Project Management in the Automotive Industry

Midler, Christophe; Navarre, Christian

doi:10.1002/9780470172391.ch55

Cited by 17 publications

(11 citation statements)

References 15 publications

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“…Thus, the classical DfR concept may not be suitable for projects with a short lifespan or TTM. As an example, a typical TTM of moderate complexity project in the automotive industry is between 40 and 70 months [9], while in some highly specialized applications (e.g. plasma processing industry) first functional prototype has to be delivered within 6 − 15 months from agreement on technical specification.…”

Section: Design For Reliability Proceduresmentioning

confidence: 99%

WBG-Based PEBB Module for High Reliability Power Converters

2021

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The increasing presence of power electronic converters in the modern world -from electric vehicles, up to industrial applications -brings up concerns about their reliability, especially in the case of the Wide Band-Gap (WBG) devices. Moreover, ensuring high reliability becomes more challenging due to constantly increasing pressure on the development of new types of power supplies in a shorter time. Thus, research over reliability improvement of modern power converters was initiated. In this paper, a concept of Design For Reliability (DfR) procedure, suitable for projects with a short lifespan, and a case study of Power Electronic Building Block (PEBB) designed according to the proposed procedure are presented. Furthermore, a Reliability Oriented Control (ROC) algorithm for WBG-based converters is discussed.

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Section: Design For Reliability Proceduresmentioning

confidence: 99%

WBG-Based PEBB Module for High Reliability Power Converters

2021

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“…On one side, there is development vehicle engineering, which focuses on optimizing the quality, lead time, and cost of vehicle development projects. On the other side, we see the development of innovation labs and advanced engineering departments, which explore and experiment with new mobility concepts and features to bring them to maturity (Maniak, Midler, Beaume, & Pechmann, 2014; Midler & Navarre, 2004).…”

Section: Literature Review: the Dynamics Of Firm Projectificationmentioning

confidence: 99%

“…In the usual process, innovation effort is concentrated in the upstream phases of exploring and ideating breakthrough concepts within innovation labs and in the maturation of new technological solutions in advanced engineering departments (Maniak et al, 2014). Subsequently, the product development phase is essentially devoted to implementing, reusing, and integrating those components in the global system of the product (Midler, 1995; Midler & Navarre, 2004). Following product launch, incremental innovation is implemented within the production system through a Kaizen approach.…”

Section: Toward a Dual Economy Of Innovative Effort And Organizationamentioning

confidence: 99%

Crossing the Valley of Death: Managing the When, What, and How of Innovative Development Projects

Midler

2019

Project Management Journal

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The last few decades have seen a profound transformation of innovation project management within automobile firms. During the 1990s, the product development phase was revolutionized by the deployment of heavyweight project management, project portfolio processes, and platform strategies. The 2000s saw the forces of change move upstream in the innovation process, with the development of new methodologies intended to develop and orient creativity, as well as new upfront units acting as innovation labs. However, many upfront creative endeavors still encounter an innovation valley of death when they move into the rigid and risk-averse development phase. Thus, the frontier of innovative project organization seems to be the ongoing quest to reconcile the emergence of breakthrough innovations in the upfront phase with the more rationalized nature of development phases. Based on a case study of a disruptive low-cost car, this article analyzes how the product development phase can support innovative exploration to overcome the challenge of achieving a major cost breakthrough. We analyze the specific content of the project’s innovations ( fractal innovation) and the management practices and organizations used to implement them. We characterize how such innovative product development can contribute to a new economy of innovative effort within the global innovation funnel of the firm. We compare this global innovation process, where development projects play a major role as a locus for organizational learning, to the customary one in automotive firms, where learning happens essentially in front-end marketing and engineering departments.

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“…The context of the automotive sector was chosen because it is a diffuser sector for managerial innovation. The automotive industry has always been influential for management innovation-considers "Fordism", "Sloanism", and "Toyota Production System" (Midler & Navarre, 2004). Furthermore, the automotive industry is relevant in the country under study; Brazil has 31 assemblers, 65 auto parts, and a production capacity of 4.4 million vehicles per year, corresponding to 20.4% of the manufacturing industry's Gross Domestic Product (GDP) (Associação Nacional dos Fabricantes de Veículos Automotores, 2016).…”

Section: Introductionmentioning

confidence: 99%

Organizational factors influencing project success: an assessment in the automotive industry

Santos

Barriga

Jugend

et al. 2019

Prod.

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Paper aims: Although many researchers have identified important factors for project success, there is no consensus with regard to all the factors that influence project success. This work aims to assess organizational factors that influence project success in automotive firms. Originality: Few studies have analyzed the integrated relationship between organizational factors and project success. Research method: The study carries out a quantitative survey on a sample of 72 companies. Data were analyzed through confirmatory factor analysis. Main findings: The results show that the variable that most influences project success is 'organizational culture', followed by 'change management', and 'top management support'. The results also indicate that a culture of flexibility and a climate that supports innovation tend to positively influence project performance. Implications for theory and practice: The findings suggest that it is relevant to focus attention on human resource development, empowerment, and teamwork within the context of project management.

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Project Management in the Automotive Industry

Cited by 17 publications

References 15 publications

WBG-Based PEBB Module for High Reliability Power Converters

WBG-Based PEBB Module for High Reliability Power Converters

Crossing the Valley of Death: Managing the When, What, and How of Innovative Development Projects

Organizational factors influencing project success: an assessment in the automotive industry

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