Cross-functional integration 4.0 in product development processes: a case study in the heavy vehicle sector

Purpose The objective of this research is to characterize cross-functional integration initiatives in product development (PD) processes in an industry that employs Industry 4.0 technologies. Design/methodology/approach A case study was conducted in an automotive industry that is at the forefront of utilizing digital technologies. In-depth interviews were carried out with employees involved in PD processes. A quantitative analysis was performed to provide a triangulation with the qualitative data coding. Findings The case studied showed that the PD process can benefit from a high level of cross-functional integration supported by the implementation of digital technologies. Such a combination may address several impacts, such as optimized processes, increased competitiveness, increased productivity and agility, reduced time to market and the reach of a culture of innovation. Research limitations/implications Limitations refer to the single case study, given that the organization studied is a large industry with mature production processes, having well-established procedures for conducting PD. Practical implications Managers must recognize the challenges of using advanced technology packages. Aware of this, senior management must consider that cross-functional integration presupposes strategies capable of creating a culture focused on the use of digital technologies, without losing sight of the importance of training the workforce to reach the best use of them. Originality/value The case study in focus reveals a complimentary concept regarding the set of integration factors from the cross-functional integration literature. Such concept is the development of skills and competencies that consists of a culture towards training and development of capabilities related to the interactions between people and digital technologies.