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Change management, production ramp up and the sustainable supply chain in the transportation industry

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dc.contributor.advisor Daniel Whitney and Sebastian Fixson. en_US
dc.contributor.author Fortin, Sean (Sean Dubé) en_US
dc.contributor.other Leaders for Manufacturing Program. en_US
dc.date.accessioned 2009-11-06T16:34:38Z
dc.date.available 2009-11-06T16:34:38Z
dc.date.copyright 2009 en_US
dc.date.issued 2009 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/49783
dc.description Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Manufacturing Program at MIT, 2009. en_US
dc.description Includes bibliographical references. en_US
dc.description.abstract The ramp up phase is always the most risky part of any project, especially with a product material the company and its partners have very little experience with. One result of this lack of experience is frequent engineering changes to address design corrections and improvements. High levels of change create uncertainty within both the supply chain and the engineering change management systems. Just as a supplier may not be able to meet production requirements, elements of the change process may not be sufficiently flexible to account for the level of change the project experiences during production ramp up. A study of Bus Solution Systems' (BSS) Super Hotel Coach (SHC) program change management system will show that unsuitable change management system processes can cause downstream delays just as unsuitable supply chain strategy can cause the same. This thesis details a situation where the SHC program's Materials Management Department (MMD) was having difficulty with visibility into the change management system. As a result of the situation, SHC MMD did not have the ability to order parts on time. The effect was that there were an increased number of parts needed for manufacturing jobs but were not in stock, and sometimes yet to be ordered. The ultimate result of this problem, and the multitude of other problems impacting the SHC not investigated in this thesis, was a bus program that was 2 years behind schedule in early 2009. en_US
dc.description.abstract (cont.) This thesis aims to correct the SHC MMD engineering change visibility issue by examining the current state of the engineering change process through a shortage part case study and by applying supply chain management strategy principles to extract part ordering information from the SHC General Engineering Change Process earlier. This thesis also proposes a long term systematic solution that would help prevent shortages from occurring in the future. The intent of the recommendation is to reduce the chance of shortage occurrences so as to prevent further delay of the SHC program. en_US
dc.description.statementofresponsibility by Sean Fortin. en_US
dc.format.extent 116 p. en_US
dc.language.iso eng en_US
dc.publisher Massachusetts Institute of Technology en_US
dc.rights M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. en_US
dc.rights.uri http://dspace.mit.edu/handle/1721.1/7582 en_US
dc.subject Sloan School of Management. en_US
dc.subject Engineering Systems Division. en_US
dc.subject Leaders for Manufacturing Program. en_US
dc.title Change management, production ramp up and the sustainable supply chain in the transportation industry en_US
dc.type Thesis en_US
dc.description.degree S.M. en_US
dc.description.degree M.B.A. en_US
dc.contributor.department Sloan School of Management. en_US
dc.contributor.department Massachusetts Institute of Technology. Engineering Systems Division. en_US
dc.contributor.department Leaders for Manufacturing Program. en_US
dc.identifier.oclc 457204295 en_US


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