Search results

Nowadays manufacturers companies are increasingly compelled to navigate towards servitization. Different methods and approaches were proposed in literature to support them to switch from traditional product-based business model to product service systems (PSSs). However, new knowledge, capabilities and skills were needed to consistently develop PSSs, since they need a joint focus on both customer’s perspective and company’s internal performance and at the same time a proper support for the integration of product and service design. The purpose of this paper is to propose the Product Service System Lean Design Methodology (PSSLDM), a structured methodology to develop PSSs along their entire lifecycle.

Retrieving concepts from interpretative, interactive and system development research traditions, and strongly reminding the design research methodology framework, the adopted research methodology is composed of three main phases (observation and conceptualization, theory building and tool development, validation) and involved three heterogeneous companies.

This paper provides an overview of the PSSLDM, explaining how the different methods supporting its conduction should contribute to properly design an integrated PSS. Moreover, companies highlighted several benefits in the different stages along the PSS lifecycle deriving by the adoption of the PSSLDM.

The development of a platform based on the PSSLDM methodology raises a discussion on the possible changes needed by current Product Lifecycle Management (PLM) models and systems when they have to do with PSSs.

The PSSLDM enriches the already proposed SErvice Engineering Methodology, introducing new several components linked by lean rules in each of its phases (starting from customer analysis, going through solution concept and detailed design, until the offering analysis) and better supprting the deatil design of both prodcut and service components.

This research aims to investigate the influence of the implementation of technical cycles on both captured value and shared value in the circular economy context. Moreover, it analyses the moderating effect of competitive criteria on the relationship between technical cycles and captured value. Finally, it examines the relationship between the captured value and the shared value.

This research follows survey-based research with data gathered from 50 countries and 16 sectors, whose final sample represented 233 organisations. In order to validate the structural and measurement model, the authors applied the partial least squares structural equation modelling technique in the strict rigour of the confirmatory algorithm.

The validated research model demonstrates the value flow through technical cycles. Moreover, it shows the crucial role of the competitive criteria in the value stream through direct, moderate and indirect effects by influencing the relationship between technical cycles and captured and shared values. Finally, the study fills the gap for quantitative studies in the circular economy field.

From a practical perspective, this study contributes to structuring circular business models more robustly, by understanding the influence of competitive criteria (cost, quality, flexibility and delivery) on the conversion of operation strategy in the implementation of the technical cycles in the circular economy context. It contributes to decision-makers, in deciding on which competitive criteria to invest more, which brings more consistent results for technical cycle implementation. It also confirms the importance of partnerships, demonstrating how value cascades from the company through the value network.

As far as is known to date, this is the first study investigating the influence of competitive criteria in the circular economy context. Furthermore, it sheds light on the direct and indirect effects of the technical cycles on value captured by organisations and flow shared value with other players.

This research examines the impact of integrating lean manufacturing (LM) principles and Industry 4.0 (I4.0) into the product development process (PDP) of manufacturing companies in southern Brazil, with the objective of improving market performance (MP).

A survey was conducted with 110 product development managers to evaluate the level of LM and I4.0 principles, PDP phases, and the improvement of MP. Quantitative analysis was employed to analyse the data, including confirmatory factor analysis (CFA) and ordinary least squares (OLS) hierarchical regression.

The study reveals that integrating LM and I4.0 principles in the PDP enhances product development and positively impacts the MP of manufacturing companies. Additionally, I4.0 partially mediates the LM-PDP relationship, while LM partially mediates the I4.0-PDP relationship, highlighting their interdependence rather than one being a prerequisite for the other.

The study has limitations regarding its narrow focus on product development managers in Brazil and the absence of multiple case studies.

The study emphasises the importance of coordinated efforts in manufacturing companies to adopt and manage both LM and I4.0 principles, as they positively impact all phases of the PDP and ultimately contribute to the overall MP of the companies.

The novelty of this study lies in its systemic approach, examining the relationships and effects of LM and I4.0 principles on the PDP, and demonstrating how these effects manifest in manufacturing companies.