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The purpose of the research presented is to analyse and discuss critical challenges related to the development of a production system portfolio.

The study employs a longitudinal case study of an industrialization project at a global supplier in the automotive industry.

This research makes two clear theoretical contributions. First, it extends the existing research on the manufacturing and R&D interface by proposing an innovative structure for production system development facilitating manufacturing companies in their efforts of being fast and cost-effective when introducing new products to the market. Second, this research identifies challenges related to the adoption of a production system portfolio and the necessary actions of a manufacturing company applying such a portfolio strategy.

The findings should be seen as a first attempt at assisting the development of a production system portfolio that matches the product portfolio. However, since the findings are based on only one case, the findings are to some extent context-specific and thus need to be complemented by more research.

The research unveils challenges related to production system development and provides managers with a better understanding of some of the implications of the adoption of a portfolio strategy.

This empirical study is among the first to explore the implications of a production system portfolio strategy. It advances the understanding towards a fully integrated product and production system development.

The purpose of this paper is to understand how the characteristics of low-volume manufacturing industries influence the product introduction process and factors which can facilitate that process in low-volume manufacturing industries.

A literature review and a multiple-case study were used to achieve the purpose of the paper. The multiple-case study was based on two product development projects in a low-volume manufacturing company.

The main identified characteristics of the product introduction process in low-volume manufacturing industries were a low number of prototypes, absence of conventional production ramp-up, reduced complexity of the process, failure to consider the manufacturability of the products due to an extensive focus on their functionality and increased complexity of resource allocation. It was determined that prior production of similar products could serve as a facilitator of the manufacturing process.

The main limitation of this study is that the identified characteristics and facilitating factors are confined to the internal variables of the studied company. A study of the role of external variables during the product introduction process such as suppliers and customers could be the subject of future studies.

This research will provide practitioners in low-volume manufacturing industries with general insight about the characteristics of the product introduction process and the aspects that should be considered during the process.

Whereas there is a significant body of work about product introduction process in high-volume manufacturing industries, the research on characteristics of the product introduction process in low-volume manufacturing industries is limited.

The purpose of this paper is to describe the underlying design information and success factors for production equipment acquisition, in order to support the design of high‐performance production systems.

The research strategy employed was an in‐depth case study of an industrialization project, together with a questionnaire of 25 equipment suppliers.

The study provides the reader with an insight into the role of design information when acquiring production equipment by addressing questions such as: What type of information is used? How do equipment suppliers obtain information? What factors facilitate a smooth production system acquisition?

Limitations are primarily associated with the chosen research methodology, which requires further empirical studies to establish a generic value.

The implications are that manufacturing companies have to transfer various types of design information with respect to the content and kind of information. More attention has to be placed on what information is transferred to ensure that equipment suppliers receive all the information needed to design and subsequently build the production equipment. To facilitate integration of equipment suppliers, manufacturing companies should appoint a contact person who can gather, understand and transform relevant design information.

External integration of equipment suppliers in production system design by means of design information is an area that has been rarely addressed in academia and industry.

The purpose of the paper is to present a fundamental mindset that an experienced Japanese Toyota Production System (TPS) consultant has when he drives a series of improvement activities during a lean transformation.

The main author of this paper conducted participant observations on two lean transformation cases at two medium‐sized Swedish manufacturing companies. The studied lean transformations are driven by the mentioned Japanese consultant. Before he became a consultant, he had practiced TPS more than 20 years at a supplier company of Toyota.

Instead of making a detailed plan to implement lean production, the consultant focuses on creating the need for improvement. The identified fundamental mindset that drives a lean transformation can be described as “occasionally by force, create a situation where people have no choice (or little choice) but to feel the need of improvement. The situation is such that it brings different problems up to surface. Through letting people solve the problems one‐by‐one, the performance of the operation as well as the capability of individual and organizational learning are improved.” Various lean techniques are simply used based on the surfaced problems.

The recent research shows that a contingent nature is required in lean transformation, especially when it requires an organizational cultural change. However, a limited number of researches have shown practical ways of conducting a lean transformation with a contingent approach. The paper identifies a simple but practical way of doing it.