{"id":{"repo_id":"mit","oai_identifier":"oai:dspace.mit.edu:1721.1/50088"},"canonical_url":"https://search.dev.ndltd.org/etd/mit/oai:dspace.mit.edu:1721.1/50088","repository":{"repo_id":"mit","name":"MIT","base_url":"https://dspace.mit.edu/oai/request"},"display":{"title":"Implementing various lean methodologies and creating a business development plan at an ABB Greenfield site","abstract":"As part of its strategic initiatives, ABB inaugurated a 100,000 sq-m campus for an Engineering, Sourcing, and Manufacturing Operations center in San Luis Potosi (SLP), Mexico in May 2008. The ramp-up of the SLP site encompassed two focus areas that are the topics for this thesis. The first area of focus was to create a business development guide that supports Mexican and North American division managers, plant managers, and their supporting personnel to successfully establish new business in SLP. Having such a guide available is expected to reduce start-up time of operations, increase decision-making speed, improve productivity in multi-divisional projects, and ultimately increase potential internal business opportunities. This thesis presents a case study on how this guide was designed, developed, and implemented. The second focus area was to implement several Lean principles, the most significant one being \"5S.\" A case study on its planned application, procedure to measure implementation level and effectiveness on quality, productivity, and on-time delivery is discussed. A discussion on the stronger emphasis by management on implementation measurement versus effectiveness measurement and possible reasons for this gap of expectations is also presented. Finally, the production area for the Robot Refurbishment line was redesigned based on the target of reducing factory floor space for use in other ventures, meanwhile simultaneously increasing lead times in the manufacturing process.","abstract_html":"As part of its strategic initiatives, ABB inaugurated a 100,000 sq-m campus for an Engineering, Sourcing, and Manufacturing Operations center in San Luis Potosi (SLP), Mexico in May 2008. The ramp-up of the SLP site encompassed two focus areas that are the topics for this thesis. The first area of focus was to create a business development guide that supports Mexican and North American division managers, plant managers, and their supporting personnel to successfully establish new business in SLP. Having such a guide available is expected to reduce start-up time of operations, increase decision-making speed, improve productivity in multi-divisional projects, and ultimately increase potential internal business opportunities. This thesis presents a case study on how this guide was designed, developed, and implemented. The second focus area was to implement several Lean principles, the most significant one being "5S." A case study on its planned application, procedure to measure implementation level and effectiveness on quality, productivity, and on-time delivery is discussed. A discussion on the stronger emphasis by management on implementation measurement versus effectiveness measurement and possible reasons for this gap of expectations is also presented. Finally, the production area for the Robot Refurbishment line was redesigned based on the target of reducing factory floor space for use in other ventures, meanwhile simultaneously increasing lead times in the manufacturing process.","abstract_has_math":false,"creators":["Sosa Rangel, Miguel Ernesto"],"institution":"Massachusetts Institute of Technology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":"Leaders for Manufacturing Program at MIT","school":null,"contributors":[],"advisors":["Stanley B. Gershwin and Roy E. Welsch."],"committee_chairs":[],"committee_members":[],"year":2009,"date_issued":"2009","date_published":"2009","updated_at":"2026-07-22T22:22:06Z","subjects":["Sloan School of Management.","Mechanical Engineering.","Leaders for Manufacturing Program."],"languages":["eng"],"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."],"rights_urls":["http://dspace.mit.edu/handle/1721.1/7582"],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/1721.1/50088","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Stanley B. Gershwin and Roy E. Welsch."]},{"key":"dc:contributor.department","label":"Department","values":["Leaders for Manufacturing Program at MIT","Massachusetts Institute of Technology. Department of Mechanical Engineering","Sloan School of Management"]},{"key":"dc:contributor.other","label":"Dc Contributor Other","values":["Leaders for Manufacturing Program."]},{"key":"dc:creator","label":"Author","values":["Sosa Rangel, Miguel Ernesto"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2009-12-10T19:10:47Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2009-12-10T19:10:47Z"]},{"key":"dc:date.issued","label":"Date","values":["2009"]},{"key":"dc:publisher","label":"Institution","values":["Massachusetts Institute of Technology"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Sloan School of Management.","Mechanical Engineering.","Leaders for Manufacturing Program."]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["eng"]},{"key":"dc:rights","label":"Dc Rights","values":["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."]},{"key":"dc:rights.uri","label":"Rights URI","values":["http://dspace.mit.edu/handle/1721.1/7582"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/1721.1/50088"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2009.","Includes bibliographical references (p. XX)."]},{"key":"dc:description.abstract","label":"Abstract","values":["As part of its strategic initiatives, ABB inaugurated a 100,000 sq-m campus for an Engineering, Sourcing, and Manufacturing Operations center in San Luis Potosi (SLP), Mexico in May 2008. The ramp-up of the SLP site encompassed two focus areas that are the topics for this thesis. The first area of focus was to create a business development guide that supports Mexican and North American division managers, plant managers, and their supporting personnel to successfully establish new business in SLP. Having such a guide available is expected to reduce start-up time of operations, increase decision-making speed, improve productivity in multi-divisional projects, and ultimately increase potential internal business opportunities. This thesis presents a case study on how this guide was designed, developed, and implemented. The second focus area was to implement several Lean principles, the most significant one being \"5S.\" A case study on its planned application, procedure to measure implementation level and effectiveness on quality, productivity, and on-time delivery is discussed. A discussion on the stronger emphasis by management on implementation measurement versus effectiveness measurement and possible reasons for this gap of expectations is also presented. Finally, the production area for the Robot Refurbishment line was redesigned based on the target of reducing factory floor space for use in other ventures, meanwhile simultaneously increasing lead times in the manufacturing process."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["S.M.","M.B.A."]},{"key":"dc:title","label":"Title","values":["Implementing various lean methodologies and creating a business development plan at an ABB Greenfield site"]}]}],"canonical_facts":{"dc:contributor.advisor":["Stanley B. Gershwin and Roy E. Welsch."],"dc:contributor.department":["Leaders for Manufacturing Program at MIT","Massachusetts Institute of Technology. Department of Mechanical Engineering","Sloan School of Management"],"dc:contributor.other":["Leaders for Manufacturing Program."],"dc:creator":["Sosa Rangel, Miguel Ernesto"],"dc:date.accessioned":["2009-12-10T19:10:47Z"],"dc:date.available":["2009-12-10T19:10:47Z"],"dc:date.issued":["2009"],"dc:description":["Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2009.","Includes bibliographical references (p. XX)."],"dc:description.abstract":["As part of its strategic initiatives, ABB inaugurated a 100,000 sq-m campus for an Engineering, Sourcing, and Manufacturing Operations center in San Luis Potosi (SLP), Mexico in May 2008. The ramp-up of the SLP site encompassed two focus areas that are the topics for this thesis. The first area of focus was to create a business development guide that supports Mexican and North American division managers, plant managers, and their supporting personnel to successfully establish new business in SLP. Having such a guide available is expected to reduce start-up time of operations, increase decision-making speed, improve productivity in multi-divisional projects, and ultimately increase potential internal business opportunities. This thesis presents a case study on how this guide was designed, developed, and implemented. The second focus area was to implement several Lean principles, the most significant one being \"5S.\" A case study on its planned application, procedure to measure implementation level and effectiveness on quality, productivity, and on-time delivery is discussed. A discussion on the stronger emphasis by management on implementation measurement versus effectiveness measurement and possible reasons for this gap of expectations is also presented. Finally, the production area for the Robot Refurbishment line was redesigned based on the target of reducing factory floor space for use in other ventures, meanwhile simultaneously increasing lead times in the manufacturing process."],"dc:description.degree":["S.M.","M.B.A."],"dc:identifier.uri":["http://hdl.handle.net/1721.1/50088"],"dc:language.iso":["eng"],"dc:publisher":["Massachusetts Institute of Technology"],"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."],"dc:rights.uri":["http://dspace.mit.edu/handle/1721.1/7582"],"dc:subject":["Sloan School of Management.","Mechanical Engineering.","Leaders for Manufacturing Program."],"dc:title":["Implementing various lean methodologies and creating a business development plan at an ABB Greenfield site"],"dc:type":["Thesis"]},"updated_at":"2026-07-22T22:22:06Z"}