Efficiency in Manufacturing Process

Paper Summary:

This paper examines process standardization in manufacturing within the automotive industry. Problems such as delegation of responsibility, task management, and process management, as well as issues of resolution, are outlined. General Motors, Toyota, Rayloc, Continental Teves, and Tower Automotive are included in the discussion.

From the Paper:

"Process standardization in automotive industry began at the advent of the century when Henry Ford introduced assembly line mass production. At the time introduction of assembly line production was considered revolutionary. But today when automotive companies build upon this foundation they are facing more complex organizational problems. Capability to resolve problems has become imperative for organizational efficiency. Tower Automotive's problem is one of organizational process and procedures. Problems of this nature arise when sections of the assembly line is disrupted. Problems could range from managerial, where delegation responsibilities are not communicated in clear and coordinated terms; tasks where the task completion time and assignment has not been cleared or it could be in terms of production line where process management is not effective. To demonstrate, the researcher takes the example of General Motor's work process. According to author Michael Maccoby [1997] understanding of America's automobile corporations, work process require empowerment from the management side and commitment from the workers. It requires standardization. GM before the application of lean manufacturing, faced problems of narrow, standardized, monotonous task, repetition and downtime. Workers at the factory were discontent at the kind of work they do, supervisors expressed disappointment at workers' performance and the management was "dismayed" at the result of production. When the company followed the lead of Toyota Motor's lean manufacturing process, it created a "team spirit"."

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