Industrial excellence: management quality in manufacturing
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Berlin [u.a.]
Springer
2003
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturverzeichnis Seite [241] - 243 |
| Beschreibung: | XVII, 248 S. Ill., graph. Darst. |
| ISBN: | 3540002545 |
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| 245 | 1 | 0 | |a Industrial excellence |b management quality in manufacturing |c Christoph H. Loch ... |
| 264 | 1 | |a Berlin [u.a.] |b Springer |c 2003 | |
| 300 | |a XVII, 248 S. |b Ill., graph. Darst. | ||
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Contents
Part I Introduction
1 Industrial Excellence Revisited 3
1.1 In Search of Industrial Excellence: Linking Total Quality
Management with Management Quality 5
1.2 Four Basic Industrial Processes 9
1.2.1 The Supply Chain Process 10
1.2.2 New Process Development 12
1.2.3 The Product Development Process 12
1.2.4 The Strategy Formulation and Deployment Process . 13
1.3 Operationalizing Management Quality 14
1.3.1 Fundamentals 14
1.3.2 Enablers 16
1.3.3 The General Framework 17
1.3.4 Best Factory Tours and Awards 19
Part II The Four Basic Processes
2 Visteon Charleville MSzieres Plant: Mastering Production 25
2.1 Background 25
2.2 Strategy 30
2.3 Supplier and Customer Integration 32
2.3.1 Suppliers 32
2.3.2 Customers 32
2.3.3 Forecasting 33
2.4 Production 33
2.5 Quality 39
2.6 New Product Development/Process Improvements 40
2.7 Conclusion 42
a contents
3 Faurecia's Neuburg Plant: Customer Integration Excellence 45
3.1 Background 45
3.2 Strategy 46
3.3 Quality Control and Trouble Shooting 47
3.3.1 Cooperation Between Faurecia and Audi 47
3.3.2 Defect Rate and Error Handling 48
3.3.3 Internal Quality Measures 49
3.4 Production 50
3.4.1 The Paper less Picking Area 52
3.4.2 The Assembly Area 55
3.4.3 Inventory Management 56
3.5 New Product Development 57
3.5.1 Small Projects 57
3.5.2 Large Development Programs Process 58
3.5.3 Local Development Organization 59
3.6 Supplier Integration 59
3.7 Moving Forward 60
3.8 Conclusion 61
4 Alstom Transport Equipment Electronic Systems (EES):
Supplier Integration Excellence 63
4.1 Background 63
4.2 A New Beginning 65
4.3 Strategy 67
4.3.1 Objectives 67
4.3.2 Make or Buy Objective 68
4.4 Production Area 69
4.5 New Product Development 69
4.6 Servicing Over 30 Years 74
4.7 Supplier Management 75
4.7.1 The Alstom and Gespac Partnership 75
4.7.2 The Alstom and Ardelec Technologies Partnership 79
4.8 Conclusion 82
5 Schwan STABILO Heroldsberg Technikum: Process
Development Based on People 85
5.1 Background 85
5.2 Strategy 86
5.3 Fractal Structure 88
5.3.1 Production 88
5.3.2 Quality Control and Assurance 91
5.4 Product and Process Development 92
5.4.1 Product Changes and Process Improvement 92
5.4.2 New Product Development 93
5.5 People 94
Contents XI
5.6 Customer Integration 96
5.7 Supplier Integration 96
5.8 Conclusion 97
6 Fresenius Medical Care Deutschland GmbH: New Product
Development Excellence 99
6.1 Background 99
6.2 Strategy 100
6.2.1 Industry and Competitive Strategy 100
6.2.2 Strategy Process 103
6.3 New Product Development 103
6.3.1 Customer Integration 104
6.3.2 Technology Strategy 104
6.3.3 Combination of Basic Research and Product
Development 105
6.3.4 Product Modularity 105
6.3.5 NPD Process 105
6.4 Production 107
6.4.1 Production Planning 109
6.4.2 Quality Assurance 110
6.5 Supplier Integration 110
6.6 Customer Integration Ill
6.7 The Future 112
6.8 Conclusion 112
7 The Solvay Automotive Group's Laval Plant: Excellence in
Strategy Formulation and Deployment 115
7.1 Background: Becoming a Major Plastics Supplier to
Automotive Companies 115
7.2 Strategy: Competing in the Automobile Industry 118
7.2.1 The Plastics Automotive Supplier Industry 118
7.2.2 SAG's Strategy 120
7.3 Customer Integration 121
7.4 Production 122
7.5 Deploying Strategy: Delegating Quality and Improvement
to Laval's Employees 124
7.6 Organizing Work Cells for Participation, Improvement, and
Flexibility 128
7.7 Quality 132
7.8 Product and Process Development 132
7.9 A Communication Process 133
7.10 Measuring Results 135
7.11 Looking Ahead 136
7.12 Conclusion 136
XII Contents
Part HI Management Quality
8 Johnson Controls' Bochum Plant: People at the Center 141
8.1 Background 141
8.2 Strategy 142
8.3 Production 143
8.3.1 Forecasting 145
8.3.2 Quality 145
8.4 Supplier Integration 145
8.5 Product Introduction: Integration with NPD 148
8.6 Process Development and Improvement 150
8.6.1 A History of Continuous Improvement 150
8.6.2 Kaizen Program 151
8.7 Culture/Human Resources Policies 152
8.8 Moving Forward 154
8.9 Conclusion 154
9 Procter Gamble Crailsheim: The Management Quality
Heptathlete 157
9.1 Background 157
9.2 Strategy 159
9.3 Supplier Management 161
9.4 Customer Integration 162
9.5 Production 163
9.6 Quality Assurance 165
9.7 New Product Development 166
9.8 Process Development 167
9.9 Employee Development and Delegation 167
9.9.1 Employee Development and Delegation in the
Materials Operations Department 168
9.9.2 A View from a Process Engineer 168
9.9.3 Operations Manager of Alldays Panty Liner 169
9.9.4 Motivation 170
9.10 Conclusion 171
10 SEW Usocome: Consistent Management Quality in Operations . 173
10.1 Background 173
10.2 Strategy 175
10.3 Perfambiance 177
10.4 Production 179
10.4.1 Production Forecasting 182
10.5 Customer Integration 182
10.6 Supplier Integration 185
10.7 New Product Development 186
Contents XIII
10.8 Process Development 186
10.8.1 Working Knowledge 188
10.9 Conclusion 191
Part IV Plants in the New Millennium
11 Empirical Validation of the Management Quality Model 195
11.1 Process Improvement Rates and Volume Growth 195
11.2 How Management Quality Boosts Improvement Rates 197
11.3 Management Quality as an Interlocking System of Practices . 199
12 Manufacturing at the Beginning of the 21st Century: a New
Mindset 203
12.1 Excellence Now: What Manufacturing Organizations can
Learn 203
12.2 How to Use INSEAD's IEA Questionnaire to Progress: The
SEW Bruchsal Usocome Example 205
12.3 The Shifting Frontier of Excellence in the 21st Century: a
New Mindset 208
PartV Appendices
A The Industrial Excellence Award (IEA) 215
B The Questionnaire 221
C Data and Measures 231
C.I The Sample 231
C.2 Measures 232
D About the Authors 237
References 241
Index 245
List of Figures
1.1 From resource based view of the firm towards dynamic
capabilities 7
1.2 The four fundamental processes of the industrial unit 10
1.3 Components of management quality 15
1.4 Management quality applied to the four basic business processes 18
2.1 The plant 26
2.2 Machines in the plant 27
2.3a Brazed heater core for the Ford Fiesta 28
2.3b Front unit A/C assembly for monospace 28
2.3c Air filter 28
2.3d Fin evaporator 28
2.3e Carbon canister 28
2.3f Controls for the Ford Fiesta 28
2.4a Mock up of a lean manufacturing cell with carton boxes 38
2.4b The same cell with real machinery 38
2.5 Problem resolution "Global 8D" diagram 41
3.1 Customer satisfaction feedback (spider diagram) 49
3.2a A broad view of the assembly area 51
3.2b A production island 51
3.3a A double rack on the picking area conveyor belt 54
3.3b Audi A3 plastic parts kit container stored in the picking area 54
3.3c Headrests stored in the picking area 54
3.3d Automated guided vehicles heading for production cells 54
3.4 The shipping area's sequencers 55
4.1 Organizational chart 64
4.2 EES Supply chain 70
4.3 Plant floor 71
4.4 New product development process 73
XVI List of Figures
5.1 The Heroldsberg facilities 87
5.2 The Schwan STABILO Fractal Organization 89
5.3 The structure of fractals under Technikum 90
5.4 Automated in house built machine 91
6.1 Organization chart of Fresenius AG group 100
6.2 The Schweinfurt plant 101
6.3 Fresenius Medical Care's strategy 102
6.4 The 4008S hemodialysis machine 106
6.5 Development "V Process" 108
6.6 Diagram of production shop floor 109
7.1 Fuel tanks 117
7.2 Screen and lamp wash reservoir 118
7.3 Metal with plastic substitution 119
7.4 Organisational chart of the Laval Production Unit 123
7.5 Permanent Improvement Plan 1999 127
8.1a Broad layout of Johnson's Control Bochum plant facility (Opel
line) 144
8.1b Broad layout of Faurecia's Neuburg plant facility 144
8.2a Opel production line 146
8.2b Ford production line 146
8.3 The audit area 148
9.1 The Crailsheim plant 158
9.2 Pictures from the plant floor 164
10.1 The Haguenau site 174
10.2 SEW Eurodrive overview 175
10.3a Gear reducers made by the site 176
10.3b Gear reducers used on a production line 176
10.4a Area level communication board 181
10.4b Machines utilization and availability board 181
10.4c Idea management board 181
10.5 Indicators utilization 182
10.6a Plant level communication board structured according to
Perfambiance 183
10.6b Enlargement of two boxes 183
10.7 Formula 1 car model made with parts from one area 184
10.8 Improvement project with action plan communication board . 187
10.9 Brake and axle old line 189
10.10 Brake and axle new line 190
11.1 Improvement rates drive factory growth 196
11.2 Different growth drivers for local and international plants 197
List of Figures XVII
11.3 Management Quality Drives Production Improvements 198
11.4 Manufacturing Management Quality Clusters 200
11.5a The best factories achieve better improvement rates and grow
faster 201
11.5b The best factories measure their processes, and follow up with
action plans 201
11.5c The winners communicate more measures to more recipients . 201
11.5d The best factories involve their workers, train them, and give
them more responsibility 201
A.I April 2001 edition of L'Usine Nouvelle featuring the winners of
the IEA 218
A.2 The announcement for the IEA in WirtschaftsWoche 219
List of Tables
1.1 The plan of the book 20
2.1 Growth of the plant's products 29
3.1 Variety of parts purchased 46
3.2 Product variety 47
3.3 Running time of one order 52
3.4 Main features of picking area 53
7.1 Mission statement and principles, Solvay Automotive Group
(formerly STMP) 125
7.2 Behavioral ground rules, Solvay Automotive Group (formerly
STMP) 126
7.3 Implementation of the Permanent Improvement Plan of 1999 . 128
7.4 Communication within the Solvay Automotive Group 134
10.1 The charter of fundamental values 178
10.2 Details of Perfambiance program 179
A.I Winners of the Industrial Excellence Award 216
C.I Composition of the sample 232
C.2 Definition of variables 233
C.3 Independent variables of growth regression 234
C.4 Independent variables of improvement regressions 235 |
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| indexdate | 2025-02-20T06:41:07Z |
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| spellingShingle | Industrial excellence management quality in manufacturing Kwaliteitszorg gtt Productiemanagement gtt Production - Gestion Qualité totale Production management Total quality management Management (DE-588)4037278-9 gnd Industriebetrieb (DE-588)4026813-5 gnd Qualitätsmanagement (DE-588)4219057-5 gnd |
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| title | Industrial excellence management quality in manufacturing |
| title_auth | Industrial excellence management quality in manufacturing |
| title_exact_search | Industrial excellence management quality in manufacturing |
| title_full | Industrial excellence management quality in manufacturing Christoph H. Loch ... |
| title_fullStr | Industrial excellence management quality in manufacturing Christoph H. Loch ... |
| title_full_unstemmed | Industrial excellence management quality in manufacturing Christoph H. Loch ... |
| title_short | Industrial excellence |
| title_sort | industrial excellence management quality in manufacturing |
| title_sub | management quality in manufacturing |
| topic | Kwaliteitszorg gtt Productiemanagement gtt Production - Gestion Qualité totale Production management Total quality management Management (DE-588)4037278-9 gnd Industriebetrieb (DE-588)4026813-5 gnd Qualitätsmanagement (DE-588)4219057-5 gnd |
| topic_facet | Kwaliteitszorg Productiemanagement Production - Gestion Qualité totale Production management Total quality management Management Industriebetrieb Qualitätsmanagement Frankreich Deutschland |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010211627&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT lochchristophh industrialexcellencemanagementqualityinmanufacturing |
Inhaltsverzeichnis
THWS Würzburg Zentralbibliothek Lesesaal
| Signatur: |
1000 QP 321 L812 |
|---|---|
| Exemplar 1 | ausleihbar Verfügbar Bestellen |
| Exemplar 2 | ausleihbar Verfügbar Bestellen |
| Exemplar 3 | ausleihbar Verfügbar Bestellen |
| Exemplar 4 | ausleihbar Verfügbar Bestellen |
THWS Schweinfurt Zentralbibliothek Lesesaal
| Signatur: |
2000 ZG 9260 L812 |
|---|---|
| Exemplar 1 | ausleihbar Verfügbar Bestellen |