Options
Thomas Friedli
Title
Prof. Dr.
Last Name
Friedli
First name
Thomas
Email
thomas.friedli@unisg.ch
Phone
+41 71 224 7261
Homepage
Now showing
1 - 10 of 343
-
PublicationType: journal article
-
PublicationType: journal articleJournal: Brazilian Journal of Operations & Production Management
Scopus© Citations 3 -
PublicationCentralism or Autonomy? Insights into the decision allocation within International Manufacturing Networks( 2024-02)
;Gwen Louis Steier ;Kevin GleichGisela LanzaThe right balance between centralization and autonomy in International Manufacturing Networks (IMNs) is the subject of an intensive debate within academic literature and practice. As part of a focus group with 18 industry experts at IMN management, we examined this topic in more detail. We could contribute to the scientific discussion with the latest insights from industrial challenges by identifying and evaluating the most critical challenges and the decision allocation within 14 diverse manufacturing companies.Type: journal articleJournal: Zeitschrift für wirtschaftlichen FabrikbetriebVolume: 119 -
PublicationHow digital platforms can be leveraged to enable closed material loops – An example of the steel supply chain( 2024)
;Lukas Budde ;Leonardo LagliaType: journal article -
PublicationIntegrate or separate: lean and digitalization programs through the lens of boundary work management( 2024)Purpose-Although benefits are promising, many companies face problems leveraging synergies between Lean and Digitalization at the program management level. This paper aims to identify activities to manage the boundaries of Lean and Digitalization programs. Design/methodology/approach-The research design follows a cross-industry multiple-case study approach. A total of 14 interviews were conducted with Lean and Digitalization experts from 10 companies. Interview quotes were mapped on a pre-defined list of descriptive codes and iteratively merged and excluded. Findings-We identified 12 activities by which companies manage the boundaries of their Lean and Digitalization programs. Three distinct boundary management approaches could be identified: collaborative, configurational, and competitive. A collaborative approach fosters governance, the belief in synergies, and the development of combined artifacts. A configurational approach creates combined responsibilities, assesses areas of collaboration, and fosters interaction across the organization. A competitive approach creates unclear responsibilities and exchange, perceives no added value in integration and follows separated implementation of Lean and Digitalization programs. Originality/value-This study sheds light on the boundaries of Lean and Digitalization programs and identifies activities to manage them. We derive propositions for the Lean and Digitalization program management. Moreover, this study positions itself at the forefront of research investigating how integration of Lean and Digitalization actually occurs or does not occur.Type: journal articleJournal: Journal of Manufacturing Technology Management
-
PublicationShaping the Future of Pharmaceutical Manufacturing Quality: From Quality Metrics to Quality Management Maturity and BeyondQuality excellence is a key factor in pharmaceutical manufacturing that differentiates the high performers from the less successful companies. Quality Metrics research identified that ‘high performer’ manufacturing plants excel for most Pharmaceutical Quality System (PQS) effectiveness metrics, achieve this with lower inventory levels, all while handling more Stock Keeping Units (SKUs).6 On the other hand, the research also confirms that manufacturing plants with low PQS excellence, report a higher share of indirect QA/QC labor full time equivalents (FTEs), in response to underlying operational stability problems. Quality Excellence is described as an advanced approach to quality which goes beyond merely being compliant with regulations. Quality excellence is patient-driven, culturally embedded and built into the processes and behavior of an organization. This article provides an overview of quality metrics research undertaken by the authors on behalf of FDA and the development of a machine learning based, predictive risk surveillance model.Type: journal articleJournal: American Pharmaceutical ReviewVolume: 26Issue: 2
-
PublicationThe Role of Social and Technical Lean Implementation in Improving Operational Performance: Insights from the Pharmaceutical Industry(World Academy of Science, Engineering and Technology, 2023)The objective of this paper is to examine the relationships between technical and social lean bundles as well as operational performance in the context of the pharmaceutical industry. We investigate the direct and mediating effects of the lean bundles Total Productive Maintenance (TPM), Total Quality Management (TQM), Just-In-Time (JIT), and Human Resource Management(HRM) on operational performance. Our analysis relies on 113 manufacturing facilities from the St.Gallen OPEX benchmarking database. The results show that HRM has a positive indirect effect on operational performance mediated by the technical lean bundles.Type: journal articleJournal: International Journal of Industrial and Manufacturing EngineeringVolume: 17Issue: 2
-
PublicationThe role of management in lean implementation: evidence from the pharmaceutical industryPurpose – The purpose of this study is to investigate how soft lean practices moderate the performance effects of hard lean practices. The authors provide new evidence from the pharmaceutical industry, which is characterized by a highly regulated and technical environment and has been largely uncharted in the lean literature. Design/methodology/approach – Based on a review of the literature, the authors define a set of soft and hard lean practices. The authors test the hypotheses using factor analysis and moderated hierarchical linear regression on a unique dataset containing survey data and real performance measures of 351 pharmaceutical plants. Findings – The results show that soft lean practices can be both enabling and constraining. When management engages in performance measurement, visualisation and employee empowerment the relationship between hard lean practices and performance is positively moderated. On the other hand, when managers emphasise goal setting and work standardisation the performance outcomes are reduced.Type: journal articleJournal: International Journal of Operations & Production ManagementVolume: 43Issue: 3
-
PublicationType: journal articleJournal: Die VolkswirtschaftVolume: 96. JgIssue: 2
-
PublicationEnergieeffizienz als Geschäftschance für den Maschinen- und Anlagenbau?( 2023)
;Jonathan RöslerAngesichts steigender Energiekosten ist das Thema Energieeffizienz nicht erst seit heute von hoher Bedeutung für die in globaler Konkurrenz stehende produzierende Industrie. Maschinen- und Anlagenbauer versuchen, von der Nachfrage nach energieeinsparenden Lösungen zu profitieren. Paradoxerweise bleiben die erzielten Umsätze mit innovativen Paketen aus Hard- und Software sowie Services jedoch hinter den Erwartungen zurück. Auch der Versuch, Kunden mit neuen Geschäftsmodellen zu überzeugen, gelingt nicht in einem zufriedenstellenden Masse. Eine globale Befragung von Produktionsunternehmen offenbart die Gründe für dieses Phänomen aus Kundensicht und bietet gleichzeitig Ansatzpunkte, wie bestehende Barrieren durch die Anbieter überwunden werden können.Type: journal articleJournal: Zeitschrift für wirtschaftlichen FabrikbetriebVolume: 118Issue: 9