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Susanna Kunttu

Bio: Susanna Kunttu is an academic researcher from VTT Technical Research Centre of Finland. The author has contributed to research in topics: Asset management & Service (business). The author has an hindex of 6, co-authored 34 publications receiving 105 citations.

Papers
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01 Jan 2012
TL;DR: In this paper, the MaintenanceKIBS project has developed tools and practices for concurrent design of product and service, for managing and utilizing information gathered in different planning phases and for assessing the life cycle costs and profitability of the alternative product-service-concepts.
Abstract: Many manufacturing companies are considering the opportunities which industrial services can offer them along their core products. The development of services offers the companies new growth opportunities. The growth of technology-based knowledge-intensive business services (KIBS) has been enabled by outsourcing and globalisation, for instance. Moreover, the profitability of services is usually higher than the profitability of the other industrial businesses, and they offer profits throughout the entire life cycle of the product. The development of integrated product-service solutions is not without challenges. Product and service design are typically accomplished separately in different organization units. Technical personnel are responsible for the development of physical products while service planning is made by the marketing organization. Consequently services are generally planned afterwards, causing problems in the compatibility of products and services. Moreover, in many cases too little attention has been paid to the business analysis of product-service systems (PSS), for example, life cycle profit evaluation or revenue logic assessment of alternative product-service systems. In manufacturing companies, the processes related to the development of products are usually systematic, but the service development is intuitive and disconnected from the product development processes. However, the services offered and developed should be compatible with the existing product and service portfolio. Customers increasingly demand solutions from their suppliers that are comprehensive and fulfil the customer needs. The development of product-service design processes enables the companies to design solutions consisting of the best possible combination of products and services from the perspective of the customer and the supplier. The adoption of PSS design helps the companies to take the services into account when developing products and vice versa. With the help of the new PSS design methods the lead-times of the development processes may be shortened, and better quality solutions achieved when the specific characteristics of the products and services can be taken into account as early as possible. The goal of the MaintenanceKIBS project is to develop methods for knowledgeintensive service and product design. For instance, we provide tools and practices for concurrent design of product and service, for managing and utilizing information gathered in different planning phases and for assessing the life cycle costs and profitability of the alternative product-service-concepts.

17 citations

Book ChapterDOI
01 Jan 2014
TL;DR: In this paper, a framework for capturing the customer ideas is presented based on customer observation methodology, entrepreneurial opportunity recognition model, front end of innovation literature as well as the experiences of a case study and interviews.
Abstract: The importance of maintaining close contact with customers and utilizing customer-based information has been emphasized in the industrial service and product-service systems (PSS) literature A profound understanding of the customer’s business and production environment is needed for successful PSS development The conventional methods for gathering information about customers (surveys, feedback and interviews) typically result in incremental improvements and information about existing products and services The focus of this paper is on how the information and ideas from customer contacts can be better captured to enable radical improvements A framework for capturing the customer ideas is presented The framework is based on customer observation methodology, entrepreneurial opportunity recognition model, front end of innovation literature as well as the experiences of a case study and interviews

14 citations

Book ChapterDOI
01 Jan 2015
TL;DR: The paper describes how data collected from ERP and CMMS system can be utilized when improving operational efficiency and researching investment opportunities and evaluating investment options.
Abstract: Asset related data is collected in several information systems (e.g. enterprise resource management (ERP) and computerized maintenance management systems (CMMS) systems) at industrial plants. Information systems including asset related data are typically used for operational level decisions (e.g. creating maintenance work orders) but maintenance history data is also valuable when making asset management level decisions (e.g. investment decisions). Even though there is a huge amount of stored data, tacit knowledge is needed for risk conscious asset decisions both for supplementing the data contained in IT-systems and for creating the understanding of the production system itself and its interrelationships. The paper describes how data collected from ERP and CMMS system can be utilized when improving operational efficiency and researching investment opportunities and evaluating investment options.

9 citations

01 Jan 2011
TL;DR: This paper presents a systematic framework for exploiting the potential in the current ways of collaborating and for gathering information to support the front-end of the innovation process.
Abstract: Customer interfaces are often underexploited since the potential inherent in various forms of collaboration and interaction has not yet been fully recognized. In this paper, we consider the need for knowledge at various organizational levels at the early stages of the product and service innovation process. We present a systematic framework for exploiting the potential in the current ways of collaborating and for gathering information to support the front-end of the innovation process.

7 citations


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Journal ArticleDOI
TL;DR: A two-layer model for latent customer needs elicitation through use case reasoning, aiming to identify explicit customer needs based on the product attributes and ordinary use cases extracted from online product reviews is proposed.
Abstract: Different from explicit customer needs that can be identified directly by analyzing raw data from the customers, latent customer needs are often implied in the semantics of use cases underlying customer needs information. Due to difficulties in understanding semantic implications associated with use cases, typical text mining-based methods can hardly identify latent customer needs, as opposite to keywords mining for explicit customer needs. This paper proposes a two-layer model for latent customer needs elicitation through use case reasoning. The first layer emphasizes sentiment analysis, aiming to identify explicit customer needs based on the product attributes and ordinary use cases extracted from online product reviews. Fuzzy support vector machines are developed to build sentiment prediction models based on a list of affective lexicons. The second layer is geared towards use case analogical reasoning, to identify implicit characteristics of latent customer needs by reasoning the semantic similarities and differences analogically between the ordinary and extraordinary use cases. Case-based reasoning is utilized to perform case retrieval and case adaptation. A case study of Kindle Fire HD 7 inch tablet is developed to illustrate the potential and feasibility of the proposed method.

88 citations

01 Jan 2007
TL;DR: Information is given in the language defined below for each location/each time the module is held and where documents are in several languages, the percentage distribution is shown.
Abstract: Language Explanations regarding the language definitions for each location:  Instruction is given in the language defined below for each location/each time the module is held.  Documentation is available in the languages defined below. Where documents are in several languages, the percentage distribution is shown (100% = all the documentation).  The examination is available 100% in the languages shown for each location/each time it is held.

82 citations