Internalization of robust engineering methods in automotive product development : a study of corporate quality change in a large, mature automotive company
Name
55621222-MIT.pdf
Description
Full printable version
Size
9.89 MB
Format
Adobe PDF
Checksum (MD5)
fcd55d9b69a8a1633528e77d6c0ffe4e
Author(s)
Fallu, John W. (John William), 1966-
Advisor(s)
Jan Klein.
Date Issued
2004
Publisher
Massachusetts Institute of Technology
Abstract
It is broadly recognized in the automotive industry, as well as many others, that those organizations that can deliver timely new products or existing product upgrades at desired cost and quality targets will produce higher levels of customer satisfaction, higher profits and a significant competitive advantage. In an attempt to improve the product development process and the quality of engineering, many automotive firms have implemented, and continue to implement, numerous initiatives designed to increase the discipline within the engineering process with the expectation of meeting cost, timing, and customer satisfaction/quality targets. Improved product development systems, 6-sigma, reliability methods, and 8-D's, are some of the initiatives that have been utilized in attempts to improve the quality operating systems of the organization and tie engineering improvements to customer needs. While these initiatives have been successful within certain areas, there continues to be a shortfall between required performance and actual quality levels in some large, mature firms. While there has been substantial quality and cost improvement in the past few years, increasing competition continues to demand higher and higher value for the customer. Satisfying market requirements and permanently improving the quality of vehicles developed requires a complete understanding of the demands on the engineering system, including the enablers and roadblocks to the full utilization of robust engineering practices. This research examines one automotive company's product development process to determine how and why short cuts in the product development process are typically made.
(cont.) Through studying the progression of cultural change in the organization as related to the utilization of robust engineering tools, the roadblocks and the causal factors for lack of internalization and application of robust practices are identified. Finally, based on the study's analysis and results, effective corrective actions are identified and recommendations for their incorporation are made.
Description
Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2004.
Includes bibliographical references.
Subjects
System Design and Management Program.
MIT Department
System Design and Management Program.
Terms of Use
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.
Persistent DSpace Link
