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Lean principle application in an automotive product development process with special emphasis on peer reviews

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dc.contributor.advisor Sebastian Fixson and Eric Rebentisch. en_US
dc.contributor.author Boren, Michael S. (Michael Stuart) en_US
dc.contributor.other Leaders for Manufacturing Program. en_US
dc.date.accessioned 2009-11-06T16:35:18Z
dc.date.available 2009-11-06T16:35:18Z
dc.date.copyright 2009 en_US
dc.date.issued 2009 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/49787
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 (p. 94). en_US
dc.description.abstract Global Automotive, a large US based, global manufacturer of automobiles, has made significant gains in manufacturing competitiveness, in part through application of a lean manufacturing approach to high volume assembly. A similar approach applied to product development can result in significant improvements in product design throughput, speed, cost, design quality, and innovation. With major product programs taking in excess of 36 months and a billion dollars to complete, the potential impact of process improvements is substantial. This thesis examines elements of Global Automotive Product Development Process. Some general guiding principles for Lean product development are also reviewed from the existing literature. Special attention is given to metrics for measuring product development performance at Global Automotive. The thesis focuses on the role of peer reviews in the development process. The analysis is performed using a work order data set for two automotive development programs. Score cards from Peer Review and a survey of the component engineering community are also used to assess the effectiveness and current state of the peer review process. The study found evidence that high scores on peer reviews do not guarantee that late changes will occur, if anything component groups with average lower scoring peer reviews generated led to consistent levels of late stage changes. The objective of peer reviews should clearly be to find as many problems as possible and participants should be encouraged to delivery "low scoring" reviews. Keywords: Product Development, Lean, Peer Reviews, Design Defects. en_US
dc.description.statementofresponsibility by Michael Boren. en_US
dc.format.extent 136 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 Lean principle application in an automotive product development process with special emphasis on peer reviews en_US
dc.title.alternative Lean principle application in the General Motor's product development process with special emphasis on peer reviews 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 457224491 en_US


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