Service Implementation Framework in Manufacturing Firms: A Case Study

The culture and the operational methods of service management have become a formidable competitive weapon even for manufacturing firms. The term "service factory" has been proposed for identifying that particular integration of products and services, achieved by the excellent manufacturing firm, where "service is a multidimensional concept". The creation of a service factory necessarily implies a radical change in the operational and organizational characteristics of the firm. In order to support manufacturing firms in adopting a service strategy, it is relevant on the one hand to identify the bundle of services which have to be provided for the customers and, on the other hand, to understand the implications for firm management model. As regards the first point, the paper proposes a framework which classifies the services along with two dimensions: Timedimension and target-dimension. The proposed framework is of interest for manufacturing firms because it allows a better recognition of services that are more perceptible for the customers. In the second part of the paper, authors discuss the implications of a service strategy adoption on the management model of manufacturing firms. In order to carry out this analysis, authors propose a model that combines four service dimensions with three decision-making categories (Organization, Methodologies and Technologies). In the end, the proposed framework has been applied in a sample of Italian hot water heater manufacturers and a case study analysis has been carried out

Integrating personal learning and working environments

This review paper part of a series of papers commissioned by the Institute for Employment Research at the University of Warwick under the title of 'Beyond Current Horizons – Working and Employment Challenge'. In turn, in forms part of a larger programme of work under the banner of Beyond Current Horizons that is being managed by FutureLab on behalf of the UK Department for Schools, Children and Families. The brief was to cover: - The main trends and issues in the area concerned; - Any possible discontinuities looking forward to 2025 and beyond; - Uncertainties and any big tensions; - Conclusions on what the key issues will be in the future and initial reflections on any general implications for education. Given the wide ranging nature of the brief, this paper largely confines itself to trends and issues in the UK, although where appropriate examples from other countries in Europe are introduced. We realise that in an age of growing globalisation the future of work and learning in the UK cannot be separated from developments elsewhere and that developments in other parts of the world may present a different momentum and trajectory from that in the UK. Thus, when reading this report, please bear in mind the limitations in our approach

TransparentHMD: Revealing the HMD User's Face to Bystanders

While the eyes are very important in human communication, once a user puts on a head mounted display (HMD), the face is obscured from the outside world's perspective. This leads to communication problems when bystanders approach or collaborate with an HMD user. We introduce transparentHMD, which employs a head-coupled perspective technique to produce an illusion of a transparent HMD to bystanders. We created a self contained system, based on a mobile device mounted on the HMD with the screen facing bystanders. By tracking the relative position of the bystander using the smartphone's camera, we render an adapting perspective view in realtime that creates the illusion of a transparent HMD. By revealing the user's face to bystanders, our easy to implement system allows for opportunities to investigate a plethora of research questions particularly related to collaborative VR systems

Technological advantage and market loss: Siemens and the X-ray machine business in Japan (1900–1960)

This paper focuses on the involvement of Siemens on the market for radiology equipment in Japan between 1900 and 1960 from a business history perspective. It explores why the German multinational was unable to keep its dominant position on the Japanese market in the interwar years, despite its technological competitiveness. In particular, it examines the strategic choices made by the firm (export, licensing, direct investment) in relation to the changing economic and technological environment, highlighting the importance, for foreign multinationals, of working together with national trading firms involved in the distribution of drugs and products for doctors, as the Japanese medical market was already well structured when the country opened up to the West. Four phases have been identified. At first, before World War I, German manufacturers of X-ray machines, especially Siemens, enjoyed a virtual monopoly in Japan and favored an export strategy. The political and technological shifts that occurred during the war (interruption of trade with Germany, development of the Coolidge X-ray tube by General Electric) led to a more competitive market in Japan. Siemens reorganized its involvement in this business via a contract signed with a domestic medical goods trade company, Goto Fuundo (1926). Yet this proved insufficient to overcome the competition, and Siemens finally decided to relocate some of its production facilities for X-ray machines in Japan by entering into a joint venture with Goto (1932). Relations between Siemens and Goto were severed by the war, and Goto tried until the 1950s to go it alone in this field but failed due to a lack of organizational capability. As for Siemens, it reverted to its export strategy approach, re-entering the market in the 1950s.Siemens, Goto Fuundo, X-ray machines, medical market

Technological advantage and market loss: Siemens and the X-ray machine business in Japan (1900-1960)

This paper focuses on the involvement of Siemens on the market for radiology equipment in Japan between 1900 and 1960 from a business history perspective. It explores why the German multinational was unable to keep its dominant position on the Japanese market in the interwar years, despite its technological competitiveness. In particular, it examines the strategic choices made by the firm (export, licensing, direct investment) in relation to the changing economic and technological environment, highlighting the importance, for foreign multinationals, of working together with national trading firms involved in the distribution of drugs and products for doctors, as the Japanese medical market was already well structured when the country opened up to the West. Four phases have been identified. At first, before World War I, German manufacturers of X-ray machines, especially Siemens, enjoyed a virtual monopoly in Japan and favored an export strategy. The political and technological shifts that occurred during the war (interruption of trade with Germany, development of the Coolidge X-ray tube by General Electric) led to a more competitive market in Japan. Siemens reorganized its involvement in this business via a contract signed with a domestic medical goods trade company, Goto Fuundo (1926). Yet this proved insufficient to overcome the competition, and Siemens finally decided to relocate some of its production facilities for X-ray machines in Japan by entering into a joint venture with Goto (1932). Relations between Siemens and Goto were severed by the war, and Goto tried until the 1950s to go it alone in this field but failed due to a lack of organizational capability. As for Siemens, it reverted to its export strategy approach, re-entering the market in the 1950s.Siemens, Goto Fuundo, X-ray machines, medical market

Tour guiding, organisational culture and learning: lessons from an entrepreneurial company

This paper examines the impacts of organisational culture on the learning and development of tour guides. Drawing on a case study of a small entrepreneurial tour company, the paper considers the nature of the organisation's culture, the tours it provides, including their narrative contents and the processes of organisational learning and socialisation. The paper suggests that the development of a learning culture within such an organisation may benefit from the provision of appropriate learning opportunities among the guides and facilitators who coordinate guide development

Implementation of virtual manufacturing by a technology licensing company

NoThe paper considers the implementation of a virtual manufacturing system as an alternative to outward technology licensing in a high technology industrial sector. Brief theoretical definition and description of the two strategy options is provided to give background and context. This is followed by empirical material from a longitudinal case study of a company that has developed a virtual manufacturing system in addition to its pre-existing outward technology licensing business stream. A summary account of the company history and development is followed by description of the virtual manufacturing proposal. Analysis of this identified a number of competencies that would be required in order to succeed. The final part of the paper describes the company's response to this analysis and discusses early implementation of the virtual system. It is shown that implementation of the proposal has represented a positive response to the business challenges facing the company

From cultural quarters to creative clusters – creative spaces in the new city economy

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