2026-09-19T01:23:25Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/1073662022-01-13T07:55:19Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Roberto Fernandez.
Rojas Gomez, Victor Daniel
Massachusetts Institute of Technology. Engineering Systems Division.
Massachusetts Institute of Technology. Engineering and Management Program
System Design and Management Program.
2017-03-10T15:07:19Z
2017-03-10T15:07:19Z
2016
2016
http://hdl.handle.net/1721.1/107366
973336393
Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, School of Engineering, System Design and Management Program, Engineering and Management Program, 2016.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 74-75).
This thesis provides an analysis of specific process phases associated with the vehicle components development process at Ford Motor Company. I will be using the Organizational Process as the foundation to explore opportunities to improve the existing process. As with any other organization, Ford Motor Company has areas of opportunity in the organizational arena. Being on the verge of the next automotive revolution, the organization needs to analyze whether or not it is in the right position to develop the cars for the future. With more than 100 years of history the company faces some legacy challenges that permeate in the culture of today's organization. Being formed around figures of cult and the scars left by turning the company around to avoid bankruptcy could inhibit Ford from keeping pace in a demanding and changing industry. In Ford's current organization, the product development engineers play a key role in engineering and developing the vehicles that people will drive in the years to come. The challenges of simultaneously developing trucks, high performance cars, autonomous, electric and hybrids vehicles, while keeping up with innovation requires engineers to be on top of their competencies. It also requires an organizational environment that supports them. A comprehensive analysis of the process of developing automotive components is presented using the three lenses framework. This methodology reveals performance challenges in three categories or lenses: strategic design, cultural and political. The organizational process analysis presents a desired state and the paths to achieve that change. It is proven that inefficiencies in the engineering process create higher cost in reworks, which could impair the ability to compete with technology companies looking to disrupt the industry.
by Victor Daniel Rojas Gomez.
S.M. in Engineering and Management
75 pages
eng
Massachusetts Institute of Technology
MIT theses are protected by copyright. They may be viewed, downloaded, or printed from this source but further reproduction or distribution in any format is prohibited without written permission.
http://dspace.mit.edu/handle/1721.1/7582
Engineering and Management Program.
System Design and Management Program.
Engineering Systems Division.
Organizational processes analysis of product development in the automotive industry
Thesis
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<Abstract>This thesis provides an analysis of specific process phases associated with the vehicle components development process at Ford Motor Company. I will be using the Organizational Process as the foundation to explore opportunities to improve the existing process. As with any other organization, Ford Motor Company has areas of opportunity in the organizational arena. Being on the verge of the next automotive revolution, the organization needs to analyze whether or not it is in the right position to develop the cars for the future. With more than 100 years of history the company faces some legacy challenges that permeate in the culture of today's organization. Being formed around figures of cult and the scars left by turning the company around to avoid bankruptcy could inhibit Ford from keeping pace in a demanding and changing industry. In Ford's current organization, the product development engineers play a key role in engineering and developing the vehicles that people will drive in the years to come. The challenges of simultaneously developing trucks, high performance cars, autonomous, electric and hybrids vehicles, while keeping up with innovation requires engineers to be on top of their competencies. It also requires an organizational environment that supports them. A comprehensive analysis of the process of developing automotive components is presented using the three lenses framework. This methodology reveals performance challenges in three categories or lenses: strategic design, cultural and political. The organizational process analysis presents a desired state and the paths to achieve that change. It is proven that inefficiencies in the engineering process create higher cost in reworks, which could impair the ability to compete with technology companies looking to disrupt the industry.</Abstract>
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