Automotive Production Systems and Standardisation: From Ford to the Case of Mercedes-BenzSpringer Science & Business Media, 2005. gada 13. apr. - 238 lappuses In January 2000, Mercedes-Benz started to implement the Mercedes-Benz Prod- tion System (MPS) throughout its world-wide passenger car plants. This event is exemplary of a trend within the automotive industry: the creation and introduction of company-specific standardised production systems. It gradually emerged with the introduction of the Chrysler Operating System (COS) in the mid-1990s and represents a distinct step in the process towards implementing the universal pr- ciples of lean thinking as propagated by the MIT-study. For the academic field of industrial sociology and labour policy, the emergence of this trend seems to mark a new stage in the evolution of the debate about production systems in the auto- tive industry (Jürgens 2002:2), particularly as it seems to undermine the stand of the critics of the one-best way model (Boyer and Freyssenet 1995). The introduction of company-level standardised production systems marks the starting point of the present study. At the core of it is a case study about the M- cedes Benz Production System (MPS). |
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Introduction | 1 |
11 Theoretical perspective and literature | 3 |
111 Standardisation and the labour process debate | 4 |
12 Aspects of standardisation | 6 |
122 De facto and formal standards | 7 |
123 Standard setters and institutionalisation | 8 |
driving force for the institutionalisation of standards | 10 |
125 Standardisation and certification systems | 11 |
352 The evolution of the Toyota Production System in the 1980s and 1990s | 94 |
353 The forms and functions of standardisation in the TPS | 99 |
36 The reflective production system of Volvo Uddevalla | 111 |
362 The role and function of standardisation in the reflective production system | 113 |
standardised production systems | 119 |
The case of the Mercedes Benz Production System | 127 |
42 Case study focus approach and structure | 128 |
43 Case study background | 129 |
13 Production systems | 12 |
131 The industrial sociology debate on production systems | 13 |
132 Production systems standardisation and the theory of organisational learning | 15 |
Adler and Cole versus Berggren | 17 |
14 Research methods and approach | 18 |
142 The case study approach | 19 |
143 Observational and survey research | 20 |
15 Chapter outline | 21 |
The evolution of standardisation | 25 |
the historical roots of quality standards | 27 |
interchangeable parts and mass production | 30 |
24 The rise of quality management in Japan | 35 |
25 Quality management in Germany | 37 |
26 The historical rise of standard setting institutions | 40 |
261 National standards setting bodies NSBs | 41 |
262 Institutionalisation of international standards the International Standards Organization ISO | 46 |
27 The institutionalisation of international standards for quality systems | 47 |
271 Historical evolution of the ISO 9000 | 48 |
272 ISO 9000 a standardised quality management system | 50 |
273 The evolution of the ISO technical standard TS 16949 | 53 |
275 QS 9000 | 56 |
277 Towards a holistic view of quality from ISO 9000 to the Total Quality Management System TQM of the European Foundation of Quality Mana... | 57 |
278 Audits | 60 |
279 The cost and benefits of certification | 63 |
28 Critical appreciation | 65 |
The history of production systems in the automotive industry | 71 |
32 The end of craft production | 72 |
33 Taylorism and standardisation | 74 |
331 Historical background | 75 |
the foundation of modern production systems | 78 |
341 Standards in mass production | 79 |
342 Standardisation beyond the shop floor | 84 |
35 The Toyota Production System TPS | 88 |
351 Historical background | 89 |
44 Premerger production organisation at MercedesBenz | 131 |
45 Premerger production organisation at Chrysler | 134 |
46 The DaimlerChrysler Operating Model | 135 |
47 The MercedesBenz Production System | 139 |
central plant and centre level structures | 141 |
plant level organisation | 142 |
centre level organisation | 143 |
the cascade training | 145 |
49 The MPSaudit | 149 |
491 Auditors and the audit procedure | 151 |
492 MPSaudit observations | 153 |
theory versus practice | 158 |
410 The structure and content of the MPS | 159 |
4101 The MPS tools | 161 |
411 The MercedesBenz Production System and REFAmethods | 165 |
412 The MercedesBenz Production System and the Toyota Production System | 169 |
The results of implementing the MercedesBenz Production System | 173 |
52 Research scope and methodology | 174 |
53 Statistics | 177 |
54 The MPS questionnaire design and content | 178 |
55 Significances | 181 |
552 Subcentre results | 191 |
56 Analysis and interpretation | 197 |
Conclusion | 203 |
62 The driving forces of standardisation | 204 |
63 The evolution of production systems in the automotive industry | 206 |
64 Changing forms and functions of standardisation in production systems | 209 |
65 The effects of standardisation on the actors on the shop floor | 211 |
66 Outlook | 214 |
Appendix | 217 |
Glossary of terms symbols and abbreviations | 221 |
225 | |
Citi izdevumi - Skatīt visu
Automotive Production Systems and Standardisation: From Ford to the Case of ... Constanze Clarke Ierobežota priekšskatīšana - 2006 |
Automotive Production Systems and Standardisation: From Ford to the Case of ... Constanze Clarke Priekšskatījums nav pieejams - 2009 |
Bieži izmantoti vārdi un frāzes
According actors Alpha ANSI assembly line audit results auditors automotive industry Chrysler companies conducted cost centres cycle DaimlerChrysler dards duction systems EFQM Ellegård evaluation evolution example focus focused Ford Ford's Fordism formalised forms and functions Fujimoto functions of standardisation German ibid implementation individual Industrial Engineers institutionalisation introduction issues Japanese kanban kanban system know-how and experience labour lean production machine mass production Mercedes-Benz Production System methods Monden Moreover MPS audit MPS tools MPS-audit Nomura and Jürgens NUMMI particularly perform plant Untertürkheim principles production centre production process quality control quality management systems quality standards questionnaire REFA reflective production system represent responsibility role routines score skills social specific staff stan standard operations standard setting standardised production systems structure sub-centres suppliers system of mass tacit knowledge tasks Taylorism Taylorist tion Toyota Production System Uddevalla Volvo workers
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