validates their cost and value effects.

Changing manufacturing policy and manufacturing technology has had serious implications for production managers. A survey to identify the nature and extent of the impact of changes in manufacturing technology on the jobs of production or manufacturing managers shows that managers are concerned about the changing nature of their jobs and are increasingly dissatisfied with their roles. Their jobs are diminished but more stressful because they must maintain responsibility over a system over which they have little control. Yet they need a wider range of skills, e.g. people management and a broad knowledge of different subjects, to perform this role. The inevitability of change and the future directions in this area are discussed.