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Jan A. Klein and David E. Hardt. Lindell, Heather M. (Heather Marie) Leaders for Manufacturing Program. Leaders for Manufacturing Program at MIT Massachusetts Institute of Technology. Department of Mechanical Engineering Sloan School of Management 2006-11-08T16:49:01Z 2006-11-08T16:49:01Z 2005 2005 http://hdl.handle.net/1721.1/34850 63199850 Thesis (M.B.A.)--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, 2005. Includes bibliographical references (p. 73-74). This thesis delves into the strategic and organizational challenges of implementing process control plans for a vehicle launch. The author explores the development and implementation of process control plans employing lean philosophies such as Standardization, Built-in-quality, and Continuous Improvement. This thesis is based on the work of a seven month internship at an automaker. The focus of the internship was the development and implementation of process controls in the body shop of an automotive assembly plant. The process control strategy focuses on specific areas such as the dimensional control of the body-in-white assembly and the weld monitoring process, where solid control strategies are vital. The internship supported the launch of a new passenger car, though references to the automaker and assembly plant have been removed. An organizational change analysis of the process control initiative is offered. Finally, lessons learned and recommendations for change management and continuous improvement of the process control initiative are presented. by Heather M. Lindell. S.M. M.B.A. 74 p. 3262941 bytes 3265940 bytes application/pdf application/pdf eng Massachusetts Institute of Technology 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. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. Mechanical Engineering. Leaders for Manufacturing Program. The development and implementation of process control strategy on a vehicle launch Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="f6978306-769a-4377-a462-59b6f144e76e"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>The development and implementation of process control strategy on a vehicle launch</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2005</PublicationDate> <Authors> <Author> <DisplayName>Lindell, Heather M. (Heather Marie)</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Keyword>Mechanical Engineering.</Keyword> <Keyword>Leaders for Manufacturing Program.</Keyword> <Abstract>This thesis delves into the strategic and organizational challenges of implementing process control plans for a vehicle launch. The author explores the development and implementation of process control plans employing lean philosophies such as Standardization, Built-in-quality, and Continuous Improvement. This thesis is based on the work of a seven month internship at an automaker. The focus of the internship was the development and implementation of process controls in the body shop of an automotive assembly plant. The process control strategy focuses on specific areas such as the dimensional control of the body-in-white assembly and the weld monitoring process, where solid control strategies are vital. The internship supported the launch of a new passenger car, though references to the automaker and assembly plant have been removed. An organizational change analysis of the process control initiative is offered. Finally, lessons learned and recommendations for change management and continuous improvement of the process control initiative are presented.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>