CIRP Journal of Manufacturing Science and Technology 3 (2010) 98106

Contents lists available at ScienceDirect

CIRP Journal of Manufacturing Science and Technology

journal homepage: www.elsevier.com/locate/cirpj

Integration of automotive service and technology strategies

Erik Juehling a, Meike Torney b, Christoph Herrmann b,*, Klaus Droeder a
Volkswagen Aktiengesellschaft, Autouni, Hermann-Muench-Strasse 10, Brieffach 011/12310, 38436 Wolfsburg, Germany t Technische Universita Braunschweig, Institute of Machine Tools and Production Technology (IWF), Department Product and Life Cycle Management, Langer Kamp 19B, 38106 Braunschweig, Germany
b a

A R T I C L E I N F O

A B S T R A C T

Article history: Available online 10 March 2010 Keywords: Service engineering Technology roadmapping Automotive after sales Technology assessment Car workshop format Service strategy Technology strategy

Automotive after sales service is a highly protable business. Nevertheless, service providers have to deal with an increasing range of variants of products and technologies, shorter life cycles and changing customer demands. In spite of these manifold challenges, after sales departments are often not involved in the early product development stage, nor are customer demands and technical parameters fully considered in the service development processes. Therefore, an integration of service and technology strategies is necessary. This paper presents a framework for this integration that visualises the complex interdependencies and interfaces between service as well as product and car workshop technologies. 2010 CIRP.

1. Introduction Organisational and technical challenges are determined by the interaction of different factors. Cross-linked thinking is a method for the analysis of the interdependencies (Fig. 1). For example the higher the economic success is, the higher is the technical progress. New markets mean rising investments and innovation. A problemadequate form of organisation is a precondition for a good strategic position and economic success [1]. The automotive industry but also other industries are embedded in a rapidly changing environment (Fig. 2). Rising variant variety and/or rising individualisation of vehicles are determined by the possibility for differentiation in competitive markets. Moreover, they are affected by the customer demand for individualised products. Further on, the technological progress of producing variants or customer individual vehicles has to be economical. Increased competition as well as increased customer demands also lead to faster implementation of new technologies in vehicles [2]. As a result, the development towards a highly diversied automotive market is accompanied by a continuous acceleration of product cycles and growing product complexity [3] (Fig. 3). The outlined development leads to radical changes in the service and after-sales markets. Today, service intervals of 15,000 miles or more are usual (Fig. 4). The amount of electronics in

vehicles has increased dramatically over the last decades [4,5]. But at the same time the product life span remained unchanged or even easily rose (1215 years). As a consequence, new car workshop technologies are required and new challenges for an effective spare part management of electronic components after the end of production exist [4]. As the customer expects high product availability, the increased product complexity requires an appropriate service offer. An adequate service organisation and the ability to handle different vehicle technologies efciently are necessary. Apart from the relevance regarding brand image and customer loyalty, also economic success is also determined crucially by the service. Apart from the actual service achievement the sale of spare parts determines the turnover of automotive companies to a large share. On the whole, the different factors result in a strong pressure on companies regarding innovation and costs on the companies, and the constraint to market the innovative products in a short period of time [2]. Due to this, service is becoming a reservoir of challenges from a technological as well as organisational point of view. Because service technology and service organisation are not merely single tasks, but strongly geared, both disciplines are connected in this paper. Initially, basics concerning technology and service have to be dened. 2. Technology 2.1. Technology in the automotive industry

* Corresponding author. E-mail addresses: erik.juehling@volkswagen.de (E. Juehling), c.herrmann@tu-bs.de (C. Herrmann). 1755-5817/$ see front matter 2010 CIRP. doi:10.1016/j.cirpj.2010.02.002

One of the major challenges facing service organisations like the automotive after sales is how to maximise the value of its

E. Juehling et al. / CIRP Journal of Manufacturing Science and Technology 3 (2010) 98106

99

Fig. 3. Acceleration of product cycles in automotive industry.

Fig. 1. Situation analysis by cross-linked thinking [1].

objectives [11,12]. In case of automotive after sales, service operations along with the required skills and the involved failure diagnosis requirements have to be combined with vehicle segment and after sales service objectives [5]. 2.3. Roadmapping for after sales services 2.3.1. Basics Roadmapping is such a foresight method [13], which assists technology strategy creation and management in cases where crossfunctional alignment and integration are key requirements. For this reason it has evolved as a best practice, mainly for large, global organisations [14,15]. In the 1990s the focus of interest was always on the end result, the roadmap itself, and not on the process. Nowadays technology roadmapping is dened as a needs-driven technology planning process to help identify, select, and develop technology alternatives to satisfy a set of product needs [16,17]. 2.3.2. Roadmap formats Nevertheless many companies fail to apply roadmaps. One reason is that a wide range of roadmap formats exists, which have to be customised to specic needs of the rm and its business context [18]. The most common form of technology roadmaps is a multi-layered graphical illustration of how technology and product developments link to business goals. An integrated time axis indicates when particular circumstances, events, objectives, products and technologies are expected to emerge [12]. 2.3.3. Roadmapping process In addition to this diversity of forms, there is little practical support in implementing a roadmapping process and keeping it

investments in technology [6]. However, Farrukh et al. criticise what they see as a lack of a systematic approach to managing technology. Often companies have a well-established new product development process but still come up against problems if technologies and products have to be developed simultaneously [7]. There is also the fact that today demands from automotive after markets have only minor inuence in the early product development process. Often a single focus (..) on e.g. design for production in order to cut down costs, e.g. by using more integrated parts, may result in increased costs for service and end-of-life treatment, instead of reducing the overall cost for the product, i.e. the total life cycle cost increase [8]. 2.2. Technology management One answer to this problem can be a holistic Technology Management as it is dened by the European Institute for Technology & Innovation Management. Technology management addresses the effective identication, selection, acquisition, development, exploitation and protection of technologies (product, process and infrastructural) needed to maintain a market position and business performance in accordance with the companys objectives [9]. In the context of the automotive sector where especially electronic becomes more and more important and is rapidly changing, effective technology management depends on the ability to forecast trends as well as to anticipate their potential impacts [10]. An appropriate forecast and planning method is needed, which links both technology and business

Fig. 2. Increasing variant variety in automotive industry.

Fig. 4. Challenges for car maintenance operations; adapted [5].

100

E. Juehling et al. / CIRP Journal of Manufacturing Science and Technology 3 (2010) 98106

Fig. 5. Technology roadmapping for automotive after sales; adapted [19].

alive. Although there have been some efforts to share experiences companies typically have to reinvent the process. Authors who have summarised key technology roadmapping process steps are Bray and Garcia [16], EIRMA [19] and Groenveld [20,18]. However, these processes do not include detailed guidance. For this reason Phaal et al. have tried to ll this gap by the development of the TPlan fast-start approach [18]. The authors pick up the best practice strategic planning process of EIRMA, which widens the roadmapping process to market pull and technology push aspects, and facilitate the process with workshops [18]. Although Wells et al. [6] are some of the few authors who emphasise the use of roadmaps for service organisations, often the product and not the service is the centre of attention. According to EIRMA the only difference is that industries close to the consumer are responding to targets set by the market place, while industries further from the consumer are setting their own targets as a consequence of developing scientic knowledge [19]. This classication is not suitable for automotive after sales services. For one thing the automotive after sales is close to the consumer, for another thing it has to deal with established vehicle technologies. Consequently roadmapping for automotive after sales has to evaluate options to ll the gap between market pull and technology push as it is shown in Fig. 5. 2.3.4. Data The next challenge is to infuse the automotive after sales roadmap with data. Data has to be global, timely, accurate and meaningful [21]. On the side of technology push, technology has to be divided by vehicle technology and car workshop technology. For automotive after sales vehicle technology is established at short notice. Services could only be improved by innovative car workshop technology, which has to be assessed. Data concerning future vehicle technology usually exist in the shape of research and development roadmaps. Consequently the sub-layer of an automotive after sales roadmap could easily be compacted and afterwards copied and pasted. Nevertheless, a change in the product metrics in the sense of design for service must be taken into account in the long run. On the other side (market pull) customer oriented service strategies are the input. In case of automotive after sales car workshops are intermediaries between the original equipment

manufacturer and the customer. Their structure and development process is described in the next section. After the evaluation of options to ll the gap between market pull and technology push, the automotive after sales roadmap can be drawn. To stay current with the information the roadmap portrays, the roadmapping process contains a periodical review and adoption phase [11]. Furthermore, the horizon has to be broadened, which could be associated with budget or strategy cycles [18]. 3. Service 3.1. Service in the automotive industry Automotive services include all services that create benets for car customers over the cars life-cycle. To this regard, they are dened as product-related services which are classied in the following way: Concerning the car, one can differentiate between technical and non-technical services. Thereby technical services cover all activities which preserve and restore the mobility and quality of the car, such as inspection or accident repairs. Furthermore, automotive services can be divided into presales, sales and after-sales services depending on their stage in the life cycle. The two former services focus on salespromotional and sales-supporting activities like nancing, advice for the product choice and conguration. The latter services (after-sales) include all activities ranging from the usage phase to the end-of-life-stage, such as maintenance, spare part (management) or recycling. As stated above, after sales services are a highly protable business for car-manufacturers. Consequently, this paper focuses on these kinds of services, with technical services specically the car workshop technology is in the spotlight. 3.2. Service development 3.2.1. Service development in the automotive industry Generally speaking, the development and planning of services and service strategies for the automotive industry are lacking in formalised models. Therefore, they are developed in an unsyste-

E. Juehling et al. / CIRP Journal of Manufacturing Science and Technology 3 (2010) 98106

101

matical and spontaneous way. Additionally, the after sales market is inuenced by a variety of changes, such as technical, economic, ecological, socio-cultural or legal aspects (see Fig. 1). Alongside this multi-disciplinary background, the main question is how to design the service development process efciently in order to ensure high-quality service processes. 3.2.2. Denitions and objectives of service engineering Equivalent to physical products, the development process for services needs to be systemised or standardised [22]. Due to this fact, it is essential to have a more product-orientated view on service. That means it has to be seen as a separate product, which requires an adequate development process. Consequently, services are not solely seen as black boxes but as a designable part of the business activities [23]. Hence, the differentiation between physical product and service product will be used in the remainder of this paper. In order to develop new services in an efcient and successful way, adequate models for the planning and development of services are necessary. A new research discipline Service Engineering was founded for the systematic development of services. The notion of Service Engineering is based on the assumption that services can be developed as physical products. Therefore, Service Engineering can be dened as the systematic development and design of services, using suitable models, methods, and tools [24,25]. Service Engineering mainly targets the improvement of service planning and service developing procedures, resulting in more professional services [26]. 3.3. Service engineering for after sales services The general object of a model for developing services is to structure and manage the complex, multi-disciplinary service development process more efciently. The development process for Service Engineering is described for car workshops, whose main purpose is to offer service in the cars after sales stage. The process model with its separate stages is visualised in Fig. 6.

By combining service and development methods and tools into single process steps, the development process assists service development from the initial concept down to the nal implementation. This allows a systemised development and assessment of services. The process is divided into three main stages: service planning, service conception and service implementation. The rst phase, service planning, includes the situation analysis of the company and the environment analysis in order to identify the requirements of the stakeholders for the planned services. Examples of stakeholders and their requirements are:  Customers: range of offer, price, location, opening time;  Manufacturers, distributors and suppliers: investment, sales gures, appropriate to the business strategy and existing infrastructure or resources;  Staff: conditions of employment such as work schedule, payment conditions;  Legislators: law of competition control. Based on the analysis results, a target system will be deduced for the later design and assessment of the car workshop. However, depending on the stakeholder group the derived requirements can have a different and partly opposing focus. If necessary, different car workshop formats have to be designed for diverse target groups. A car workshop format comprises a group of car workshops with the same objectives, which are determined by the needs of their selected target group. The format covers the workshops structure, dimension and objective. According to the characteristics of services [27], the three dimensions structure, process and outcome have to be considered for a systematic design of workshop formats in the service conception stage. Due to this fact, the workshop format is nally described and documented by the three following sub-models [23,2830]. 3.3.1. Service product model The service product model describes the outcome in relation to the planed range of offered services, their content and character-

Fig. 6. Service development process regarding workshop technology.

102

E. Juehling et al. / CIRP Journal of Manufacturing Science and Technology 3 (2010) 98106

istics, i.e. the amount and type of service levels or the structure of the service packages. The service product model is mostly determined by the stakeholders and market requirements identied in the situation analysis [30]. 3.3.2. Process model While the product service model describes what kind of services will be offered, the process model species how the aspired service will be made available. Therefore, based on the service product model, a corresponding process model has to be derived, which documents the necessary processes and interfaces to realise highquality services. 3.3.3. Resource model From a market-driven perspective, the resource model is determined by the two former models and claries what kinds of resources are needed to full them. This includes aspects such as staff and information requirements, infrastructure but also technical equipment, which includes the considered car workshop technology (see Section 2). Otherwise, from a resource-driven perspective, the existing resources also dene all kinds of possible processes and service offers. Accordingly, changes in one of the models have (to a large degree) effects on the other models, which have to be adapted accordingly. If, for

instance, new technology specically technical equipment opens up better possibilities than the established technology will be implemented, the resource model needs to be adapted. Consequently, the process and product model have to be modulate as well. On the basis of a workshop reference model shown in Fig. 7, car workshop formats are congured for specied target groups. Thereby every target group consists of a type of customer (i.e., business people, elderly people, women, etc.), a type of car (i.e., special brands, utility vehicle, power train technology) and the durability of car (i.e., up to 4, 8 or 12 years). The workshop reference model is structured according to the discussed sub-models in the three dimensions outcome, process and resources. Hence, every car workshop format has its own combination of service product, process and resource model. The result of the service conception stage is an evaluated, modelbased service net concept, which should full the stakeholders requirements. The service net is the combination of all developed car workshop formats (Fig. 6). Due to that, it consists of the sum of all service companies which operate one or several car workshop formats. Finally, the phase service implementation attends tests of the service formats and service net concept to conrm improvements for adaptation in a feedback loop.

Fig. 7. Workshop reference model.

E. Juehling et al. / CIRP Journal of Manufacturing Science and Technology 3 (2010) 98106

103

4. Framework 4.1. Reason for an integrative development As described in the sections before, the disciplines of roadmapping and service engineering for after sales services are dependent on each other. For one thing, new after sales service objectives, the upper layer of a roadmap (see Fig. 5), are partly dened in the course of the described service engineering process. For another thing, the complete roadmap contains crucial data, especially vehicle and car workshop technologies to initiate a service engineering process. To keep roadmapping alive and adapt car workshop formats and thereby the service net to technology trends as well as trend reversals an integrated development framework is required. 4.2. Framework for the integration of service and technology strategies In Fig. 8 the interfaces between roadmapping and service engineering for automotive after sales are illustrated. Because roadmapping as well as service engineering are not single tasks, but rather continuing processes, Fig. 8 shows a cyclic work ow. Below, the work ow with its interfaces, data basis and supporting tools will be described. 4.2.1. Vehicle technology/after sales service objectives matrix One of the two central elements of this framework is the Vehicle Technology/After Sales Service Objectives-Matrix. This matrix consists of the two dimensions vehicle technologies and market drivers. Data bases for the dimension vehicle technologies are research and development roadmaps concerning vehicle technology, which

usually exist within the rm (see Section 2.3). As one result of the situation analysis (see Section 3) after sales service objectives and thereby for the main part car workshop objectives generate the horizontal axis, market drivers. To highlight the importance of particular drivers, a prioritisation by weighting the elements is possible. Additionally, market drivers can be divided into internal (OEM; importer; authorised dealership) and external (customer) aspects. This assists to meet the specic requirements of the automotive after sales service, being determined by technologies and at the same time near to the customer. After the axes are dened, the elds within the matrix have to be lled. In the shape of a pairwise comparison each vehicle technology has to be rated against the accomplishment of the market drivers. The accomplishment can be positive as well as negative. Especially technologies which result in manifold negative effects should be analysed more precisely. If there are vehicle technologies which could not be handled within a regular car workshop, project management will be launched to close the gap. As a result the automotive after sales roadmap like it is shown in Fig. 5 can be drawn. If no meaningful solutions could be found to ll the gap between a vehicle technology and after sales service objectives through car workshop technology, changes in the product metrics in the sense of design for service will be essential. 4.2.2. Adaptation of the car workshop format If suitable vehicle technology (respectively technical equipment at the workshop) is available, its affects on the workshop formats and service net should be analysed. The three sub-models of the affected workshop formats have to be adapted as illustrated in Fig. 6. This needs to be done in an adequate way to achieve the specied objectives of each workshop format.

Fig. 8. Framework for the integration of service & technology strategies.

104

E. Juehling et al. / CIRP Journal of Manufacturing Science and Technology 3 (2010) 98106

If the objectives cannot be achieved by the given workshop technology, the after sales service objectives and the service net have to be modied for a short-term solution. For a mid-term solution suitable, new innovative car workshop technologies have to be developed to achieve the initially dened objectives. The modied objectives have to be replaced in the Vehicle Technology/ After Sales Service Objectives-Matrix. In the case of an objective adaptation, the cyclic work ow of the framework has to start again with the Vehicle Technology/After Sales Service Objectives-Matrix. Checks must be made to ensure that the adapted objectives are henceforward achievable with the planned technology of the automotive after sales roadmap. To clarify this procedure an exemplary application is presented in the next section. 4.3. Exemplary application An inexorable trend in the automotive industry is the electronic powertrain. Experts predict a global market share of 910% for hybrid and electric vehicles by 2020 [31]. Therefore, car manufacturers create roadmaps for future cars many years before market launch, as is the case for cars with a hybrid powertrain. Even if these gures are not reached within time, both technologies will present a challenge to after sales services, a fact which has not yet been considered adequately. At the same time, the price sensitivity of customers rises within the after sales phase and requirements concerning safety are high. Multi-disciplinary teams select future vehicle technologies (i.e., powertrain technologies) and rate these ones by using the Vehicle Technology/After Sales Service Objectives-Matrix. The result could be that hybrid power will have most challenging impacts on after sales services. Examples of effects regarding hybrid power in the after sales phase are shown in Fig. 9. Price sensitive customers would prefer if components are repaired instead of exchanged. This means that easy access to hybrid power components has to be considered in early development stages. In addition to that, customers do not want to spend a lot of time on maintaining their cars. This and the necessity that the high voltage system is

deactivated in case of an accident is another task for design for service. Dealers of the car workshop service net might need to invest in special equipment to maintain a hybrid power car (e.g., recharger for deep discharge, insulating gloves). Besides, importers and dealers have to organise training for the workshop staff to handle high voltage. Possible innovative car workshop technology and/or equipment which are identied to ll the gap between market-pull and technology-push form the middle layer of the automotive after sales roadmap. Before this roadmap is veried, the stage of development of the required car workshop technologies has to be audited. Benchmarking, make or buy decisions and patent analysis provide the information needed to budget and set milestones. In the next step, the selected workshop technologies necessary for providing service offers for hybrid power engines have to be integrated into the workshop format. In this step, it must be veried, that the new service offer for hybrid cars can be guaranteed through the existing workshop format or if an adaptation is necessary. In the latter case, the workshop format must be modulated accordingly, for example by adapting processes and resources or by creating new ones (Fig. 10). The resource model, for instance, not only has to be enhanced by a recharger for deep discharge including its infrastructure, but the existing resources have to be adapted, too. This includes the training of employees (i.e., motor mechanician, service technician) for operating the equipment or the enhancement of data bases with information on the hybrid powertrain and its maintenance, for instance. Furthermore, if necessary, new processes for hybrid cars have to be implemented, for example the process rectication of deep discharge or repair of the aggregate to meet the specied requirements, such as operational safety or ease of repair. Thereby, the extension of the workshop format(s) also depends on the structure of the superordinated service net layer. If, for instance, the recharger for deep discharge is expensive in terms of costs and personnel resources, this service can only be offered in selected car workshop format(s), even if the service net objective is an area-wide provision. In this case, additional processes are necessary, for example the guidance of hybrid cars to the next

Fig. 9. Exemplary effects of hybrid power to after sales services.

E. Juehling et al. / CIRP Journal of Manufacturing Science and Technology 3 (2010) 98106

105

Fig. 10. Adopted car workshop format considering hybrid cars.

appropriate workshop. Further on, the after sales service objectives have to be adapted with regard to this circumstance. As the objective area-wide provision is not modiable, a more costefciently technology has to be developed. 5. Conclusion The framework shows how the disciplines roadmapping and service engineering interact and during which phases of a cyclic work ow data is transferred. The exemplary application illustrates that especially the Vehicle Technology/After Sales Service Objectives-Matrix functions as a manageable tool to facilitate the process of exchange. Nevertheless, meaningful data has to be available to create automotive after sales roadmaps and competitive car workshop formats. The challenges are on the one hand supporting processes, which supply the planning teams with the right information, in the right place and at the right time. On the other hand, the culture within the company has to be a culture of change. Cross-functional teams with different backgrounds and objectives need to interact and share knowledge. 6. Summary Against the background of the multiplicity challenges facing the automotive after sales, this framework offers an integrative approach to be all set. This framework could be used for sensitising decision makers of product and service departments to complex interdependencies and the necessity for overall cooperation and collaborative development. Not only are interfaces between market pull and technology push considered and merged through roadmapping and service engineering, but interfaces to related disciplines like design for service are also revealed. The challenge will be the rollout of this approach in the automotive after sales. Especially the afliation of the framework in existing management processes and the adaptation to keep it up to date will be the centre of attention. References
[1] P. Gomez, T. Zimmermann, Unternehmens-organisation. Prole, Dynamik, Methodik, Campus-Verl., Frankfurt Main u.a., 1992.

[2] Herrmann, C., Mansour, M., Mateika, M., 2005, Strategic and operational life cycle managementmodel, methods and activities, in: Proceedings of the 12th International CIRP Seminar on LCE 2005, Laboratoire 3S (Grenoble, France, April 35), . [3] Herrmann, C., Thiede, S., Luger, T., Zein, A., Stehr, J., Halubek, P., Torney, M., 2009, Automotive life cycle engineering, in: Proceedings of the 16th CIRP International Conference on Life Cycle Engineering (Kairo), pp.157164. [4] Herrmann, C., Graf, R., Luger, T., Kuhn, V., 2004, Re-X options in closed-loop supply chains for spare part management, in: Proceedings Global Conference on Sustainable Product Development and Life Cycle Engineering (Berlin), pp.139142. [5] Steinhilper, R., 2008, Automotive service engineering and remanufacturing: New technologies and opportunities, in: Proceedings of the 15th CIRP International Conference on Life Cycle Engineering, Applying Life Cycle Knowledge to Engineering Solutions (Sydney, Australia, 1719 March), pp.28. [6] Wells, R., Phaal, R., Farrukh, C., Probert, D., 2004, Technology roadmapping for service organization, Research Technology Management, 47/March (2): 4651. [7] Farrukh, C., Fraser, P., Hadjidakis, D., Phaal, R., Probert, D., Trainsh, D., 2004, Developing an integrated technology management process, Research-Technology Management, 47/July (4): 3946. [8] Lindahl, M., Sundin, E., Sakao, T., Shimomura, Y., 2007, Integrated product and service engineering versus design for environmenta comparison and evaluation of advantages and disadvantages, in: Proceedings of the 14th CIRP Conference on Life Cycle Engineering, Advances in Life Cycle Engineering for Sustainable Manufacturing Businesses (Waseda University, Tokyo, Japan, June 11th13th), pp.137142. [9] European Institute for Technology & Innovation Management, available at: http://riga.tim.tu-berlin.de/eitim/index.php?option=com_content&view=article&id=2&Itemid=2, accessed 08 February 2010. [10] Rossini, F.A., Porter, A.L., 1999, Technology forecasting, in Dorf RC, (Ed.) The Technology Management Handbook. Springer, Berlin, pp. pp.5-2615-31. [11] Lizaso, F., Reger, G., 2004, Scenario-based roadmappinga conceptual view, in: Proceedings of the EU-US Scientic Seminar on New Technology Foresight, Forecasting & Assessment Methods (Seville, 1314 May), . [12] Probert, D.R., Farrukh, C.J.P., Phaal, R., 2003, Technology roadmappingdeveloping a practical approach for linking resources to strategic goals, Proceedings of the Institution of Mechanical Engineers Part B Journal of Engineering Manufacture, 217/9: 11831195. [13] de Laat, B., 2004, Conditions for effectiveness of roadmapping, a cross-sectional analysis of 80 different exercises, in: Proceedings of the EU-US Scientic Seminar on New Technology Foresight, Forecasting & Assessment Methods (Seville, 1314 May), . [14] Whalen, P.J., 2007, Strategic and technology planning on a roadmapping foundation, Research-Technology Management, 50/May-June (3): 4051. [15] Phaal, R., Farrukh, C., Mitchell, R., Probert, D., 2003, Starting-up roadmapping fast, a company-specic process for the rapid initiation of roadmapping encourages learning and staff involvement, and identies key issues, knowledge gaps and actions, Research Technology Management, 46/March-April (2): 5258. [16] M.L. Garcia, O.H. Bray, 1997, Fundamentals of Technology Roadmapping, Sandia National Laboratories, Albuquerque, NM, available at: http://www.sandia. gov/PHMCOE/pdf/SandiasFundamentalsofTech.pdf, accessed 08 February 2010.

106

E. Juehling et al. / CIRP Journal of Manufacturing Science and Technology 3 (2010) 98106 [24] Shostak, L., 1984, Designing services that deliver, Harvard Business Review, 62:7378. [25] Deutsches Institut fur Normung DIN e.V., Service Engineering: entwicklungs begleitende Normung (EBN) fur Dienstleistungen, DIN-Fachbericht 75, BeuthVerlag, Berlin, 1998. [26] Luczak, H., Gill, C., Sander, B., 2007, Architecture for service engineeringthe design and development of industrial service work, in Spath D, Fahnrich KPAdvances in Services Innovations. Springer, Berlin Heidelberg, pp. pp.4862. [27] Donabedian, A., 1980, Explorations in quality assessment and monitoring, The Denition of Quality and Approaches to its Assessment, vol. I. Health Administration Press, Ann Arbor, MI. [28] Meiren, T., 1999, Service engineering, systematic development of new services, in Werther W, Takala J, Sumanth DJ, (Eds.) Productivity & Quality Management Frontiers. MCB University Press, Bradford, pp. pp.329343. [29] Bullinger, H.-J., Fahnrich, K.-P., Meiren, T., 2003, Service engineeringmethodical development of new service products, International Journal of Production Economics, 85/3: 275287. [30] C. van Husen, Anforderungsanalyse fur produktbegleitende Dienstleistungen, Dissertation, Jost-Jetter Verlag, Heimsheim, 2007. [31] Roland Berger, 2009, Powertrain 2020Chinas ambition to become market leader in E-Vehicles, available at: http://www.rolandberger.com/media/pdf/ Roland_Berger_Powertrain_China_20090513.pdf, accessed 08 February 2010.

[17] Bray, O.H., Garcia, M.L., 1997, Technology roadmapping: the integration of strategic and technology planning for competiveness, in: Proceedings of the PICMET97, Portland International Conference on Management of Engineering and Technology (Portland, OR (United States), July), pp.2731. [18] Phaal, R., Farrukh, C., Probert, D., 2004, Technology roadmapping - A planning framework for evolution and revolution, Technological Forecasting and Social Change, 71/January (1): 526. [19] EIRMA, Technology roadmapping - delivering business vision, Working group report, European Industrial Research Management Association, Paris, No. 52, 1997. [20] Groenveld, P., 2007, Roadmapping integrates business and technology, Research Technology Management, 50/November/December (6): 4958. [21] Grossman, D.S., 2004, Putting technology on the road, Research-Technology Management, 47/2: 4146. [22] Matayas, K., Rosteck, A., Sihn, W., 2009, Empirical study concerning industrial services within the Austrian machinery and plant engineering industry, in: Proceedings of the 1st CIRP IPS2 Conference on Industrial Product-Service Systems (IPS2) (Craneld University, UK, 12 April), pp.4045. [23] Fahnrich, K.-P., Meiren, T., Hertweck, A., Baumeister, M., Demu, L., Gaiser, B., Zerr, K., 1999, Service engineering, Ergebnisse einer empirischen Studie zum Stand der Dienstleistungsentwicklung in Deutschland, IRB, Stuttgart.