On the Deployment of Automotive Engineers

Abstract

British automotive design philosophies, engineering traditions, organizational structures and managerial practices have been geared to the generally recognizable European product concept. This distinctiveness has been eroding due to the convergence of Japanese and North American trends towards European values. Regaining the competitive edge has become the challenge facing the industry. The present paper describes a determined attempt to do so. Earlier investigations had shown that, in automotive engineering, the attainment of customer-perceived superb ‘quality’ was the only assurance of market acceptability and competitiveness. Traditional design methodologies were demonstrated as inadequate and incapable of ensuring the attainment of product attributes in line with end-user needs and expectations. The subsequent evaluation of an alternative design logic indicated the need for a reappraisal of the engineering culture. The organizational, managerial and operational changes necessary to implement this new philosophy are described in detail. A preliminary quantification of the benefits reaped are presented. Scope for further improvement is shown to exist. Although the transition was broadly successful, different areas showed different rates of progress. This highlighted the need for a commonality of ethos, objectives, goals and understanding by all. Apprehension and discomfort was encountered at all levels, but was particularly evident among middle management. This underlined the importance of mutual trust, good communications and appropriate training. The continuing evolution of the automotive industry and the pressing challenge of competition will force ongoing changes in engineering organizations to meet new market needs. The likely directions of such changes in the management of automotive engineering work are outlined.

Managing the design/manufacturing interface across firms

“…A general consensus in the literature is that the effectiveness of new product development (in terms of cost, quality and timing) is greatly determined by the quality of its project management approach, the technology being used, and the organisational characteristics (Adler and Helleloid, 1987;Bertodo, 1989). These…”

“…A mechanism for internal adjustment in firms is a coordination committee. Bertodo (1989) cites how Rover Group Limited used a Product Policy Committee, which represented all functions of the company and had vehicle programme directors reporting to it. New product development plans were assessed vis-a Á -vis the operations of individual functions; any conflicts were thus resolved prior to the commitment of resources to downstream operations.…”

“…Early joint development can enable manufacturing issues to be resolved upstream in the process. At the intra-firm level, Bertodo (1989) cites a pre-concept joint development event involving a core, cross-functional team, and vehicle programme director. This event enables the project to incorporate: the maximum carry-over of components, processes and technologies; shelf-engineered components; an assessment of available powertrain units for the new models; and the existing manufacturing constraints.…”

A Reappraisal of Automotive Management and Organizational Deployment

“…The key elements have been dissected and discussed at length in published works (5)(6)(7). The major agent of change in the automotive field has been the Japanese competitive challenge for market dominance in the key markets of Western Europe and North America.…”