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Download e-book for iPad: Automotive Production Systems and Standardisation: From Ford by Prof. Dr. Constanze Clarke MPhil, MBA (auth.)

By Prof. Dr. Constanze Clarke MPhil, MBA (auth.)

ISBN-10: 3790815780

ISBN-13: 9783790815788

ISBN-10: 3790816280

ISBN-13: 9783790816280

The creation of the Mercedes-Benz construction process (MPS) is exemplary of a development in the automobile undefined: the construction and advent of company-specific standardised creation platforms. This publication contributes to the talk approximately creation structures by way of studying the social and monetary implications of the function of standardisation in construction platforms. during this context it addresses 3 center concerns: First, the using forces in the back of the altering varieties and capabilities of standardisation and the position of associations therein. moment, the impression of standardisation at the evolution of car creation platforms. 3rd, in line with the author's personal empirical study performed over a 3 yr interval on the Mercedes-Benz plant Stuttgart-Untertürkheim/Germany, the publication examines the effect of standardisation at the paintings of actors at the store ground when it comes to organisational studying procedures and the rules of work.

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Additional info for Automotive Production Systems and Standardisation: From Ford to the Case of Mercedes-Benz

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The chapter continues by showing how Fordist principles were disseminated in Japan. Toyota first adopted mass production principles but then continued to develop and refine them until they created their own company-specific production system, the Toyota Production System. I will focus on the forms and function of standards in the TPS. Two key aspects of standardisation within the TPS are selected: standardised operations and the kanban system. Underlying the standardisation process at Toyota, is the system of continuous improvement of standards, organisational learning takes place as workers learn from each other and exchange their shop floor know-how.

According to Ketting, this resulted from the fact that over time staff gradually thought that the responsibility for quality rested in the structural unit of the quality department within the organisation and hence outside the direct realm of the work on the shopfloor. ). With it, the responsibility for quality, too, was passed on down the line. Thus quality control was located at the end of the production process, at the end of the assembly line, where the inspectors of the quality management department, sorted the products into defect and acceptable products.

42 2 The evolution of standardisation convinced other manufacturers. :98). Recognising a need for standardisation after the war, in December 1917 the German Standards Institute Deutsches Institut der Normierung (DIN) was set up. :99). During the reconstruction period after World War II, the DIN standards became enforced law, particularly in areas where the Allied bombing had destroyed complete infrastructures. :114). :8). It represents Germany at the European Committee of Normation (CEN) and the International Standardisation Organisation (ISO).

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Automotive Production Systems and Standardisation: From Ford to the Case of Mercedes-Benz by Prof. Dr. Constanze Clarke MPhil, MBA (auth.)

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