The development and implementation of process control strategy on a vehicle launch

This thesis delves into the strategic and organizational challenges of implementing process control plans for a vehicle launch. The author explores the development and implementation of process control plans employing lean philosophies such as Standardization, Built-in-quality, and Continuous Improvement. This thesis is based on the work of a seven month internship at an automaker. The focus of the internship was the development and implementation of process controls in the body shop of an automotive assembly plant. The process control strategy focuses on specific areas such as the dimensional control of the body-in-white assembly and the weld monitoring process, where solid control strategies are vital. The internship supported the launch of a new passenger car, though references to the automaker and assembly plant have been removed. An organizational change analysis of the process control initiative is offered. Finally, lessons learned and recommendations for change management and continuous improvement of the process control initiative are presented.

Department dc:contributor.department

Leaders for Manufacturing Program at MIT

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2005

Author dc:creator

• Lindell, Heather M. (Heather Marie)

Advisor dc:contributor.advisor

• Jan A. Klein and David E. Hardt.

• Sloan School of Management.
• Mechanical Engineering.
• Leaders for Manufacturing Program.

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/1721.1/34850

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/34850