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Category Integration mechanisms
Humanware
∑ Technical knowledge and skills (e.g., abilities to understand upstream and downstream operations)
Software ∑ Social knowledge and skills (e.g., attitudes towards cross-functional integration)
∑ Managerial knowledge and skills (e.g., abilities to select and achieve goals, to take responsibilities)
Hardware ∑ Training (e.g., formal training, training on-the-job, multifunctional training, multicultural training)
∑ Core communication technologies (e.g., fax, e-mail, teleconferencing, videoconferencing, web

portals)
∑ Enterprise computing technologies (e.g., CAD, CAM, PDM, PLM, EDB, EDI)
∑ Group collaboration technologies (e.g., online team spaces, discussion databases, QFD, FMEA,

DfX)

∑ Communication equipment enabling the use of software mechanisms

Standardization ∑ Standard work processes (e.g., standard workflow)
∑ Standard outputs (e.g., design rules)
Formalization ∑ Standard knowledge and skills

Direct ∑ Formal procedures
supervision ∑ Detailed schedule of activities
Formal mutual ∑ Project milestones
adjustment
Informal mutual ∑ Supervisor (e.g., a project leader)
adjustment ∑ Senior management commitment
Dedicated teams
∑ Liaison personnel
∑ Product champions
∑ Review meetings

∑ Face-to-face meetings
∑ Co-location

∑ Cross-functional teams
∑ Self-contained groups
∑ Transition teams

Table 1 - Integration mechanisms

products portfolio are gas turbines, steam tur- scheduling completely independent from sales or-

bines, generators and power generation plants. ders, whereas steam turbines and power genera-

The firm delivers its range of products with diffe- tion plants are engineered-to-order. Gas turbines

rent types of supply offering is, in fact, is

chains depending on As far as the alignment between product included in a cata-
the type of compo- logue, with very few

nent/product consi- features and supply chain features is possibilities for cu-
dered, ranging from a concerned, how product is designed stomisation. With re-
supply chain with one influences supply chain costs (e.g. when spect to the product
tier to a virtual supply non-standard materials are chosen development process
chain made by seve- purchasing costs might increase) of gas turbines, it is

ral tiers. organised in tollgates,

Different business with periodical Ope-

areas are managed rative Design Review

with different manufacturing strategies: for instance (ODR), involving multi-functional perspectives.

generally, the production of gas turbines is triggered Before the industrialization phase, there is the

by a customer order, but some parts are managed phase of construction of the first item of the seri-

with a make-to-stock policy, with production orders es (i.e., a prototype, which can be sold once the

18 Impiantistica Italiana - Maggio-Giugno 2015