Throughput improvement initiatives in an automotive assembly plant body shop

In most manufacturing environments, the closer you get to the production floor, the shorter and shorter becomes the reference time frame ... down to the order of minutes and seconds. Much time is devoted to dealing with daily production issues such as equipment downtime, parts shortages, operator situations, and other daily throughput issues. Such activities are commonly referred to as firefighting. Put out one fire, then move on to the next. Unfortunately, little time or resources are left to concentrate on the time frame that really affects the sustainability of an organization. That time frame is the future and the concern is what continuous improvement methods are in place to ensure a sustainable future? The main objective of this project was to help improve throughput in an automotive assembly plant body shop. Both firefighting and continuous improvement methods affect throughput. An appropriate balance between the two is required to achieve optimal levels of throughput. This thesis attempts to provide methods to firefight more efficiently, shift the focus to continuous improvement, and to highlight the compatibility of the Theory of Constraints and Lean Manufacturing. The thesis concludes the following: --- Firefighting and continuous improvement methods should be data driven to ensure that limited resources are used efficiently. --- Theory of Constraints and Lean Manufacturing are indeed compatible, and can effectively focus throughput improvement activities. It is important to recognize when and where to appropriately apply these techniques. --- Throughput improvement teams should consist of, and be driven by, plant personnel who are committed to 'learn by doing'. Such teams, as opposed to consultant-led teams, are more likely to develop sustainable processes. --- In-depth study of the product launch process should lead to solutions that will help prevent many throughput problems. --- Regardless of the manufacturing philosophies that are employed, worker involvement is essential to the success of improvement initiatives. Improvements will be limited if this key element is ignored.

Department dc:contributor.department

Massachusetts Institute of Technology. Department of Mechanical Engineering

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

1999

Author dc:creator

• Cassidy, Mark (Mark Anthony), 1971-

Advisor dc:contributor.advisor

• David Hardt and Donald Rosenfield.

• Mechanical Engineering
• Sloan School of Management

Statement dc:rights

• 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.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/9433

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/9433