Customizing Management Strategies for Product Introduction in Low-Volume Manufacturing: Enhancing Information Content Quality

Abstract

Manufacturing companies characterized by high-mix and low-volume production exhibit distinct features that exert a significant influence on the product introduction process. The quality of information exchange between product design and production interfaces becomes paramount in low-volume manufacturing. Consequently, there is a pressing need to explore various methods for adapting and customizing management strategies to align with the unique characteristics of low-volume manufacturing and its associated product introduction processes. Although this knowledge is critical in low-volume manufacturing, most existing studies focus on the management aspects of high-volume manufacturing. Therefore, this study investigated the customization of management strategies for product introduction in low-volume manufacturing to enhance the quality of information content. Drawing upon a longitudinal analysis of new product introductions within a low-volume manufacturing company, this study identified four management strategies—namely, securing a production test and verification plan, revising the role of product introduction management, developing a formal design and production coordination plan, and developing lessons learned management plan. The paper explains how the examined company adapted and implemented product introduction management strategies to facilitate the enhancement of information content quality across three key stages: pre-implementation, post-implementation, and subsequent modification and refinement of strategies following the initial round of implementation. By shedding light on these strategies, this study offers a comprehensive understanding of management approaches for product introduction in low-volume manufacturing. The study makes a valuable contribution to the discourse on information quality management and design-production interface in the low-volume manufacturing and low-volume product introduction literature.

1. Introduction

Ever-increasing competition and continuously evolving customer demands in the global market are compelling manufacturing companies to consistently develop, introduce, and launch new products at short intervals while upholding quality, cost-effectiveness, innovation, technology, and sustainability standards [1]. The accelerated introduction of new products results in reduced time-to-market, time-to-volume, time-to-customer, and time-to-payback [2,3,4]. This reduction in time-to-market contributes to resource efficiency and agility in manufacturing companies—both crucial components of sustainable development [5,6]. In addition, efficient resource utilization is a fundamental principle of sustainability, minimizing waste and environmental impact [7,8]. Consequently, manufacturing companies seek to align product introduction goals with overall sustainability objectives (e.g., [9]), incorporating product introduction strategy as part of the overarching company strategy to compete in the dynamic business environment.

The product introduction process is defined as the transfer of product concepts from engineering design to production [10]. A well-functioning product introduction process plays a pivotal role in enhancing the competitiveness of manufacturing companies by reducing the time to market, enabling cost-effective production, and ensuring the delivery of high-quality products [2,3,11]. Furthermore, a successful product introduction process is critical for companies to attain sustainability goals related to both their products [1,10] and production systems [11], thereby underscoring the importance of an effectively executed product introduction process not only for immediate business success, but also for the long-term sustainability and resilience of companies within the competitive market landscape.

In this context, managing information of the right quality during the product introduction process becomes crucial [12,13,14,15,16,17]. Notably, researchers recognize that the content quality of developed and shared information during product introduction (i.e., the soundness and relevance of the information to its purpose [4,18,19], plays a pivotal role in the management and success of product introduction [15,20,21]), thereby supporting sustainable production practices. Shortcomings in information content quality, such as providing incorrect, incomplete, outdated, or unclear information to production, commonly cause disturbances during the early stages of new product production [15,22,23]. Specifically, a lack of quality in information content about products and production processes can lead to disruptions such as production stops and delays in achieving product introduction targets, including planned product quality and production volume [15,24].

Therefore, one of the key aims of most product introduction management strategies is to enhance the content quality of developed and shared information during the product introduction process. Examples of such management strategies include the early and active involvement of production in product introduction activities [25,26] and the formal coordination between design and production [27,28,29]. Utilizing design-for-manufacturing methods, conducting design reviews, establishing joint design and development teams [27], and incorporating a launch manager into the project organization efforts [30] are specific instances of such formal coordination between design and production. These collaborative efforts contribute to sustainable development by fostering efficient communication, reducing errors, and ensuring alignment with sustainability goals in both the product development and production processes.

Although high-mix and low-volume manufacturing companies constitute a significant portion of the manufacturing industry, the study of product introduction and its management strategies in such companies has not received sufficient attention [31,32,33,34]. Companies that produce low-volume, highly customizable products account for more than 10% of all production in Europe’s manufacturing industries, employing more than four million people [35]. Addressing the specific needs of these companies contributes significantly to the overall sustainability of manufacturing practices in the region, thereby supporting economic, social, and environmental sustainability goals [36].

The characteristics of high-mix and low-volume manufacturing companies pose unique challenges and requirements for the product introduction process, which cannot be effectively managed by relying exclusively on strategies developed for high-volume manufacturing companies [37,38,39]. Low-volume manufacturing companies are typically characterized by the high variety and customizability of their products, adopting a make-to-order production policy [40]. These distinctive features give rise to a product introduction process that diverges from the common practices in high-volume manufacturing industries [41]. In low-volume manufacturing, fewer opportunities exist for testing and refining products and production systems, making it more challenging to address information content quality shortcomings [38,39,40,41].

Therefore, it is imperative to formulate product introduction management strategies tailored to the specific characteristics and requirements of low-volume manufacturing industries. Given the central emphasis on information content quality in many product introduction management strategies, a pertinent approach to customization for low-volume manufacturing companies involves studying methods to enhance information content quality using means that align with the unique characteristics of these industries. Thus, the purpose of this study is to investigate the customization of management strategies for product introduction in low-volume manufacturing in order to enhance the quality of information content.

This aim was pursued through a longitudinal study of new product introductions in three stages within a low-volume manufacturing company that implemented new management strategies: before the implementation of new product introduction management strategies, after the pilot implementation, and subsequent to the modification and refinement of the implemented strategies based on the lessons learned from the pilot implementation. This approach aligns seamlessly with sustainability goals by championing continuous improvement and adaptive management, guaranteeing that strategies evolve to meet changing requirements and contribute significantly to long-term sustainability.

This paper illustrates how the implementation of management strategies, tailored to the characteristics of low-volume manufacturing, facilitates the enhancement of information content quality during product introduction in this setting. By precisely tailoring and customizing strategies to the specific characteristics of low-volume manufacturing companies, the research contributes to more effective and sustainable management practices. This approach addresses the unique challenges posed by the high variety and customizability of products in this segment of industries.

2. Theoretical Background

2.1. Product Introduction Management Strategies

Product introduction management strategies have been explored from various perspectives, underscoring their crucial role in achieving targets related to time-to-market, quality, and sustainability [2,3]. Product introduction involves the iterative mutual adjustment of both the product and the production system during the design phase, facilitating the transformation of a product design into volume production [12]. Although product introduction definitions may vary in terms of scope and activities [13,14], it is widely acknowledged as the interface between product design and production design, fostering collaboration and information sharing [15,16,17,18].

Various strategies have been proposed and examined to manage product introduction effectively, aiming to achieve high product quality and minimize disruptions in production when introducing new products. The implementation of these strategies offers the potential to reduce disturbances, delays, and stops, thereby contributing to overall resource efficiency. Product introduction management strategies primarily aim to facilitate the simultaneous development and adaptation of both the product and the production system. The key objective is to identify the necessary changes in the product and production system as early as possible, thereby preventing disturbances and minimizing costs in later phases of the product introduction process [4,12,15,19].

Many of these strategies fall into the category of formal coordination between design and production [20]. The primary objective of such strategies is to establish more formalized and structured collaboration between design and production, aiming to facilitate information sharing and ensure that both sides receive information of high content quality regarding both the product and the production system [15,21,22]. A well-known strategy within this category involves adopting a formal approach to design reviews, where the latest design changes are thoroughly examined with production at every design cycle to understand their impact on production. Another formal coordination method entails forming joint design and development teams with the early involvement of production engineers and personnel from the project’s inception, creating a collaborative environment within the project organization [2,15,23].

Additional coordination strategies involve formalizing production requirements as design goals through various methods such as design for manufacturing (DFM)/design for assembly (DFA). This ensures that production requirements and limitations are duly considered and incorporated into the design of new products [15,21,24,25].

Another category of product introduction management strategies focuses on testing and verifying the production system. The primary objective of these strategies is to create opportunities for testing production processes, verifying them, and identifying non-conformities between the product and production processes [12,26,27]. These non-conformities are then addressed through modifications to either the product or the production system. The development of prototypes in the early phases of product introduction is a common example of such strategies. Although prototypes are often developed to test the functionality of the product [13,14,28], they also provide an opportunity for the production team to investigate the manufacturability of the product and test and refine the production processes [13,14,28,29,30]. Another common method for production testing and verification involves producing pre-series in the later phases of product introduction [3,12,13]. At this stage, the product is mature enough for production to finalize the production processes and refine both the product and production processes to eliminate any remaining non-conformities [4,13].

In addition to the two categories mentioned above, several other strategies have been identified for managing product introduction, including:

○

Adding a Launch/Product Introduction Manager and Group: Integrating a dedicated manager and group into project teams to plan and oversee product introduction goals and activities [15,20].

○

Co-locating Design and Production: Bringing design and production teams into close proximity to facilitate communication and information sharing [15].

○

Establishing Learning Structures: Creating within- and cross-project learning structures by documenting, sharing, and leveraging lessons learned from product introductions [31,32,33,34].

Considering the growing role of digitalization in various aspects of product introduction, the use of digital tools has become an integral part of the aforementioned management strategies, such as by employing CAD/CAM tools in design reviews [35], incorporating digital prototyping [29,30], and simulating production processes for testing and verification [37]. The incorporation of digital tools often enables faster, more cost-effective, and more efficient implementation of product introduction management strategies [35]. For instance, using CAD/CAM for digital prototyping and testing different production scenarios helps avoid the high costs associated with developing multiple physical prototypes and implementing physical test assemblies [29,30]. These advantages have solidified the integration of digital tools into product introduction management strategies.

2.2. Product Introduction in Low-Volume Manufacturing

In contrast to products with high production volumes, the introduction of new products in high-mix and low-volume manufacturing industries typically presents additional challenges stemming from the unique characteristics of such companies and their products [3,38]. Products with high variety, extensive customizability, and low production volumes exert specific influences on the product introduction process, including:

• Resource Spreading: Thinly spreading both production and design resources across the introduction of several products [38,39].
• Limited Availability of Test Methods: Limited availability of common product and production system test, verification, and adaptation methods, such as prototyping and the production of pre-series products [38,40].
• Training and Verification Constraints: Lack of opportunities for training production personnel and the final verification of production processes for new products due to the impracticality of conventional production ramp-up [3,38].

These challenges restrict the application of conventional product introduction management strategies, which are typically based on practices in high-volume manufacturing companies. Various studies, including [3,42], have clearly identified the necessity for tailored product introduction management strategies that account for the characteristics and requirements of low-volume manufacturing industries to foster effective and sustainable management practices.

However, research on product introduction management strategies in low-volume manufacturing industries is limited [3,41]. Qudrat-Ullah, Seong, and Mills [39] advocated for the early and clear definition of both product and production system requirements. Kumar and Wellbrock [43] emphasized front-end loading strategies and the use of digital tools, such as CAD/CAM technologies, to manage product introduction in low-volume manufacturing companies. Other studies have explored product introduction management strategies at a general level without delving into the requirements and characteristics of low-volume manufacturing companies [2,15,16,20,31,44,45,46,47,48].

2.3. Information Content Quality and Its Role in Product Introduction Management Strategies

In general, information quality is defined as the fitness of information for a given use [49], and information content quality specifically pertains to the soundness and relevance of the information for that given use [50]. Researchers, including English [51], Eppler [50], and Wang and Pierce [52], have defined information content quality based on various criteria.

Table 1. Information content quality criteria.

Criterion	Definition
Completeness	Required data values and facts are complete
Accuracy	Information conforms to reality
Clarity	Information is clear and understandable for its user
Applicability	Information is directly and practically usable for its purpose in a given context
Conciseness	Information does not contain superfluous or unrelated elements
Consistency	Equivalency of information about the same object in different data collections
Correctness	Information does not contain errors
Currency	Information is not outdated by more recent information

summarizes different information content quality criteria.

Product introduction, as a knowledge-intensive process, entails the continuous development and sharing of cross-functional information, particularly between design and production [12,16,53,54]. The quality of the information developed and shared, encompassing both the product and production system, significantly influences the success of product introductions [14,48,53,54] which, in turn, contributes to the support of sustainable production practices.

Incomplete, incorrect, and inaccurate information about production processes and product specifications [14,48,54], along with a lack of clarity and applicability in the information shared by design about new products [14,26,54,55], is a common source of disturbances during the introduction of new products. Examples of such information content quality deficiencies include unclear or incomplete assembly instructions [14,18] and incorrect, incomplete, inaccurate, and/or inapplicable details about the product [14,18].

In light of these challenges, many product introduction management strategies focus on enhancing the content quality of the developed and shared information during product introductions [15,27,44,56]. For instance, the use of DFM methods and design reviews aids in improving the clarity, completeness, and correctness of information regarding the manufacturability of products [15,20,24]. Other management strategies, such as test and verification plans, contribute to various aspects of content quality in manufacturing processes information, including assembly instructions [4,13,26,57,58].

Studies, such as those by Surbier [14,18], underscore the content quality shortcomings in the information developed and shared during product introduction in low-volume manufacturing industries. They highlight disturbances caused by incomplete, incorrect, inaccurate, and unclear information about both the product and production processes, citing examples such as missing information about small connecting parts, which are inherent to the characteristics of product introduction in such industries.

2.4. Summary and Research Gaps

Given the pivotal role of successful new product introductions in competitiveness, the existing literature has explored various product introduction management strategies. Many of these strategies, whether directly or indirectly, focus on improving the content quality of the developed and shared information within the design–production interface. However, the majority of studies on product introduction management strategies have been conducted in a high-volume manufacturing context.

The characteristics of both the product and production system, including complexity, cost, variability, and production volume, significantly influence the product introduction process and its management strategies. In the context of high-mix and low-volume manufacturing, factors such as higher customizability, variety, and product cost, along with the flexibility of the production system, exemplify these influential characteristics. Despite the substantial role of low-volume manufacturing industries in the European and global economy, few studies have focused on product introduction in low-volume manufacturing and its associated management strategies. For instance, Iqbal and Suzianti [25] highlighted that low-volume manufacturing companies, such as manufacturers of machinery and industrial equipment, have garnered more attention in recent studies, yet the characteristics of such industries and their impacts on product introduction management strategies remain inadequately explored.

This paper aims to address this research gap by examining the customization of management strategies for product introduction to the characteristics of low-volume manufacturing, with a specific focus on the influences of these management strategies on the content quality of the developed and shared information within the design-production interface. The empirical investigation in this study is guided by the theoretical model depicted in Figure 1.

3. Materials and Methods

3.1. Research Approach

The product introduction challenges in low-volume manufacturing are inherently multifaceted and context-specific. Recognizing this, a qualitative research approach, specifically employing a longitudinal case study design [14,18], is well-suited for this research endeavour. The complexities and unique characteristics of low-volume manufacturing necessitate an approach that thoroughly explores real-world contexts. A case study design is particularly advantageous for investigating and addressing the intricacies of this contemporary phenomenon.

The case study approach serves as a valuable avenue for achieving an in-depth understanding, description, and exploration of the real-life issues, events, and phenomena [14,18] specific to product introductions in low-volume manufacturing. Its suitability lies in its ability to capture the dynamic nature of the product introduction process as it unfolds over time within the unique context of low-volume manufacturing [14,18]. Moreover, the case study methodology excels at facilitating exploratory research—a crucial aspect for uncovering the nuanced challenges and intricacies of the product introduction process within the low-volume manufacturing sector [14,18]. By allowing for an extended examination of a real-world situation, this approach encourages the generation of new insights, the discovery of innovative ideas, and the development of customized management strategies aimed at improving information content quality [14,18].

In addition, the case study method proves instrumental in capturing the social and organizational contexts that surround the evolving phenomenon of product introduction in low-volume manufacturing [14,18]. It facilitates the collection of multiple observations, incorporating perspectives from both product designers and production interface personnel, thereby illuminating the intricate relational processes involved in managing information content [14,18]. Moreover, the case study approach is well-suited for addressing “how?” inquiries, such as how management strategies can be adapted to enhance information content quality within the real-world context of low-volume manufacturing [14,18]. It seamlessly aligns with the specific objectives of this study, which aims to uncover and elucidate the management strategies driving improvements in information content quality during the product introduction process within low-volume manufacturing companies.

Furthermore, the chosen longitudinal examination for this research enables a comprehensive exploration of a crucial aspect of the manufacturing industry, fostering a deeper understanding of the strategies that drive success in the high-mix, low-volume sector. Longitudinal research allows for the investigation of how product introduction management strategies evolve and adapt over time to meet the changing needs and challenges in low-volume manufacturing. This temporal perspective provides valuable insights into the long-term effectiveness of these strategies [14,18]. By tracking the implementation, modification, and refinement of management strategies at multiple time points, a longitudinal approach can help establish causal relationships between strategy adjustments and improvements in information content quality, contributing to a stronger evidence base for effective strategies [14,18]. Longitudinal studies provide opportunities to observe how organizations learn from their experiences and adapt their management strategies accordingly [14,18]. This approach is particularly relevant in the context of low-volume manufacturing, where continuous improvement is essential.

3.2. Research Setting

The study was conducted at a Swedish manufacturer of mining and construction equipment which is strategically committed to sustainable development in its product and production development. Throughout the study, the company engaged in the development and production of products across five product families, each offering several variants with high levels of customizability to meet diverse customer and global market requirements. The company adopted a time-to-market strategy in its new product introductions in an effort to enhance resource efficiency and operational agility to achieve sustainability goals. In alignment with these objectives, the company introduced new product introduction management strategies during the study. After three years of implementing these strategies, the company engaged in revision and modification efforts based on the experiences and lessons learned during that period. The study focused on five product development projects as cases to comprehend the impact of these management strategies on information content quality after the pilot period and subsequent refinement, as outlined in

Table 2. The studied product development projects.

Project Cases	Product Development Goal	Study Type	Related Stage
A	New cabin for product A based on a customer demand	Retrospective	Before implementation of the management strategies
B	Upgrading the powertrain of product B based on changed market legislations	Retrospective	Before implementation of the management strategies
C	New cabin for product C based on a customer demand	Real-time	After the pilot implementation of the management strategies
D	Upgrading the powertrain of product D based on changed market legislations	Real-time	After the pilot implementation of the management strategies
E	Integrating a new technology in the powertrain of Product A	Real-time	After modification and refinement of the management strategies after the pilot implementation

.

To chronicle the company’s evolution through the three stages—before and after the pilot implementation and after the modification of the implemented strategies—cases were meticulously selected and studied at each of these pivotal junctures. Cases A and B were scrutinized retrospectively, representing the period before the implementation of the strategies. Cases C and D were studied during the pilot implementation period of the management strategies. Lastly, Case E, a project executed after the modification and refinement of the management strategies, provided insights into the adapted approaches and their impact.

3.3. Data Collection

Data from Cases A to E were systematically collected using a range of methods, encompassing semi-structured interviews, observations derived from project meetings and activities, and relevant project documents.

Table 3. Means and details of data collection.

Means of Data Collection	Case A	Case B	Case C	Case D	Case E	Details
Interviews: # of interviews (# of respondents)	Production engineers 1 (1) -Project managers 1 (1) -Production supervisors 1 (1) -Production operators 1 (1) -Prototype assembly operators 1 (1)	Production engineers 1 (1) -Project managers (1) -Production supervisors 1 (1) -Production operators 1 (1) -Prototype assembly operators 1 (1)	-Product introduction managers 2 (1) -Production planners for new products 1 (1) -Production engineers 1 (1) -Production operators 6 (6) -Project managers 1 (1) -Prototype development managers 1 (1) -Design managers 2 (1) -Prototype assembly operators 1 (1)	-Product introduction managers 3 (1) -Production planners for new products 1 (1) -Production engineers 1 (1) -Production operators 6 (6) -Project managers 2 (1) -Prototype development managers 1 (1) -Design managers 2 (1) -Prototype assembly operators 1 (1)	-Product introduction managers 1 (1) -Project managers 2 (1) -Design managers 1 (1)	The interviews took between 30 and 90 min. The interviews were recorded and transcribed. Total # of conducted interviews: 46
Observing project meetings and events: Meeting name (#)		-	-Weekly project meetings (22) -Design reviews (2) -Prototype development activities (1) -Production morning meetings (4)	-Weekly project meetings (29) -Design reviews (4) -Prototype development activities (3) -Production morning meetings (4)	-Weekly project meetings (11) -Design reviews (1) -Prototype development activities (1)	The meetings were attended as an observer. Notes were taken during the meeting and events. Total # of attended meeting and events: 82
Reviewing complementary documents	-Project logs, drawings, bill of materials, assembly instructions, minutes of meetings and emails -Records of a database that was used for the registration and follow-up of the disturbances during the production of new products				Project logs, drawings, bill of materials, assembly instructions, minutes of meetings and emails

offers a concise overview of the diverse data collection approaches applied in the examination of the five distinct project cases, denoted as A through E. The collected data from these projects formed the basis for a comparative analysis of product introductions within the company, spanning three distinct stages: before and after the pilot implementation as well as after the modification of the implemented strategies. The overarching goal was to extract insights into the implementation of management strategies, their outcomes, and the fundamental elements contributing to the establishment of a systematic product introduction management process.

Semi-structured interviews served as the primary method of data collection [59] in this study. This approach offered flexibility and adaptability, aligning well with the multifaceted and context-specific characteristics of low-volume manufacturing and the product introduction process. By allowing for open-ended questions and follow-up probes, semi-structured interviews enabled researchers to explore the complexities of the subject matter [7]. Moreover, this method provided a means to gather rich, qualitative data, allowing participants to share their experiences, insights, and perspectives authentically [8]. The use of semi-structured interviews was crucial for obtaining the nuanced information essential for a profound understanding of the intricacies of product introduction management and information content quality within the low-volume manufacturing sector. In total, 46 interviews were conducted with relevant stakeholders of projects A through E, and all collected data were meticulously recorded and transcribed.

Observing project meetings and events was instrumental in gaining real-time insights into the dynamics of product introduction management. This method provided an opportunity to understand how management strategies were implemented within the dynamic context of project meetings, offering valuable contextual information that may not be fully captured through interviews alone [9]. Observational data served as a means of data validation and triangulation, helping corroborate information obtained through interviews and document review [36]. By cross-referencing observations with other data sources, researchers enhanced the reliability and validity of their findings, contributing to a more robust analysis [36]. In total, 82 meetings and events were covered during the data collection process.

Examining complementary documents, such as historical project records and reports, played a crucial role in providing the researchers with the historical context and long-term trends related to product introduction management. This historical perspective helped trace the evolution of management strategies and identify patterns that might not be evident through interviews or observations alone [59]. Complementary documents offered supplementary information, details, and background knowledge that enriched the understanding of the subject matter. This additional information provided a more comprehensive view of product introduction management and supported the interpretation of findings from interviews and observations [60].

3.4. Data Analysis

The collected data from various sources were stored in a study database, and interviews were transcribed to ensure the accurate capture of all responses and observations for subsequent analysis. The analysis process involved identifying recurring themes, patterns, and key elements within the data [61]. Categorization and pattern matching were carried out using an Excel spreadsheet, which offered an organized platform for systematically sorting, coding, and categorizing the data. This approach streamlined the analysis process while improving the efficiency of pattern recognition and enabling the research team to extract meaningful insights from the extensive dataset.

A key part of the analysis involved using information content quality criteria discussed in the literature as structural codes to categorize larger data pieces [62]. For example, during one interview, a production operator stated that “sometimes the process is not feasible in production”; this quote was categorized under “information accuracy” because follow-up questions revealed that the limitations of the production process had not been taken into account and the information shared with production about the new product did not match the production reality. Another type of categorization was carried out based on the data’s relationship to the main categories of product introduction management strategies. For instance, the above-mentioned example was related to “formal design–production coordination” and “production test and verification”.

The coded data from each case were compared with other data within the case and also with data from other cases to identify emerging patterns [61] and differences among different pieces of data and cases. Two types of cross-case analyses were conducted. The first type involved cross-case comparisons between cases in similar phases, such as the comparison between Cases A and B or Cases C and D, to understand similar patterns in different cases in the same phase. For example, if similar problems regarding the accuracy of the information appeared in both Cases A and B, a chain of evidence was sought to establish a connection to the relevant management strategies.

The second type of cross-case analysis focused on comparing cases from two different phases, such as Case A from before implementation and Case C from the pilot implementation period. This type of comparison helped identify the differences in effects on information content quality stemming from the implementation and customization of management strategies. For example, the analysis aimed to determine if similar patterns regarding information accuracy shortcomings were identifiable in all projects in three phases or if information accuracy had improved in Case C compared to Case A, for example, directly related to the implementation of management strategies.

The analysis was validated and reinforced through one or more of the following ways:

• Follow-up interviews/conversations were conducted to discuss the results with respondents and experts at the company.
• Data triangulation [59] was employed to ensure that different sources of data confirmed the same findings.

This meticulous approach led to the mapping of how the case company adapted and implemented the primary management strategies across three defined stages. It illuminated how these implementations influenced information content quality.

In summary, the analysis was characterized by an iterative process, commencing with an initial round of categorization and pattern identification, followed by a comprehensive exploration of the relationships and interdependencies among these categories. This iterative approach was indispensable for delving into the multifaceted and context-specific characteristics of management strategies within the low-volume manufacturing sector.

4. Results

The results are presented as follows. In Section 4.1, we provide an overview of the case company’s low-volume product introduction process, highlighting its unique characteristics and key challenges. Section 4.2 individually introduces each of the four adapted management strategies, with in-depth details regarding their implementation and relevance. Section 4.3 and Section 4.4 offer a comprehensive account of how the case company addressed these management strategies during the pilot implementation phase and the subsequent modifications and refinements made after the pilot implementation. In Section 4.5, we present a thorough assessment of the impact of these strategies on information content quality throughout the product introduction process, providing a holistic understanding of their influence. Lastly, Section 4.6 outlines the path forward concerning the case company’s continued utilization of these management strategies.

4.1. Case Company’s Low-Volume Product Introduction, Characteristics, and Key Challenges

Before the implementation of the new product introduction management strategies, the development and introduction of new products were carried out with limited consideration of production-related requirements and targets. The primary focus was on the functionality and quality of the products. However, this approach led to the late identification of mistakes, production stoppages, and delays, ultimately affecting the case company’s time-to-market and resource efficiency targets.

The product development projects in the case company were implemented through the following phases: the feasibility and concept study, concept development, and the detailed development of the product which included the development of a very limited number of prototypes to test and refine product functionality. After these phases, the products were officially handed over to production. In other words, there was no formal product introduction process that included the testing and refinement of the production system and adapting the product and production systems together. The projects were managed by a cross-functional team that included a project manager and representatives from design, marketing, after-market, and production. Production was represented by a production engineer from the related production line.

Such a lack of formal coordination was partially the result of the low novelty of the products and production systems. The products were usually a new version or variant of an existing product (see Table 2), and the production systems were flexible enough to produce new products with minor changes. Therefore, it was assumed by design that there was already enough existing knowledge about the products in production; consequently, formal design–production coordination strategies were not considered.

The company encountered significant challenges in manufacturing new products due to the aforementioned absence of formal coordination strategies for product introduction, thereby impacting sustainability goals. These challenges manifested in various forms, including production stoppages, quality issues, and non-conformities in the products delivered to customers.

The study of Case A and Case B showed that a considerable part of these challenges was related to content quality of the information that was handed over to production. The following aspects of information content quality were identified as the main sources of the disturbances during the production of new products:

• Information Completeness: The information about new parts or their assembly instructions was not created or was not complete.
• Information Correctness, Clarity, and Accuracy: Information such as part details and assembly instructions was incorrect, did not match the real product, or was not understandable.
• Information Consistency and Currency: Information about parts such as part numbers and denominations did not match across different documents and information sources because similar parts or old information was used. Such issues were mainly caused by the reuse of similar parts, with small modifications, in different products.

Such information content quality shortcomings were mainly related to the information about small connecting parts such as pipes and hoses, cables, and mechanical joints which were not sufficiently considered during the design of new products due to increased focus on product functionality and the lack of consideration of product manufacturability.

4.2. Product Introduction Management Strategies

To improve the introduction of new products and reduce the disturbances, the case company adapted and implemented the following four main product introduction management strategies:

• Securing a production test and verification plan
• Revising the role of product introduction management
• Developing a formal design and production coordination plan
• Developing a lesson learned management plan.

The strategies were based on the knowledge and experiences from high-volume manufacturing for two reasons—namely, the available literature about the product introduction process was based on studies from high-volume manufacturing companies and most of the members of the new product introduction department had backgrounds and experiences from high-volume manufacturing companies. The adapted strategies are described in the following subsections.

4.2.1. Securing a Production Test and Verification Plan

To ensure that the product and production system are compatible with each other and that the information content quality shortcomings about the production of new products are captured before commercial production, new phases were added to the product development projects with a focus on including more opportunities for the testing and refinement of products and production systems and adapting them together. Such opportunities were based on the development of exact numbers of prototypes and pre-series based on the scope of the projects. Therefore, the projects were categorized into three categories—large, medium, and small—based on the level of newness of the products. For each category, an exact number of the minimum required prototypes and pre-series products was assigned.

4.2.2. Revising the Role of Product Introduction Management

To have a more organized approach towards product introduction and ensure that the activities and deliveries related to the product introduction are followed up on throughout the project, management of the product introduction was transferred from production to a new department called product introduction. In addition, the new role of product introduction manager was added to project teams; this new role was responsible for the planning and implementation of product introduction activities.

4.2.3. Developing a Formal Design and Production Coordination Plan

A few different methods of design–production coordination have been adapted to ensure that production and design get correct, complete, clear, and up-to-date information about each other’s progress and requirements. These methods included the following:

• Design reviews promoted coordination between design and production to discuss products’ new features and their implications for production.
• Planned involvement of production personnel was adopted in the development of prototypes. As prototypes were primarily assembled by prototype development operators, it was decided to plan the involvement of production operators and supervisors in the development of the prototypes to include their perspectives regarding the manufacturability aspects of the products.
• Production requirements were collected early in the projects during the concept study of the products to analyse them and include them in the design goals.

4.2.4. Developing Lessons Learned Management Plan

A structured approach to gathering the lessons learned was established to collect them in each project with the main aim of understanding the effects of the new product introduction management strategies. This approach further provided a basis for reusing the learnings in similar projects in the future. The product introduction manager was responsible for collecting and documenting the lessons learned from the introduction of new products.

4.3. Addressing Four Management Strategies during the Pilot Implementation Stage

4.3.1. Securing a Test and Verification Plan

Planning several prototypes and pre-series in the project plans to secure the testing and verification of the production processes provided more opportunities to develop more accurate, correct, and complete information about the production of new products; for instance, the production engineers for new products had more opportunities to develop detailed assembly instructions. Furthermore, the pre-series production helped capture the non-conformities or lack of the information about the products, such as incorrect or redundant part numbers; incomplete, incorrect, or unclear information about small connecting parts; and the incompatibility of the product design with assembly methods.

4.3.2. Revising the Role of Product Introduction Management

Assigning a separate department and person to follow up on product introduction activities contributed directly and indirectly to the considerable improvement of different information content quality aspects. The product introduction managers helped plan, follow up, and document the activities for introduction of new products and guided both design and production to focus on the critical information that should be exchanged to reduce the disturbances during the introduction of new products. More complete, clear, and correct information was exchanged between design and production by planning and guiding activities, such as design reviews and prototype and pre-series development, concentrating on the products’ manufacturability aspects. The product introduction managers facilitated the focus on questions relevant to the goals of product introduction activities and the understanding of the purpose of new product introduction management strategies, thereby increasing awareness about the main information content quality shortcomings as well. One of the project managers stated the following:

These activities are new to all of us, and it is great to have someone exclusively responsible for planning them and following them up. Otherwise, it will be really difficult to establish these new routines among activities that we are more used to and more comfortable to do.

4.3.3. Developing a Formal Design and Production Coordination Plan

Using different coordination methods between design and production improved different aspects of the information content quality already in the pilot period. Production received more up-to-date, complete, and correct information about the latest design changes. Indeed, one production supervisor mentioned that “it is easier to plan things as we get to know what is new, what is going to happen and what plan is going to be followed from the beginning”.

Furthermore, the details provided both during the design reviews and prototype development to the involved production personnel helped them receive and provide more correct, clear, and complete information, especially about the manufacturability aspects of the new products and requirements and limitations of the production system. One of the production operators commented on his involvement in the development of prototypes:

They have a different set-up here (in prototype development workshops) so they can produce solutions for assembly that are impossible or difficult to follow in the production lines. When we are here, we can help them to understand what is doable and what is not … and we get a concrete idea about what is new in the products before they come to production.

4.3.4. Developing Lessons Learned Management Plan

Although the lessons learned have been collected primarily for understanding the effects of the implemented product introduction strategies, they also provided a good basis for understanding the main types of information content quality deficiencies.

4.4. Addressing the Four Management Strategies with Subsequent Modifications and Refinements and Clarifying the Way Forward

Despite the positive outcomes of the implemented product introduction management strategies, the company faced different challenges regarding both the implementation of the strategies and their outcomes. The collected lessons learned were analysed to identify these challenges, their causes, and the required modifications of the strategies to overcome them. The lessons learned showed that the challenges and disturbances were very similar in different projects and, therefore, the learning outcomes from each project were usually highly applicable to other projects. The analysis revealed the following challenges.

• Although the disturbances during the production of new products were considerably reduced, many disturbances still occurred during the production of new products, which were primarily related to the content quality of information related to the manufacturability of the products.
• The involvement of the production personnel in the development of prototypes was not implemented completely because the required resources were not planned and allocated in the early phases of the product introduction process. The allocation of production resources in later phases was difficult due to the production personnel’s involvement in ongoing production activities and other ongoing projects.
• Although the information about production requirements was collected and shared with design early in the projects during the concept study phase, there were no clear guidelines to translate them into design goals and prioritize them among the design goals.
• The new product introduction manager’s role was not clearly defined, and there were many ambiguities in the position’s job description. Therefore, in some cases, they had difficulties collaborating with other departments because of the lack of clarity and recognition about this new role in the other departments.
• The phases and activities in the new product introduction process could not be implemented completely. The development of the required number of prototypes and the pre-series production could not be implemented in the planned timeframe of the projects because there were not enough orders from customers for the products, and the products could not be produced without a customer because of the high prices of the products. Therefore, the products had to be handed over to production without the complete implementation of the planned activities for the testing and refinement of products and production systems. This was necessary to close the projects on time and mobilize the resources for other projects.

Based on these outcomes, the newness of the strategies and the lack of consideration of the characteristics of the company as a low-volume manufacturing company were identified as the main sources of remaining disturbances. In particular, basing the improvement of the products’ manufacturability information content quality on high-volume-based solutions, such as the development of several prototypes and the production of pre-series and pilot production runs, was not successful due to the neglect of such characteristics. The combination of high costs and the variety of products with low-production volumes made the complete implementation of such solutions impossible. Therefore, the product introduction management strategies were revised and modified by focusing on the following points:

• Finding alternative methods for improving the manufacturability of the products, with a focus on content quality of the exchanged information.
• Facilitating the maturation and clarification of the new strategies.
• The revision and modification of the strategies are presented in the following subsections.

4.4.1. Test and Verification Plan

Due to the limitations of the company in its development of a certain number of prototypes and pre-series, the planned opportunities for testing and verifications were revised from an activity-oriented to a goal-oriented strategy (i.e., the modified strategy provided more flexibility regarding the numbers of prototypes and pre-series included in the project to the project managers). However, the requirements regarding the expected outcomes of the developed prototypes and pre-series were clarified and highlighted. In other words, although the project managers could select the numbers of developed prototypes and pre-series, they were required to ensure that the information about the new product and its production was developed with sufficient quality. For example, the details of assembly instructions and small connecting parts should be controlled and completed during the development of the prototypes and pre-series.

4.4.2. Revisiting the Role of Product Introduction Management

As the role of product introduction manager matured during the previous projects, after the revision of the strategies, the work definitions and responsibilities were clarified and completed. In addition, more standardized work procedures were introduced for the activities that product introduction managers led.

4.4.3. Developing a Formal Design and Production Coordination Plan

To compensate for the lack of opportunities for developing information with high content quality about the manufacturability of the products, design reviews were modified to focus more on the manufacturability aspects of the products. In these manufacturing-focused design reviews, the manufacturability information of the products was discussed and completed. For instance, based on the experiences from previous projects, developing complete and correct information about the small connecting parts of the products became a main part of these design reviews to ensure that the information about these parts was complete, accurate, and correct. Furthermore, the implications of the new features of the products (for the variants not developed as prototypes and pre-series) were discussed with the production personnel in the design reviews to develop the required information with high content quality and make the required alterations in the production system for those variants.

• The involvement of the production personnel in product introduction activities was improved by modifying the resource allocation process. The allocation of the required resources from production was discussed and planned in the early phases of the projects by an agreement between project managers and production. It helped production to have an extended time to level its resources based on the requirements of the product introduction activities and allocate them more easily when they were needed.
• Based on the experiences from previous projects, the collected requirements of production were not used efficiently because there was no clear process to integrate them into the design goals and priorities. Therefore, this strategy was completed by additional discussions and interpretations of the production requirements with production managers and supervisors during the early phases of product introduction. This new activity facilitated the interpretation of the production requirements into design goals and included them in the product and production system design requirements. The revision of this strategy especially helped in reducing design for manufacturing/assembly problems. For example, in the project that was studied after revision of the strategy, considering design for assembly issues such as the easy accessibility of the assembly points of some components was among the requirements of the production discussed early in the project and followed in the design of the product. The product introduction manager for Case E responded to this modification as follows:

  It is always an issue that there are parts and components which cannot be assembled easily because the assembly points are difficult to reach; now at least production gets a chance to discuss such problems with designers. … Probably they could not follow what production needs for every single component because other aspects such as design for serviceability have higher priority for the type(s) of products we produce. But at least they are aware of this requirement and usually come to us when they think there are such problems, and we get to help them, and we can produce a reasonable solution most of the time.

4.4.4. Developing Lessons Learned Management Plan

Whereas the lessons learned collection plan was primarily established to study the product introduction management strategies in the pilot period, it also proved to be a useful tool for cross-project learning. Due to the usual low novelty of products and production systems in the product development projects, lessons learned were deemed even more useful due to the similarities of products and production system changes in different projects. Such cross-project learning and improvement processes helped improve different information content quality aspects by identifying the main types of information quality deficiencies and solutions to them.

4.5. Assessment of the Strategies’ Influences on Refining Information Content Quality

Overall, the revision and modification of the product introduction management strategies facilitated different aspects of the product introduction process by improving the content quality of the exchanged information between design and production. The discussed characteristics of the low-volume manufacturing company, such as the increased focus on the functionality of the products, the infeasibility of relying on conventional opportunities for testing and refining the products and production systems, and adapting them together, primarily undermined the quality of the information related to the manufacturability of the products and led to disturbances during the production of new products. Therefore, the refinement of the strategies to focus more on the manufacturability-related information helped balance the consequences of the characteristics of low-volume manufacturing. In particular, it was not possible to rely on conventional strategies, such as the development of prototypes and pre-series production for developing high-quality information about products’ manufacturability aspects and adapting the products and production system together. Therefore, modifying other strategies to concentrate more on these aspects, such as manufacturability-focused design reviews, was necessary for the low-volume manufacturing company.

A more formal and goal-oriented design–production coordination plan facilitated the development of common goals and a more common language between design and production which, in turn, helped develop and exchange more complete, accurate, timely, and correct information. Greater involvement of the production personnel in the product introduction activities helped them provide designs with more complete and accurate information about the common challenges and issues during the late phases of the product introduction process, including the production of new products. Furthermore, it helped design include production’s perspective in the design of new products and identify the information content quality shortcomings. On a more detailed level, it led to the development of more complete, correct, accurate, and timely information about the products’ manufacturability. Improved completeness and correctness of the information about small connecting parts were examples of such improvement. A production manager stated the following:

It is a common and repeating issue that information about parts such as nuts and bolts, hydraulic hoses, cables, etc., is not there or is wrong in the bill of materials when the product came to production. Now we can probably avoid many of such issues when we go through them in the design reviews.

This project manager also mentioned that “these new tools (strategies) helped us to have more interaction with production about the issues that concern them. We have developed new perspective about difficulties that production faces when they receive new products, and we can work them out together”.

Table 4. Influences of the product introduction management strategies on the information content quality during pilot implementation and after refinement.

Product Introduction Management Strategy		Pilot Period	Influences on the Information Content Quality	After Refinement	Influences on the Information Content Quality
Securing a Production Test and Verification Plan		Opportunities for testing and refinement were mainly planned such as common high-volume product introduction processes, including prototype development, pre-series production, and production run-up. However, the implementation faced different challenges because of the newness of the process and the limitations of LV manufacturing.	Increased completeness, correctness, accuracy, and timeliness of information related to the production processes and manufacturability of the products	Plans were refined by focusing more on the goals of the development of prototypes and pre-series production. A mature product was handed over with sufficient information and the implemented changes in the production system instead of focusing on the development of specific numbers of prototypes and pre-series.	-Increased focus on the manufacturability-related information and handing over of the products to production with more complete, correct, accurate, and timely information -Increased product information consistency (e.g., early detection of duplicate part domination)
Revising the role of product introduction management		A product introduction manager role was added to the project teams. This person was exclusively responsible for the planning and implementation of the product introduction activities. This new role helped increase the priority of these activities in the projects and resulted in a better implementation of them. However, since the role was new, the responsibilities and work definitions were not clear enough.	-Facilitating information sharing between design and production with high content quality -Identifying main information content quality shortcomings on both design and production sides	The function of this new role was improved by defining clearer procedures and work definitions.	-Facilitating information sharing between design and production with high content quality -Identifying main information content quality shortcomings on both design and production sides
Developing a formal design and production coordination plan	Involvement of production in prototype development	The involvement of production personnel in the development of the prototypes was planned in the projects to facilitate sharing information about the new products and include their perspectives in the development of prototypes and production information, such as assembly instructions. However, the implementation of this involvement faces some challenges due to resource allocation problems.	-Exchanging clearer, complete, and correct information about both product and production system -Developing more complete and correct information about production processes such as assembly instructions	The production personnel’s involvement was implemented according to the plans using the early allocation of the required resources.	-Early identification of information content quality deficiencies regarding the manufacturability aspects of the products -Increased product information consistency (e.g., early detection of duplicate part domination)
	Design reviews	Design reviews were used in the projects as one of the main coordination strategies to discuss the new features of the products and their implications for production.	Providing more complete, accurate, correct, and timely product information to production	The design reviews’ focus was shifted more towards the manufacturability aspects of the products. The experiences from previous projects showed that many details, such as small connecting parts and the influences of new product features on assembly processes, were usually neglected. Therefore, these aspects were incorporated into the focus of design reviews.	Improving completeness, correctness, and accuracy of the manufacturability-related information (e.g., information about small connecting parts)
	Early collection and consideration of production requirements	The production requirements and limitations were collected, categorized, and shared with design early in the projects by the product introduction manager. However, the process of prioritizing and including them in the design was not clear.	Improved accuracy, correctness, and completeness of the information about production system among designers	The requirements and limitations of production were discussed by design and production to prioritize them and formulate them as design goals.	More information accuracy and consistency about production system requirement and limitation and processes
Developing lessons learned management plan		The lessons learned for the introduction of new products were collected by the product introduction managers from the projects for the further analysis and modification of the implemented strategies.	General understanding of information content quality shortcomings in the projects	The collected lessons learned were used as a cross-project learning method and to modify the strategies.	-Overall improvement of different information content quality aspect by cross-project application of the lessons learned -Supporting constant improvement of product introduction strategies

summarizes the influences of the product management strategies on the information content quality during the pilot implementation and after refining the strategies.

4.6. The Way Forward

The implemented product introduction strategies and their subsequent refinements based on the low-volume manufacturing characteristics improved the information content quality considerably and led to the much smoother introduction of products with fewer disturbances in production. However, a consensus emerged among the project members that there was a considerable potential for further improvements by using digitalization tools in combination with the implemented strategies. Although CAD tools have been used extensively to design the products, they have been used in only very limited ways in DFM/DFA aspects and other aspects of production, such as investigating the safety and ergonomic aspects of production. Some examples of such improvements include using digital tools to do digital test assemblies, design reviews, and simulate safety and ergonomic aspects of production, which can facilitate the development and sharing of information about product and production systems with higher content quality and at faster rates. For example, the assembly of all product variants can be tested in a digital environment with a much lower cost and in a shorter time than with physical prototype and pre-series productions. However, based on the feedback of different project stakeholders, extending the use of digitalization tools to the above-mentioned applications have been limited by factors such as the following:

• Required investment and its rate of return considering the production volumes and prices and expected improvements in production and quality, and
• Availability of human resources and required competence considering the thin-spread design resources among several ongoing projects.

5. Discussion

The study contributes significant theoretical and practical implications to the field of new product introduction in high-mix and low-volume manufacturing. The unique challenges associated with low-volume manufacturing, including high product variety and customization, present opportunities for addressing issues such as time-to-market and time-to-volume. Successfully managing these challenges can enhance resource efficiency and agility, ultimately aligning with the sustainability goals of companies. The findings of the study offer valuable insights into promoting sustainable development practices within the manufacturing industry, emphasizing the importance of tailoring management strategies to the specific characteristics of low-volume manufacturing.

5.1. Theoretical Implications

The study makes valuable contributions to the intersection of product introduction, high-mix and low-volume manufacturing, information quality management, and information sharing between design and production. The specific contributions of this study are discussed herein.

First, this paper has demonstrated the customization of product introduction management strategies to align with the distinctive characteristics of low-volume manufacturing companies. The aim is to fulfil the specific requirements of these companies and enhance the content quality of information developed and shared during the product introduction process. This contribution addresses a significant knowledge gap identified by Surbier, Alpan, and Blanco [3], as discussions on product introduction management strategies in the literature have predominantly occurred at a general level or within the context of high-volume manufacturing [3,41]. The paper delves into the intricacies of how the features unique to low-volume manufacturing should be considered during the development, refinement, and implementation of these management strategies. In this regard, the study contributes in two key ways.

• First, it identifies ad-hoc management strategies found in the existing literature on high-volume manufacturing or general product introduction [3,41]. These strategies serve as the foundation for the empirical inquiry conducted in the case company. Building on both empirical evidence and the existing literature, the study categorizes and maps suitable management strategies for low-volume manufacturing into four distinct categories.
• Second, the study not only outlines how these four management strategies were adapted at a general level within the context of low-volume manufacturing, but also provides a detailed account of this adaptation journey across three stages: before the pilot implementation, after the pilot implementation, and after modification and refinement. Although the suggested management strategies are not novel and have been mentioned ad-hoc in existing literature on high-volume manufacturing or general product introduction [3,41], this study systematically organized them into four categories and validated their applicability in the context of low-volume manufacturing and product introduction. Moreover, by drawing insights from a longitudinal single case study, this research offers a rich description of implementation over the three mentioned stages, making a novel contribution. Considering the scarcity of specific studies on product introduction management strategies in low-volume manufacturing [3,39,41,43], the adoption of a single case study with a longitudinal nature significantly contributes to the existing literature.

Second, this study marked a departure from earlier research that offered a relatively broad and generalized perspective on information management in the product introduction process [14,63,64,65]. Instead, it adopted a more detailed and structured approach by employing an information content quality framework for analysis [50,51,52], incorporating eight criteria: completeness, accuracy, clarity, applicability, conciseness, consistency, correctness, and currency. The adoption of an information content quality perspective [50,51,52] is crucial for providing a more intricate and granular understanding of the role information plays in the product introduction process. It enables a more precise comprehension of the disturbances caused by information content quality shortcomings. Importantly, this paper not only builds upon, but also significantly extends the foundational work of scholars in high-volume manufacturing or general product introduction literature, such as Terwiesch, Loch, and Meyer [54] and Fjällström and Säfsten [14]. Previous studies have primarily focused on investigating the consequences of developing and sharing preliminary information during the product introduction process with insufficient information content quality. However, they did not present the information-related challenges in a holistic way, considering dimensions such as information content quality criteria [50,51,52], which include completeness, accuracy, clarity, applicability, conciseness, consistency, correctness, and currency. By utilizing a framework centred on information content quality (see Table 1), this research provides a comprehensive structure to enhance information content quality, taking valuable insights to the next level. Thus, it contributes to a deeper understanding of the multifaceted dynamics inherent in information management during product introductions.

Furthermore, this study has delved into the intricacies of information content quality improvement within a low-volume manufacturing case company. It meticulously outlined the stages of adaptation and implementation, including pilot implementation, modification, and refinement. This detailed exploration represents a noteworthy contribution, shedding light on the nuances of enhancing information content quality in the context of low-volume manufacturing. This knowledge offers valuable insights for surmounting challenges in low-volume product introduction [3,15,24,26,38], optimizing the design-production interface [15,16,18,20,44,56], and ultimately improving time-to-market, resource efficiency, and sustainability in low-volume manufacturing companies. Simultaneously, the study makes a distinct contribution to the broader field of information management in product introduction, introducing an information quality dimension that spans both low- and high-volume manufacturing. Given the scarcity of studies specifically focusing on information management in product introduction [14,48,54,64,65], this research fills a critical gap in the existing literature.

This research stands as a pioneering effort, delving into the intricate interplay between information content quality and product introduction management strategies. This intersection has remained largely unexplored, not only within the existing literature on low-volume manufacturing, but also in high-volume manufacturing. Although previous studies, such as those by Adler [15], Chirumalla [2], and Vandevelde and Van Dierdonck [20], have undoubtedly contributed to understanding various aspects of product introduction management, they have not specifically addressed the crucial linkage between information content quality and these strategies—a unique contribution of this study. Filling a significant void in the existing body of knowledge, this research has emphasized how the adaptation of customized product introduction management strategies in low-volume manufacturing can enhance information content quality, covering dimensions such as completeness, accuracy, clarity, applicability, conciseness, consistency, correctness, and currency [50,51,52]. The empirical findings shed light on the indispensable role of customized product introduction management strategies in low-volume manufacturing, considering different dimensions of information content quality and their impact on the success of product introduction strategies. Previous studies considering product introduction have often discussed management strategies or information management separately. However, the current research brought them together in a structured way, revealing how distinct dimensions of information quality influence the success of these strategies. By advancing our comprehension of the dynamics at play, the research not only deepens our understanding of how management strategies can be fine-tuned to navigate challenges, but also paves the way for improving time-to-market and time-to-volume targets, thereby contributing to the sustainable development and sustainability goals of low-volume manufacturing companies.

5.2. Practical Implications

This paper has provided invaluable insights for practitioners engaged in low-volume manufacturing industries. It has illuminated the challenges inherent in managing product introductions within this sector, highlighting issues such as the absence of formal coordination between design and production, the lack of structured processes for testing and refining the production system, and the need to adapt both the product and production system simultaneously. These challenges in low-volume manufacturing significantly impact the quality of information content exchanged between design and production. The repercussions include prolonged time-to-market, production stoppages, diminished product quality, and an increased likelihood of non-conformities in the final products.

The paper has also offered a concrete illustration of effective product introduction management strategies tailored to the unique characteristics of low-volume manufacturing through a real-world case study. By introducing four key management strategies, the paper not only derived insights from a single case, but also provided guidance on customizing these strategies to meet the specific needs of low-volume manufacturing companies. Although the study was rooted in the context of a mining and construction equipment manufacturing company, the proposed strategies and information content quality criteria are transferable to other industries facing the challenges of low-volume manufacturing. Managers across various companies and industries can leverage and adapt these strategies to enhance the quality of information exchanged between design and production.

Recognizing the critical role of information content quality in the success of product introduction management strategies is essential for practitioners in low-volume manufacturing industries. By understanding the significance of information as a fundamental component of the product introduction process, practitioners can take proactive steps to ensure that high-quality information is developed and shared between design and production. This emphasis on information content quality empowers practitioners to optimize their product introduction processes and tailor management strategies to the specific needs and characteristics of low-volume manufacturing. Ultimately, this awareness can lead to more effective and sustainable product introductions in such industries.

Indeed, the results underscore the importance of focusing on the content quality of information during the product introduction process in low-volume manufacturing. By concentrating on information content quality, companies in low-volume manufacturing can pinpoint areas for improvement in their product introduction management strategies. This emphasis enables them to customize and refine these strategies to align with the specific requirements and characteristics of low-volume manufacturing. In essence, a targeted focus on information content quality serves as a valuable guide for organizations, allowing them to enhance the effectiveness of their product introduction processes in the context of low-volume manufacturing.

In summary, this study can serve as a valuable resource for practitioners in low-volume manufacturing, offering insights into the challenges and opportunities associated with implementing product introduction management strategies. By highlighting the potential pitfalls of neglecting the unique characteristics and limitations of low-volume manufacturing during the implementation of management strategies, the research provides a cautionary guide for practitioners. Moreover, the study presents a real-world example of successful implementation and customization of product introduction management strategies in a low-volume manufacturing context. This practical illustration can be instrumental for practitioners seeking to understand how to tailor and redefine their own product introduction management strategies to suit the specific requirements and nuances of low-volume manufacturing. In essence, the research equips practitioners with actionable insights to enhance the effectiveness of their product introduction processes in the realm of low-volume manufacturing.

6. Conclusions

This study has addressed the call for further investigation into management strategies for product introduction in low-volume manufacturing, as proposed by Andersen and Bejlegaard [38] and Surbier, Alpan, and Blanco [3]. It considered the characteristics and limitations of such industries in the selection and implementation of management strategies. In response to this call, the study examined how to customize management strategies for product introduction in low-volume manufacturing to improve the quality of information content.

The study identified four main product introduction management strategies well-suited for the case company and other low-volume manufacturing companies. These strategies include:

• Securing a production test and verification plan
• Revising the role of product introduction management
• Developing a formal design and production coordination plan
• Developing lessons learned management plan.

These strategies were introduced and integrated into the case company’s low-volume product introduction projects as part of a pilot run. Subsequently, following the pilot implementation phase, these management strategies underwent modifications and refinements for application in future low-volume product introduction projects. The comparative analysis, encompassing the periods before implementation, during the pilot implementation and after the pilot implementation revealed that these adapted management strategies had a significant and positive impact on the quality of information exchanged between the design and production interface during the low-volume product introduction process and projects. These findings demonstrate their effectiveness in enhancing the information content quality in this specialized context.

In this regard, this study has provided new insights into the process of customizing management strategies for product introduction to align with the unique characteristics of high-mix, low-volume manufacturing companies. Our research extends beyond the scope of existing studies, which typically offer a more generalized discussion of management strategies or focus on high-volume manufacturing. Furthermore, this study contributes new knowledge regarding the customization of management strategies for product introduction with a focus on improving the content quality of the information within the design–production interface, consequently supporting sustainable production practices.

This study also provides a new, in-depth, and structured way of studying the product introduction process and its management strategies by adopting an information content quality analytical lens. In contrast to previous studies that provided a broad overview of information management during product introductions, our research delves deep into the intricate details of information content quality. This approach allows for a more precise understanding of the role that information plays within the product introduction process and the potential disruptions that may arise when information content quality is compromised.

Although earlier studies have explored various facets of product introduction management, none of them have addressed the direct link between these management strategies and information content quality. This research addresses this gap and underscores the critical importance of information content quality in influencing the outcomes of product introduction management strategies. It emphasizes how the quality of information exchanged significantly shapes the success of these strategies, offering a more comprehensive view of this multifaceted relationship.

Finally, the efficient management of product introduction in low-volume manufacturing firms, which constitute 10% of all production in Europe’s manufacturing industries, can reduce time-to-market and enable cost-effective production. Consequently, this approach promotes resource efficiency and agility in manufacturing companies, both of which are integral aspects of sustainable development. In this way, this research connects to sustainability by enhancing efficiency, minimizing disruptions, and supporting the specific needs of manufacturing industries, contributing to long-term sustainable development.

Limitations and Future Research

Although this study provides valuable insights, it is not without limitations. First, the findings are drawn from a single case study in a mining and construction equipment manufacturing company. The results provide a good foundation and are applicable to other companies or industries with the characteristics of low-volume manufacturing, but careful consideration should be taken in generalizing the results to other companies or industries. Indeed, researchers should cross-examine the characteristics of companies, their types of products, and production systems with the examined case study in this paper before such generalizations. Future research could also extend the focus to other companies or industries in low-volume manufacturing contexts to further enhance the generalizability of the results. Cross-case study analysis from diverse low-volume manufacturing contexts could provide further contextual understanding of proposed management strategies and their influence on information content quality.

Second, the qualitative nature of the data collection may introduce potential bias in the analysis. Rigorous procedures were followed to ensure reliability and validity; however, it is important to acknowledge the subjectivity inherent in qualitative research. Future research in this area could consider several avenues. Expanding the study to encompass multiple low-volume manufacturing companies would provide a more comprehensive understanding of the customization of management strategies and information content quality. Comparative studies can help identify commonalities and differences among companies. Combining qualitative insights with quantitative data can further enhance the research. Conducting surveys or analysing quantitative data related to information content quality and its impact on product introduction management could offer a more robust perspective. The quantification of the expected outcomes on information content quality criteria before and after implementing management strategies in low-volume manufacturing could be an interesting future research avenue. Investigating the long-term effects of customized management strategies and information content quality in low-volume manufacturing would provide insights into the sustainability and adaptability of these approaches over time. Future research can also explore the integration of new advanced digital technologies or Industry 4.0 in optimizing information content quality and product introduction management in low-volume manufacturing. By addressing these limitations and exploring future research directions, the field of product introduction management in low-volume manufacturing can continue to evolve and provide valuable insights for both academia and industry practitioners.