Analysis of the understanding of flexible manufacturing in the automotive component industry and selection of best implementation strategy
- Authors: Mostert, Clive
- Date: 2011
- Subjects: Motor industry , Mass production
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8592 , http://hdl.handle.net/10948/1395 , Motor industry , Mass production
- Description: In a competitive manufacturing environment a firm must be able to simultaneously produce multiple and diverse products, upgrade and redesign its products in short life cycles, and execute efficient production changeovers. This implies that the firm's manufacturing facilities should be capable of efficiently responding to the changes associated with the above abilities. These capabilities are a key requirement for building an agile manufacturing enterprise. To successfully attain these capabilities a firm must evaluate and build flexibility in its manufacturing operations. Success in manufacturing requires the adoption of methods in customer acquisition and order fulfilment processes that can manage anticipated change with precision while providing a fast and flexible response to unanticipated changes. A review of the related literature reveals that though there has been considerable research on the subject of flexible manufacturing, insufficient attention has been devoted to the development of a comprehensive method for designing and building flexible manufacturing (FM) solutions. A significant portion of the FM research and the ensuing industrial applications have focused on highly automated metal working facilities, commonly referred to as flexible manufacturing system or FMS. The objective of this research was to understand what the general understanding of FMS is in the automotive component supplying industry as well as to develop a strategy based on world class principles on how to implement such a strategy. The established strategy will then be used to implement a FMS at Shatterprufe a division of the PFG group. A comprehensive literature study was conducted on Flexible Manufacturing to get a good idea on what it is all about. A questionnaire was designed based on the guidelines in the literature study in order to establish the understanding of FMS within companies in the automotive component supplying industries. Twenty five companies were selected, based on their employee numbers and potential high complexity in the parts that they manufacture. Participating companies must also be part of National Association of Automotive Component and Allied Manufacturers (NAACAM) and supplying directly to all of the local Original Equipment Manufacturers (OEM’s). Eighteen out of the twenty five companies selected did participate and return the questionnaires. Three companies replied stating that they do not have a FMS in place and thus do not want to participate in the research. The completed questionnaires were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The opinions of the various respondents were compared with the guidelines provided in the literature survey, in order to identify how to answer the main questions the author wanted to use as part of selecting an appropriate implementation approach for FMS at Shatterprufe. The following were the main recommendations and conclusions: • It is essential that the executive team at Shatterprufe realises the need of a FM programme. Based on the analysis from the theoretical research as well as from the questionnaire it should not be difficult for them to realise this; • It is recommended that the knowledge gained from the research theory and that of the research questionnaire be used as a guideline for introduction and implementation; • It is recommended that the employees that will be required to implement the FMS are properly trained in the basics of WCM and FMS and that they receive the necessary tools to perform their tasks; • It is essential that everyone throughout the entire organisation is involved from the start in the development, improvement and maintenance of the system; • It is critical that the barriers to implementation be taken seriously at the start of the whole implementation process and plans be put in place to overcome them. Make sure that there is: • proper understanding of the total effort required; • complete management support; • union buy-in; • enough training carried out; • change of priorities; • full commitment and persistence; • development of a good installation strategy; and • insurance of choosing the right approach.
- Full Text:
- Date Issued: 2011
- Authors: Mostert, Clive
- Date: 2011
- Subjects: Motor industry , Mass production
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8592 , http://hdl.handle.net/10948/1395 , Motor industry , Mass production
- Description: In a competitive manufacturing environment a firm must be able to simultaneously produce multiple and diverse products, upgrade and redesign its products in short life cycles, and execute efficient production changeovers. This implies that the firm's manufacturing facilities should be capable of efficiently responding to the changes associated with the above abilities. These capabilities are a key requirement for building an agile manufacturing enterprise. To successfully attain these capabilities a firm must evaluate and build flexibility in its manufacturing operations. Success in manufacturing requires the adoption of methods in customer acquisition and order fulfilment processes that can manage anticipated change with precision while providing a fast and flexible response to unanticipated changes. A review of the related literature reveals that though there has been considerable research on the subject of flexible manufacturing, insufficient attention has been devoted to the development of a comprehensive method for designing and building flexible manufacturing (FM) solutions. A significant portion of the FM research and the ensuing industrial applications have focused on highly automated metal working facilities, commonly referred to as flexible manufacturing system or FMS. The objective of this research was to understand what the general understanding of FMS is in the automotive component supplying industry as well as to develop a strategy based on world class principles on how to implement such a strategy. The established strategy will then be used to implement a FMS at Shatterprufe a division of the PFG group. A comprehensive literature study was conducted on Flexible Manufacturing to get a good idea on what it is all about. A questionnaire was designed based on the guidelines in the literature study in order to establish the understanding of FMS within companies in the automotive component supplying industries. Twenty five companies were selected, based on their employee numbers and potential high complexity in the parts that they manufacture. Participating companies must also be part of National Association of Automotive Component and Allied Manufacturers (NAACAM) and supplying directly to all of the local Original Equipment Manufacturers (OEM’s). Eighteen out of the twenty five companies selected did participate and return the questionnaires. Three companies replied stating that they do not have a FMS in place and thus do not want to participate in the research. The completed questionnaires were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The opinions of the various respondents were compared with the guidelines provided in the literature survey, in order to identify how to answer the main questions the author wanted to use as part of selecting an appropriate implementation approach for FMS at Shatterprufe. The following were the main recommendations and conclusions: • It is essential that the executive team at Shatterprufe realises the need of a FM programme. Based on the analysis from the theoretical research as well as from the questionnaire it should not be difficult for them to realise this; • It is recommended that the knowledge gained from the research theory and that of the research questionnaire be used as a guideline for introduction and implementation; • It is recommended that the employees that will be required to implement the FMS are properly trained in the basics of WCM and FMS and that they receive the necessary tools to perform their tasks; • It is essential that everyone throughout the entire organisation is involved from the start in the development, improvement and maintenance of the system; • It is critical that the barriers to implementation be taken seriously at the start of the whole implementation process and plans be put in place to overcome them. Make sure that there is: • proper understanding of the total effort required; • complete management support; • union buy-in; • enough training carried out; • change of priorities; • full commitment and persistence; • development of a good installation strategy; and • insurance of choosing the right approach.
- Full Text:
- Date Issued: 2011
The management of the antecedents of absenteeism at a motor manufacturing company
- Authors: Mandleni, Oscar
- Date: 2011
- Subjects: Absenteeism (Labor) , Motor industry , Production management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8755 , http://hdl.handle.net/10948/d1011559 , Absenteeism (Labor) , Motor industry , Production management
- Description: Absenteeism is a complex set of behaviours masquerading as a unitary phenomenon. Absenteeism is a big problem in the motor manufacturing industry, especially, because of the number of processes that are labour intensive. Absenteeism is a multifaceted problem with many antecedents which make it challenging to resolve or contain. Financial impact is one of the consequences of absenteeism on a business, especially when one thinks that the primary objective of a firm in to make money. Absenteeism defeats these objectives through cost incurred for overtime to catch up production losses. Furthermore, in cases where replacement of personnel is necessary, this may include administrative costs related to the time human resource personnel spend looking for replacement employees or the time production management spends re-assigning employees. Absenteeism results in decreased productivity and may affect the quality of the product due to the increased workload and burden put on employees who are at work. Absenteeism is classified into scheduled and unscheduled absenteeism. Although some absenteeism is avoidable, it is important to understand that some absence is unavoidable. This is because people may fall ill, get injured or have unavoidable obligations which may lead to absenteeism. The purpose of this study was to identify the antecedents of absenteeism, with the assumption that once they are identified, they can be controlled, reduced or eliminated and the absenteeism rate thus reduced. The theoretical study focused on defining absenteeism, ascertaining the impact of absenteeism in the workplace, especially in an international organisation in the motor manufacturing industry and discussing the antecedents of absenteeism and strategies that can be used to manage these antecedents. The empirical study consisted of a survey, with a questionnaire as a data collecting tool. The process used to conduct the survey was to distribute the questionnaire among production employees in three operational units; namely Final Assembly, Paint Shop and Body Shop at a motor manufacturing company. Employees were approached, the purpose of the questionnaire explained and they were asked if they would be willing to complete the questionnaire. Employees who agreed to complete the questionnaire were briefed on the contents of the questionnaire and the completion process. The relationship between biographical variables and absenteeism was discussed. For the purpose of this study the following independent variables were discussed: age, marital status, gender, work area, length of service and number of dependents. The empirical study focused on the antecedents of absenteeism, and specifically job, organisational and personal factors, as well supervisors‟ attempts to manage absenteeism. The respondents indicated that they believed absenteeism was a problem in the study and that people stayed away for reasons other than genuine illness. It was recommended that absenteeism figures, such as the overall Gross Absence Rate (GAR) and Absence Frequency Rate for the organisation, and specific work areas and teams, are regularly communicated to employees and displayed prominently to emphasise the importance of attendance. Some suggestions were that: Supervisors should foster a genuinely respectful relationship between themselves and employees which will results in employees feeling obliged to be at work. The company should introduce a day care or crèche at work to allow female employees to bring their kids to work in the event they are unable to be looked after at home. Alcohol and drug abuse should not be seen as an external problem in the organisation but rather as something an organisation should get involved in to assist employee who might have a problem. The first step was to create a channel where employee can feel free to approach the company if they are in need of help. The study demonstrated that it was important to identify antecedents in order to address the real problems related to absenteeism.
- Full Text:
- Date Issued: 2011
- Authors: Mandleni, Oscar
- Date: 2011
- Subjects: Absenteeism (Labor) , Motor industry , Production management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8755 , http://hdl.handle.net/10948/d1011559 , Absenteeism (Labor) , Motor industry , Production management
- Description: Absenteeism is a complex set of behaviours masquerading as a unitary phenomenon. Absenteeism is a big problem in the motor manufacturing industry, especially, because of the number of processes that are labour intensive. Absenteeism is a multifaceted problem with many antecedents which make it challenging to resolve or contain. Financial impact is one of the consequences of absenteeism on a business, especially when one thinks that the primary objective of a firm in to make money. Absenteeism defeats these objectives through cost incurred for overtime to catch up production losses. Furthermore, in cases where replacement of personnel is necessary, this may include administrative costs related to the time human resource personnel spend looking for replacement employees or the time production management spends re-assigning employees. Absenteeism results in decreased productivity and may affect the quality of the product due to the increased workload and burden put on employees who are at work. Absenteeism is classified into scheduled and unscheduled absenteeism. Although some absenteeism is avoidable, it is important to understand that some absence is unavoidable. This is because people may fall ill, get injured or have unavoidable obligations which may lead to absenteeism. The purpose of this study was to identify the antecedents of absenteeism, with the assumption that once they are identified, they can be controlled, reduced or eliminated and the absenteeism rate thus reduced. The theoretical study focused on defining absenteeism, ascertaining the impact of absenteeism in the workplace, especially in an international organisation in the motor manufacturing industry and discussing the antecedents of absenteeism and strategies that can be used to manage these antecedents. The empirical study consisted of a survey, with a questionnaire as a data collecting tool. The process used to conduct the survey was to distribute the questionnaire among production employees in three operational units; namely Final Assembly, Paint Shop and Body Shop at a motor manufacturing company. Employees were approached, the purpose of the questionnaire explained and they were asked if they would be willing to complete the questionnaire. Employees who agreed to complete the questionnaire were briefed on the contents of the questionnaire and the completion process. The relationship between biographical variables and absenteeism was discussed. For the purpose of this study the following independent variables were discussed: age, marital status, gender, work area, length of service and number of dependents. The empirical study focused on the antecedents of absenteeism, and specifically job, organisational and personal factors, as well supervisors‟ attempts to manage absenteeism. The respondents indicated that they believed absenteeism was a problem in the study and that people stayed away for reasons other than genuine illness. It was recommended that absenteeism figures, such as the overall Gross Absence Rate (GAR) and Absence Frequency Rate for the organisation, and specific work areas and teams, are regularly communicated to employees and displayed prominently to emphasise the importance of attendance. Some suggestions were that: Supervisors should foster a genuinely respectful relationship between themselves and employees which will results in employees feeling obliged to be at work. The company should introduce a day care or crèche at work to allow female employees to bring their kids to work in the event they are unable to be looked after at home. Alcohol and drug abuse should not be seen as an external problem in the organisation but rather as something an organisation should get involved in to assist employee who might have a problem. The first step was to create a channel where employee can feel free to approach the company if they are in need of help. The study demonstrated that it was important to identify antecedents in order to address the real problems related to absenteeism.
- Full Text:
- Date Issued: 2011
- «
- ‹
- 1
- ›
- »