The value of a common approach to lean
Name
56607252-MIT.pdf
Description
Full printable version
Size
10.46 MB
Format
Adobe PDF
Checksum (MD5)
f00869b83858a6f7e93ae063318f6d22
Author(s)
Bernson, Michelle Elisabeth, 1974-
Advisor(s)
Roy Welsch and Thomas Roemer.
Date Issued
2004
Publisher
Massachusetts Institute of Technology
Abstract
ABB is a world leader in power and automation technologies working to enable utility and industry customers to improve operations. Competition in these markets is increasing and in order to retain their competitive position, ABB must strive to improve their operations by reducing costs and delivery times. Most ABB factories still operate on push principles with long throughput time, high inventories, and high overhead In order to remain competitive these factories have decided to transform their businesses reduce costs and increase speed. The strategy to achieve this in the power technologies distribution transformer (PTDT) factories is to develop a standard approach to lean manufacturing for implementation in factories around the world. The thesis will describe standard approaches to lean proposed by academics and used by other leading companies; analyzing at the frameworks used including implementation practices, tools, and results. With an understanding of how other companies implement lean manufacturing techniques, this thesis will then describe the creation of a standard approach to lean for ABB PTDT factories, examining the methodology of the approach including the implementation process, common production practices, tools used, and evaluation techniques. Two case studies will be used to describe the implementation of these lean manufacturing techniques at the Monselice, Italy and Zaragoza, Spain factories. Using the Monselice and Zaragoza case studies, along with results seen by other companies, this thesis will analyze the benefits of a standard approach to lean as it relates to the creation of a corporate culture; improvements in implementation results, and increasing ease of implementation.
Description
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2004.
Includes bibliographical references (p. 83-84).
Subjects
Sloan School of Management.
Mechanical Engineering.
Leaders for Manufacturing Program.
MIT Department
Leaders for Manufacturing Program at MIT
Massachusetts Institute of Technology. Department of Mechanical Engineering
Sloan School of Management
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