Parry / Graves Build To Order

The Road to the 5-Day Car
1. Auflage 2008
ISBN: 978-1-84800-225-8
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 438 Seiten

Over the past 100 years the European Automotive Industry has been repeatedly challenged by best practice. First by the United States, through the development of 'mass production' pioneered by Henry Ford and more recently by 'lean production techniques' as practised by the leading Japanese producers, particularly Toyota. It has consistently risen to these challenges and has shown it can compete and even outperform its competitors with world-class products. However, the European - dustry is now faced with growing competition and growth from new emerging low-cost countries and needs to re-define its competitive advantage to remain at the forefront of the sector. Automotive growth is driven by two factors, new m- kets and new technologies. Global competition is increasing, with technology and product differentiation becoming the most important sales factors, but with c- tinued cost pressure. Within the market the winners will be more profitable and the losers will disappear. The Automotive Industry makes a significant contribution to the socio-economic fabric of the European Union. Manufacturing output represents €700 billion and research and development spending €24 billion. European automotive suppliers number 5000 member companies and represent 5 million employees and generate €500 billion in revenues. These are significant figures that generate wealth and high value employment within the EU. European firms must consistently improve their competitive position to ensure that the industry does not migrate to growing new markets.

Glenn Parry is a senior research fellow in the University of Bath's School of Management (UK), having joined the university after working for the UK Lean Aerospace Initiative, WMG and the University of Warwick (UK). He is participating in the EU Intelligent Logistics for Innovative Product Technologies (ILIPT) project, which explores the feasibility of producing and delivering a bespoke car within only 5 days. His research interests include enterprise transformation and the move to service; application of lean and agile thinking, and development of practice, within automotive, aerospace and construction contexts; and enterprise resource planning systems. Andrew Graves is Professorial Fellow, Management of Technology, also at the University of Bath (UK). He has worked as development engineer and team manager in the world of Formula 1 and 2 racing, and from 1985 he was part of the Science Policy Research Unit at the University of Sussex (UK). He is a member of several professional bodies, including the Aerospace, Innovation & Growth Team, DTI; the Automotive Innovation & Growth Team, DTI; and the SMMT Motorists Working Group.

Autoren/Hrsg.

Parry, Glenn

Graves, Andrew

Graves, Andrew Peter

Inhaltsverzeichnis

1;Foreword;7
2;Acknowledgements;9
3;Contents;11
4;Introduction and Overview;21
4.1;1.1 Drivers and Followers;22
4.2;1.2 Defining Build-to-Order;23
4.3;1.3 Advantage of Build-to-Order;23
4.4;1.4 The Road to Build-to-Order;24
4.5;1.5 The ILIPT Project;26
4.6;1.6 Book Structure;28
4.7;References;30
5;Part I Industry Dynamics;31
5.1;The Evolution of Competition in the Automotive Industry;33
5.1.1;2.1 All Competitive Advantage is Temporary;34
5.1.2;2.2 The Past: The Evolution of Production Systems;36
5.1.3;2.3 The Present: Shifts in the Competitive Landscape;40
5.1.4;2.4 The Future: Competing in the Second Automotive Century;48
5.1.5;2.5 What Next?;50
5.1.6;2.6 Conclusion;52
5.1.7;References;53
5.2;Build-to-Order: Impacts, Trends and Open Issues;55
5.2.1;3.1 Introduction;55
5.2.2;3.2 BTO: Where Is the Industry?;56
5.2.3;3.3 The Obstacles on the Way to Build-to-Order;58
5.2.4;3.4 The Impact of Build-to-Order on the Bottom Line;64
5.2.5;3.5 Coping Mechanisms;69
5.2.6;3.6 The Way Forward;72
5.2.7;References;73
5.3;Current Issues at OEMs and Suppliers;75
5.3.1;4.1 New Challenges in Product Policy;75
5.3.2;4.2 Increased Pressure from Competitors;78
5.3.3;4.3 Reactions from the European Automotive Industry;81
5.3.4;4.4 Conclusion;92
5.3.5;References;92
5.4;Outsourcing: Management and Practice Within the Automotive Industry;95
5.4.1;5.1 Introduction;95
5.4.2;5.2 Defining the Concept of Outsourcing;97
5.4.3;5.3 Approaches to Outsourcing;97
5.4.4;5.4 The Quest for Competitiveness – Identifying Core and Supporting Activities;103
5.4.5;5.5 A Snapshot of Outsourcing Benefits and Risks;108
5.4.6;5.6 Managerial Implications for (Beneficial) Outsourcing Decisions;113
5.4.7;5.7 Conclusion;115
5.4.8;References;116
6;Part II Modularity;119
6.1;An Overview of Modular Car Architecture: the OEMS Perspective on Why and How;121
6.1.1;6.1 Introduction;121
6.1.2;6.2 Internal and External Reasons for Modular Car Architecture;122
6.1.3;6.3 Requirements for the Production and Supply Chain;124
6.1.4;6.4 A Possible Approach to the Design of Modular Automobiles;126
6.1.5;6.5 Conclusion;127
6.1.6;References;127
6.2;The Modular Body;129
6.2.1;7.1 The Idea of Modularity;129
6.2.2;7.2 Modularity Concepts;131
6.2.3;7.3 Basic Conditions for Body Design;139
6.2.4;7.4 ModCar Body Design;140
6.2.5;7.5 Conclusion;151
6.2.6;References;151
6.3;Modular Concepts and the Design of the ModCar Body Shell;153
6.3.1;8.1 Introduction;153
6.3.2;8.2 Styling Process and Concepts of the ModCar;154
6.3.3;8.3 Technical Engineering of the Outer Panels;158
6.3.4;8.4 Technical Engineering of the Door Module;164
6.3.5;8.5 Structural Analyses of ModCar Body Shell Components and Structure;166
6.3.6;8.6 Conclusions;172
6.3.7;References;173
6.4;Complexity Cost Management;175
6.4.1;9.1 Introduction;175
6.4.2;9.2 Product Variety;177
6.4.3;9.3 The Complexity Cost Model;181
6.4.4;9.4 Conclusion;193
6.4.5;References;194
7;Part III Collaboration;195
7.1;Key Principles of Flexible Production and Logistics Networks;197
7.2;Collaborative Planning Processes;201
7.2.1;11.1 Approaches to Coordinating “Collaborative Planning”;201
7.2.2;11.2 Existing Approaches of Collaborative Planning;204
7.2.3;11.3 The Architecture of the BTO Production Network;205
7.2.4;11.4 The Process of Collaborative Planning;208
7.2.5;11.5 The Local Planning Process;211
7.2.6;11.6 Autonomous Behaviour and Collaboration in Supply Networks;212
7.2.7;11.7 Conclusion;226
7.2.8;References;227
7.3;Collaborative Execution Processes;229
7.3.1;12.1 The Current Situation in the Automotive Industry;230
7.3.2;12.2 The Role of the BTO/BTS Border in a Pure BTO Manufacturing System;230
7.3.3;12.3 Order Management for a Pure BTO Manufacturing Environment;231
7.3.4;12.4 Exception Handling;237
7.3.5;12.5 Execution Prototype;239
7.3.6;12.6 Module Deployment and the Software Required;239
7.3.7;12.7 Conclusion;240
7.3.8;References;241
7.4;Functionalities of Supporting IT Systems: Current Situation, Future Requirements and Innovative Approaches;243
7.4.1;13.1 Process Requirements of Information Technology;243
7.4.2;13.2 Capabilities of Current IT Systems;245
7.4.3;13.3 Distributed Information Management;246
7.4.4;13.4 Interoperability Framework;247
7.4.5;13.5 Modelling Data and Semantics;251
7.4.6;13.6 Systems Architecture;255
7.4.7;13.7 Concluding Remarks on IT Functionality;256
7.4.8;References;257
7.5;Modelled Scenario Examples for Planning and Execution Processes;259
7.5.1;14.1 Basic Structure for the BTO Demonstrator Model;259
7.5.2;14.2 Scenario Examples for the Collaborative Planning Process;262
7.5.3;14.3 Scenario Examples for the Collaborative Execution Process;267
7.5.4;14.4 Conclusion;274
8;Part IV Validation;275
8.1;A BTO Reference Model for High-Level Supply Chain Design;277
8.1.1;15.1 Introduction: Motivation and Objectives for a Build- to- Order Reference Model;277
8.1.2;15.2 The Idea Behind a Build-to-Order Reference Model;279
8.1.3;15.3 A Classification Framework for Automotive Build- to- Order Concepts;281
8.1.4;15.4 A BTO Target System;282
8.1.5;15.5 BTO-Related Problem Areas and Associated Fields of Action;283
8.1.6;15.6 An Integration Framework for BTO Concepts;290
8.1.7;15.7 Supply Chain Design Procedure Model;292
8.1.8;15.8 Summary and Outlook;295
8.1.9;References;295
8.2;Rapid Supply Chain Design by Integrating Modelling Methods;297
8.2.1;16.1 Introduction;297
8.2.2;16.2 Supply Chain Design;299
8.2.3;16.3 Modelling and Evaluating Value Creation Networks;303
8.2.4;16.4 An Integrated Method for Supply Chain Design;309
8.2.5;16.5 Application Cases;312
8.2.6;16.6 Conclusion;314
8.2.7;References;314
8.3;Moving Towards BTO – An Engine Case Study;317
8.3.1;17.1 Scope of the Case Study;317
8.3.2;17.2 Application of the Combined Approach and Model Scope;320
8.3.3;17.3 Results of the Case Study;323
8.3.4;17.4 Conclusion and Outlook;330
8.4;How the Electro-Mechanical Valve Train Accelerates Logistics and Reduces Costs;331
8.4.1;18.1 Introduction;332
8.4.2;18.2 Technical Description of the MVVT Compared with the EMVT;334
8.4.3;18.3 Production and Logistics Benefits of the EMVT;336
8.4.4;18.4 Conclusion;341
8.4.5;References;342
8.5;Network Design for Build-to-Order Automotive Production;343
8.5.1;19.1 Introduction to Automotive Value Creation Networks and Build- to- Order Supply Chain Design;343
8.5.2;19.2 Alternative Designs for Automotive Value Creation Networks;345
8.5.3;19.3 Model-Based Evaluation of Design Alternatives;349
8.5.4;19.4 Conclusion;353
8.5.5;References;354
9;Part V Implementation;355
9.1;Automotive e-hubs: Exploring Motivations and Barriers to Collaboration and Interaction*;357
9.1.1;20.1 Introduction;357
9.1.2;20.2 Reviewing the e-hub: Theory and Practice;358
9.1.3;20.3 Approach to Developing the Framework;365
9.1.4;20.4 Automotive Case Analysis;366
9.1.5;20.5 Discussion: Revisiting the Framework;373
9.1.6;20.6 Contribution to Theory and Practice;376
9.1.7;20.7 Conclusion;377
9.1.8;References;378
9.2;Automotive Supplier Park Strategies Supporting Build- to- Order;381
9.2.1;21.1 Introduction;381
9.2.2;21.2 Background;382
9.2.3;21.3 Data Collection;388
9.2.4;21.4 The Reality of Automotive Supplier Parks;389
9.2.5;21.5 Discussion;393
9.2.6;21.6 Conclusions;397
9.2.7;References;399
9.3;Managing the Transition to the “5-Day Car” in Europe;403
9.3.1;22.1 Introduction;403
9.3.2;22.2 Why Build-to-Order?;404
9.3.3;22.3 The Demand for Build-to-Order;407
9.3.4;22.4 Supply Chain Readiness;408
9.3.5;22.5 Resistance to Change;408
9.3.6;22.6 Company Ownership and Overcapacity as Potential Barriers;409
9.3.7;22.7 The Industry Executives’ Perspective;410
9.3.8;22.8 Consultation Findings;410
9.3.9;22.9 Enablers to Effective Transition;412
9.3.10;22.10 Building on Existing Good Practice in BTO;413
9.3.11;22.11 Training and Education;413
9.3.12;22.12 Clear Planning and Objective Setting;414
9.3.13;22.13 Aligning Key Performance Indicators;415
9.3.14;22.14 Enhancing Supply Chain Learning;416
9.3.15;22.15 Communication and Benchmarking Progress;417
9.3.16;22.16 Conclusion;417
9.3.17;References;418
10;Part VI The Road Ahead;421
10.1;The Road to the 5-Day Car;423
10.1.1;23.1 Introduction;423
10.1.2;23.2 Social Pressure and Government Challenge;424
10.1.3;23.3 Industry’s Challenge;425
10.1.4;23.4 Conclusion;427
11;About the Editors;429
12;About the Authors;431
13;ILIPT Members;439
14;Glossary;445
15;Index;449