Paper Titles
A Methodology for Real Time Surface Strain Measurement for Stamping Through Non-Contact Optical Strain Measurement System
p.855
Achieving Operational Excellence Through Systematic Complexity Reduction in Manufacturing System Design
p.865
An Intelligent System for Modeling and Material Selection for Progressive Die Components
p.873
Automatic Process Control in Press Shops
p.881
Management of Complexity in Automotive Companies in the West Midlands UK
p.889
Assessment of Best Scheduling Practice in Continuous Casting and Hot Rolling of Stainless Steel Strip by System Dynamics Simulation
p.897
Laser Forming Oriented CAD/CAM for Developable Surfaces
p.905
Modeling Sheet Metal Integrated Production Planning for Laser Cutting and Air Bending
p.913
A More Efficient Method for Clustering Sheet Metal Shapes
p.921

Management of Complexity in Automotive Companies in the West Midlands UK

Article Preview

Abstract:

Quality Management Systems (QMS) of volume production car makers tend to be large. Complexity levels in such structures are difficult to manage. From the design release to the production stage, a manufacturer has to control roughly 9000 parts (including fixings) for a large size car. A large number of subsystems, together with their coupled interactions increase a system’s complexity. Results of the application of a model to manage complexity in some automotive companies in the West Midlands (UK) suggest that complexity reduction leads to quality improvements.

You might also be interested in these eBooks
Sheet Metal 2007 View Preview

Info:

Periodical:

Key Engineering Materials (Volume 344)

Pages:

889-896

DOI:

https://doi.org/10.4028/www.scientific.net/KEM.344.889

Citation:

Cite this paper

Online since:

July 2007

Authors:

Miguel Villegas, Bez Shirvani

Keywords:

Automotive, CMM, Complexity, Quality, System

Export:

RIS, BibTeX

Price:

Permissions CCC:

Request Permissions

Permissions PLS:

Request Permissions

Сopyright:

© 2007 Trans Tech Publications Ltd. All Rights Reserved

Share:

Citation:

References

[1] Bertalanffy, L. Von: A quantitative theory of organic growth. Human Biology, Vol. 10 (1938).

Google Scholar

[2] Ashby, W: Introduction to Cybernetics (Wiley, New York 1956).

Google Scholar

[3] Beer, S: Cybernetics and management (The English Universities Press, London 1959).

Google Scholar

[4] Ackoff, R: Systems organizations and interdisciplinary research. General systems yearbook, Vol 5 (1960).

Google Scholar

[5] Espejo, R. & Harnder, R. (eds) The viable System Model: interpretation and application of Stafford Beer's VSM (John Wiley and Sons, Chichester 1989).

Google Scholar

[6] Flood, R. Carson, E: Dealling with complexity: an introduction to the theory and application of systems science (Plenum Press, New York 1993).

Google Scholar

[7] Warfield, J.: Structural thinking: silver annniversary paper [Online]. Available from www. gmu. edu/departments/t-iaisis/biblio/biw31. htm [Accessed 20 February 2004].

Google Scholar

[8] Meyer, M.: Rethinking performance measurement: beyond the Balanced Scorecard (Cambridge University Press, Cambridge 2002).

Google Scholar

[9] Checkland, P.: Systems thinking, systems practice (Wiley, Sussex 1999).

Google Scholar

[10] Beckett, A.: Brainstorming [Online]. Available from http: /members. optusnet. com. au/~charles57/Creative/Techniques/brainstorm. htm [Accessed 11th May 2004].

Google Scholar

[11] Ashby, W. Some peculiarities of complex systems. Cybernetic Medicine, volume 9. In Flood, R. and Carson, E.: Dealing with complexity: an introduction to the theory and application of systems science. Second Edition (Plenum Press, New York 1993).

Google Scholar

[12] Beer, S. Diagnosing the system for organizations (John Wiley and Sons, Chichester 1985).

Google Scholar