Foresightfulness and world class manufacturing in the 6th kondratieff wave : A case study of a forest industry company
Nisula, Sakari (2018-06-06)
Foresightfulness and world class manufacturing in the 6th kondratieff wave : A case study of a forest industry company
Nisula, Sakari
(06.06.2018)
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Turun yliopisto
Tiivistelmä
The starting point of this thesis assumes that the present world is in a state of flux that creates a turbulent, complex and uncertain environment for companies to operate in. This appears to be true for manufacturing companies that are major contributors to the wealth of societies, and that have the power to diminish some enormous environmental problems and act as the main contributor to environmental sustainability. In order to cope better with the complex present and the uncertain future companies are adopting approaches such as World Class Manufacturing (WCM) and foresight into their organizations.
This master’s thesis is a foresight study as well as an explorative and descriptive case study carried out for a forest industry company that is also the object of the study. The main aims of this research are to: 1) explore possible developments of the 6th Kondratieff Wave and investigate the company’s preparedness for such trajectories, 2) evaluate the company’s World Class Manufacturing model and whether it supports the company in the future or not, and 3) provide practical recommendations for enhancing the company’s “foresightfulness”, i.e. ability to cope with the future, and its WCM model.
To adequately meet these aims, triangulation was used – theory, method, and material triangulation. The theory of long cycles of modern economies, the Kondratieff Wave Theory, offered a framework for possible trajectories of the future. To these trajectories, the framework of World Class Manufacturing was reflected. Additionally a minor, but important, part of the study was to present findings with an Image of the Future that is a concept from the field of Futures Studies. Used methods were questionnaire, semi-structured interviews, observation, and literature research. These methods offered quantitative and qualitative data that was analyzed in order to address the research aims.
The findings from the research: 1) illustrate how the 6th wave of advancement will possibly affect forest industry companies in the future, 2) present an image of the future of the company in 2030, 3) describe foresightfulness of the company, and 4) give an insight of the WCM model and points for improvement. These findings are then discussed comprehensively, and conclusions and practical recommendations are offered.
It can be concluded that the case company is prepared for the future driven by the 6th wave drivers to some extent, but improvements, such as more ambitious sustainability aims and investments in R&D, should be considered. The company’s WCM model appears to support the company when implied changes of the 6th wave are considered, because it enhances the company’s sustainability, innovative culture, and empowerment of the employees for instance. The WCM model can be concluded to support the company’s foresightfulness, but this only happens indirectly, as the model increases communication, empowerment, and creative problem-solving in the company. Additionally, foresightfulness is about long-term thinking and World Class Manufacturing also builds on the philosophy of long-term targets and change as well as proactivity, hence it aims to prevent the problems before they occur – just as foresight. This research also shows that there is a demand for a medium long-term vision for the company – Vision 2030.
This master’s thesis is a foresight study as well as an explorative and descriptive case study carried out for a forest industry company that is also the object of the study. The main aims of this research are to: 1) explore possible developments of the 6th Kondratieff Wave and investigate the company’s preparedness for such trajectories, 2) evaluate the company’s World Class Manufacturing model and whether it supports the company in the future or not, and 3) provide practical recommendations for enhancing the company’s “foresightfulness”, i.e. ability to cope with the future, and its WCM model.
To adequately meet these aims, triangulation was used – theory, method, and material triangulation. The theory of long cycles of modern economies, the Kondratieff Wave Theory, offered a framework for possible trajectories of the future. To these trajectories, the framework of World Class Manufacturing was reflected. Additionally a minor, but important, part of the study was to present findings with an Image of the Future that is a concept from the field of Futures Studies. Used methods were questionnaire, semi-structured interviews, observation, and literature research. These methods offered quantitative and qualitative data that was analyzed in order to address the research aims.
The findings from the research: 1) illustrate how the 6th wave of advancement will possibly affect forest industry companies in the future, 2) present an image of the future of the company in 2030, 3) describe foresightfulness of the company, and 4) give an insight of the WCM model and points for improvement. These findings are then discussed comprehensively, and conclusions and practical recommendations are offered.
It can be concluded that the case company is prepared for the future driven by the 6th wave drivers to some extent, but improvements, such as more ambitious sustainability aims and investments in R&D, should be considered. The company’s WCM model appears to support the company when implied changes of the 6th wave are considered, because it enhances the company’s sustainability, innovative culture, and empowerment of the employees for instance. The WCM model can be concluded to support the company’s foresightfulness, but this only happens indirectly, as the model increases communication, empowerment, and creative problem-solving in the company. Additionally, foresightfulness is about long-term thinking and World Class Manufacturing also builds on the philosophy of long-term targets and change as well as proactivity, hence it aims to prevent the problems before they occur – just as foresight. This research also shows that there is a demand for a medium long-term vision for the company – Vision 2030.