Design of robotic facilities for agile automobile manufacturing

Abstract

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Agility assessment through qualification and quantification tools: a case study in an Indian pump manufacturing company

“…Self-autonomous and empowered (Maskell, 2001;Vernadat, 1999;Owusu, 1999;Crocitto and Youssef, 2003;Zhang and Sharifi, 2000) 3 Manufacturing set-ups Rigid, long lasting; intolerable to changes Flexible, easily collapsible, quick response to change (Maskell, 2001;Meredith and Francis, 2000;Vernadat, 1999;Hormozi, 2001;Ramasesh et al, 2001;DeVor et al, 1997;Quintana, 1998;Sohal, 1999;Malek et al, 2000;Kirk and Tebaldi, 1997;Yusuf et al, 2003) 4 Status of quality Customers' satisfaction (Meredith and Francis, 2000) Customers' delight (Maskell, 2001;Hormozi, 2001;Rigby et al, 2000;DeVor et al, 1997;McGaughey, 1999) Learning employees; multi-skilled and multi-functional; and self-committed. (Parkinson, 1999;Maskell, 2001;Vokurka and Fliedner, 1998;Meredith and Francis, 2000;Hormozi, 2001;Owusu, 1999;Bustamante, 1999;Zhang and Sharifi, 2000;DeVor et al, 1997;Sohal, 1999;Duguay et al, 1997;Yusuf et al, 2003) 7 Employee involvement Very little involvement of employees in decision-making, ideas and knowledge are seldom shared or utilised Fully empowered employees; ideas and knowledge of employees are fully utilised (Meredith and Francis, 2000;Vernadat, 1999;Hormozi, 2001;…”

“…Autocratic and stagnant Participation-based management and susceptible to changes and improvements (Owusu, 1999;Crocitto and Youssef, 2003;Hooper et al, 2001;Bustamante, 1999) 9 Customer response adoption Very slowly takes place because of bureaucracy Very fast and 100% response envisaged (Parkinson, 1999;Maskell, 2001;Meredith and Francis, 2000;Bustamante, 1999;Assen, 2000;McGaughey, 1999) 10 Product life cycle Long and ineffective Short and effective (Maskell, 2001;Meredith and Francis, 2000;Crocitto and Youssef, 2003;Christopher and Towill, 2000;Kirk and Tebaldi, 1997) 11 Product service life Long and inflexible; long mean downtime Short and flexible; least or nil mean downtime (Parkinson, 1999;Maskell, 2001;Meredith and Francis, 2000;Vernadat, 1999;Bustamante, 1999;Crocitto and Youssef, 2003;Zhang and Sharifi, 2000;Onuh and Hon, 2001;Ashley, 1997;Yusuf et al, 2003) 13 Short, Just-in-Time (JIT) purchase and least dead investment (Takahashi and Nakamura, 2000;Tersine and Wacker, 2000) 15 Cost management Traditional type (with classifications, namely, prime and overhead costs)…”

“…These approaches and techniques are shown in Table 2. Cutting down of organisational layers, building of cross-functional teams and their management (Vokurka and Fliedner, 1998;Meredith and Francis, 2000;Hormozi, 2001;Bustamante, 1999;Assen et al, 2000;Sohal, 1999;Hooper et al, 2001) Devolution of authority Education and training to enable the teams to become self-managed gradually and imbibe empowerment with no compromise on agility; clear definitions on authority (Crocitto and Youssef, 2003;Zhang and Sharifi, 2000;Maskell, 2001;Meredith and Francis, 2000;Vernadat, 1999;Owusu, 1999) Least expensive and collapsible, throw away, reconfigurable and scalable fixtures, patterns, jigs, dies and other production facilities (Meredith and Francis, 2000;Vernadat, 1999;Ramasesh et al, 2001;Assen, 2000;Malek et al, 2000;Kirk and Tebaldi, 1997) Employees' status Providing more and more importance to online training; limit offline training methods; create rewarding environment to induce interest to learn more; bring about rotation-based job allotment (Maskell, 2001;Vernadat, 1999;Hormozi, 2001;Bustamante, 1999;Assen, 2001;Duguay et al, 1997) Employee involvement…”

“…Bring about transparency in operations by sharing information; conduct frequent management employees meeting (Maskell, 2001;Owusu, 1999;Crocitto and Youssef, 2003;Hooper et al, 2001) Customer response adoption Promote a rewarding scheme to invite customers' reactions to the products and services offered; use tools like cause-and-effect diagram to record the customers' reactions; develop an information system to communicate the right information on customer response adoption at the right time to the right person to execute the necessary changes (Maskell, 2001;Meredith and Francis, 2000;Hoek, 2000;Hormozi, 2001;Lee and Lau, 1999;Bustamante, 1999;Crocitto and Youssef, 2003;Dove, 1999;Christopher and Towill, 2000;McGaughey, 1999) Product life cycle Design the product which would be least priced, brought to the market within the least time, lasts for comparatively less period with high maintainability and reliability (Meredith and Francis, 2000;Zhang and Sharifi, 2000;Kirk and Tebaldi, 1997;Maskell, 2001) Product service duration Provide modular design so that modules can be replaced in no time and the performance is restored (Maskell, 2001;Vernadat, 1999) Design improvement…”

Data-on-Network vs. Data-on-Tag: Managing Data in Complex RFID Environments

“…This development poses an increased demand with regard to manufacturing flexibility [33]. Generally, we assume that if all customization options are equally used by the consumer, the manufacturer never produces two identical cars in a row.…”