ISBN: 3540002545
TITLE: Industrial Excellence
AUTHOR: Loch et al.
TOC:

Part I Introduction
1 Industrial Excellence Revisited 3
1.1 In Search of Industrial Excellence: Linking Total Quality Management with Management Quality 5
1.2 Four Basic Industrial Processes 9
1.2.1 The Supply Chain Process 11
1.2.2 New Process Development 12
1.2.3 The Product Development Process 12
1.2.4 The Strategy Formulation and Deployment Process 13
1.3 Operationalizing Management Quality 14
1.3.1 Fundamentals 14
1.3.2 Enablers 16
1.3.3 The General Framework 18
1.3.4 Best-Factory Tours and Awards 18
Part II The Four Basic Processes
2 Visteon Charleville-Mézières Plant: Mastering Production 25
2.1 Background 25
2.2 Strategy 30
2.3 Supplier and Customer Integration 32
2.3.1 Suppliers 32
2.3.2 Customers 32
2.3.3 Forecasting 33
2.4 Production 33
2.5 Quality 39
2.6 New Product Development/Process Improvements 40
2.7 Conclusion 42
3 Faurecia's Neuburg Plant: Customer Integration Excellence 45
3.1 Background 45
3.2 Strategy 46
3.3 Quality Control and Trouble Shooting 47
3.3.1 Cooperation Between Faurecia and Audi 47
3.3.2 Defect Rate and Error Handling 48
3.3.3 Internal Quality Measures 49
3.4 Production 50
3.4.1 The Paper-less Picking Area 52
3.4.2 The Assembly Area 55
3.4.3 Inventory Management 56
3.5 New Product Development 57
3.5.1 Small Projects 57
3.5.2 Large Development Programs Process 58
3.5.3 Local Development Organization 59
3.6 Supplier Integration 59
3.7 Moving Forward 60
3.8 Conclusion 61
4 Alstom Transport Equipment Electronic Systems (EES): Supplier Integration Excellence 63
4.1 Background 63
4.2 A New Beginning 65
4.3 Strategy 67
4.3.1 Objectives 67
4.3.2 Make or Buy Objective 68
4.4 Production Area 69
4.5 New Product Development 69
4.6 Servicing Over 30 Years 74
4.7 Supplier Management 75
4.7.1 The Alstom and Gespac Partnership 75
4.7.2 The Alstom and Ardelec Technologies Partnership 79
4.8 Conclusion 82
5 Schwan-STABILO Heroldsberg - Technikum: Process Development Based on People 85
5.1 Background 85
5.2 Strategy 86
5.3 Fractal Structure 88
5.3.1 Production 88
5.3.2 Quality Control and Assurance 91
5.4 Product and Process Development 92
5.4.1 Product Changes and Process Improvement 92
5.4.2 New Product Development 93
5.5 People 94
5.6 Customer Integration 96
5.7 Supplier Integration 96
5.8 Conclusion 97
6 Fresenius Medical Care Deutschland GmbH: New Product Development Excellence 99
6.1 Background 99
6.2 Strategy 100
6.2.1 Industry and Competitive Strategy 100
6.2.2 Strategy Process 103
6.3 New Product Development 103
6.3.1 Customer Integration 104
6.3.2 Technology Strategy 104
6.3.3 Combination of Basic Research and Product Development 105
6.3.4 Product Modularity 105
6.3.5 NPD Process 105
6.4 Production 107
6.4.1 Production Planning 109
6.4.2 Quality Assurance 110
6.5 Supplier Integration 110
6.6 Customer Integration 111
6.7 The Future 112
6.8 Conclusion 112
7 The Solvay Automotive Group's Laval Plant: Excellence in Strategy Formulation and Deployment 115
7.1 Background: Becoming a Major Plastics Supplier to Automotive Companies 115
7.2 Strategy: Competing in the Automobile Industry 118
7.2.1 The Plastics Automotive Supplier Industry 118
7.2.2 SAG's Strategy 120
7.3 Customer Integration 121
7.4 Production 122
7.5 Deploying Strategy: Delegating Quality and Improvement to Laval's Employees 124
7.6 Organizing Work Cells for Participation, Improvement, and Flexibility 128
7.7 Quality 132
7.8 Product and Process Development 132
7.9 A Communication Process 133
7.10 Measuring Results 135
7.11 Looking Ahead 136
7.12 Conclusion 136
Part III Management Quality
8 Johnson Controls' Bochum Plant: People at the Center 141
8.1 Background 141
8.2 Strategy 142
8.3 Production 143
8.3.1 Forecasting 145
8.3.2 Quality 145
8.4 Supplier Integration 145
8.5 Product Introduction: Integration with NPD 148
8.6 Process Development and Improvement 150
8.6.1 A History of Continuous Improvement 150
8.6.2 Kaizen Program 151
8.7 Culture/Human Resources Policies 152
8.8 Moving Forward 154
8.9 Conclusion 154
9 Procter & Gamble Crailsheim: The Management Quality Heptathlete 157
9.1 Background 157
9.2 Strategy 159
9.3 Supplier Management 161
9.4 Customer Integration 162
9.5 Production 163
9.6 Quality Assurance 165
9.7 New Product Development 166
9.8 Process Development 167
9.9 Employee Development and Delegation 167
9.9.1 Employee Development and Delegation in the Materials Operations Department 168
9.9.2 A View from a Process Engineer 168
9.9.3 Operations Manager of Alldays Panty Liner 169
9.9.4 Motivation 170
9.10 Conclusion 171
10 SEW Usocome: Consistent Management Quality in Operations 173
10.1 Background 173
10.2 Strategy 175
10.3 Perfambiance 177
10.4 Production 179
10.4.1 Production Forecasting 182
10.5 Customer Integration 182
10.6 Supplier Integration 185
10.7 New Product Development 186
10.8 Process Development 186
10.8.1 Working Knowledge 188
10.9 Conclusion 191
Part IV Plants in the New Millennium
11 Empirical Validation of the Management Quality Model 195
11.1 Process Improvement Rates and Volume Growth 195
11.2 How Management Quality Boosts Improvement Rates 197
11.3 Management Quality as an Interlocking System of Practices 199
12 Manufacturing at the Beginning of the 21st Century: a New Mindset 203
12.1 Excellence Now: What Manufacturing Organizations can Learn 203
12.2 How to Use INSEAD's IEA Questionnaire to Progress: The SEW Bruchsal Usocome Example 205
12.3 The Shifting Frontier of Excellence in the 21st Century: a New Mindset 208
Part V Appendices
A The Industrial Excellence Award (IEA) 215
B The Questionnaire 221
C Data and Measures 231
C.1 The Sample 231
C.2 Measures 232
D About the Authors 237
References 241
Index 245
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