Technical Aspects of Relocation of Production and Assembly Lines in Automotive Industry

Abstract

The paper presents technical aspects of relocation of production and assembly lines. Preparatory stages of relocation, its course, planning and execution, way and process of reaching the assumed mechanical and stability parameters are described. The authors are focused on crucial issues limiting risk: securing supplies to customers by properly large inventory, personnel training and process standardization, transport activities, line assembly after relocation and reaching the target productivity. Effects of relocation on failure and productivity rates are presented. The analysis is based on the data acquired before relocation, in its course and after its completion, as well as during the stages of putting into operation and reaching the required productivity.

Investigating relationships between production transfer management and transfer success

“…Apparently, small omissions (cable trays, the location of pillars, utility connections, etc.) can lead to significant schedule disruptions (Kowalski et al. , 2018).…”

“…Apparently small omissions (cable trays, the location of pillars, utility connections, etc.) can lead to significant schedule disruptions (Kowalski et al, 2018). Thus, preparing and agreeing on a comprehensive, updated, and timely layout plan ahead of the layout work can significantly facilitate the PT (see Relationship 3, Table II).…”

A production transfer procedure based on risk management principles

“…The PT-scholars have hitherto focused on the physical transfer of equipment and inventory (e.g. Kowalski et al, [2018], and Tatikonda and Stock [2003]), on the knowledge transfer throughout all the PT phases (e.g. Madsen [2009], Malm et al [2016], and Cheng et al [2010]), and on the transfer of sub-suppliers (e.g.…”

“…The existing PT procedures either provide a rather vague overview of PT activities (Momme and Hvolby, 2002; Zeng, 2003) or they only focus on certain parts of the PT process. The PT scholars have hitherto focussed on the physical transfer of equipment and inventory (Kowalski et al , 2018; Tatikonda and Stock, 2003) on the knowledge transfer throughout all the PT phases (Madsen, 2009; Malm et al , 2016; Cheng et al , 2010) and on the transfer of sub-suppliers (Aaboen and Fredriksson, 2016; Fredriksson and Wänström, 2014). The PT literature only recently started to pay more attention to the transfer of administrative systems (Fredriksson and Wänström, 2014; Fredriksson et al , 2015), and to the organisation, project and quality management (WHO, 2011).…”

“…Furthermore, those procedures either provide a rather vague overview of PT activities (Zeng, 2003; Momme, 2002) or they only focus on certain parts of the PT process [e.g. the physical transfer during the execution phase in Kowalski et al (2018) or the materials planning and control during preparation and start-up in Fredriksson et al (2015)].…”