Abstract
From a macro and national perspective, this chapter focuses on the specificities of a manufacturing sector, that is, the Norwegian automotive industry. The chapter introduces the reader to product development in the industry, demonstrating how the organization learns (or not) from the one product development project to the next. This descriptive approach as to how product development occurs in real settings is in stark contrast to the one presented in the firms’ formal description of quality management systems and other types of formal displays. This chapter provides therefore, a unique insight in a) the discrepancies between firms’ fragmented and not always coinciding representations of realities of real production processes and b) the challenges firms’ meet in accumulating knowledge and know-how between projects.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsNotes
- 1.
COP = customer-oriented processes.
- 2.
In the case companies and in the rest of the industry at Raufoss.
- 3.
Process FMEA (PFMEA) —how the risks regard the production processes (FMEA for products is called Design FMEA/DFMEA).
- 4.
The root cause is the real problem and not the symptoms of a problem. There are many techniques to find the root cause, for example: 5 times why, PDCA, LAMDA, and so on.
- 5.
The governing rules are operationalized rather than questioned.
- 6.
Behavior that inhibit the questioning of governing rules.
- 7.
DRBFM = Design Review Based on Failure Mode.
- 8.
PDCA = Plan, Develop, Control, and Act. A method for finding the root cause of a problem and permanently solving it.
References
Andersen, B. (1999). Business process improvement toolbox. Milwaukee: ASQ Quality Press.
Argyris, C., & Schön, D. (1996). Organizational learning ΙΙ: Theory, method, and practice. Reading: Addison-Wesley Publishing Company.
Brennan, L. (2001). Total quality management in a research and development environment. Integrated Manufacturing Systems, 12(2), 94–102.
Cooper, R. (1993). Winning at new products: Accelerating the process from idea to launch (2nd ed.). Reading: Addison-Wesley Publishing Company.
Dahlgaard, J. J., Kristensen, K., Kanji, G. K., Juhl, H. J., & Sohal, A. S. (1998). Quality management practices: A comparative study between east and west. International Journal of Quality & Reliability Management, 15(8/9), 812–826.
Ford-Motor-Company. (2004). FMEA handbook version 4.1. Ford Design Institute.
Fujimoto, T. (1997). The dynamic aspect of product development capabilities: An international comparison in the automobile industry. In A. Goto & H. Odagiri (Eds.), Innovation in Japan (pp. 57–59). Oxford: Oxford University Press.
Fujimoto, T. (1999). The evolution of a manufacturing system at Toyota. New York: Oxford University Press.
Gotzamani, K. D., & Tsiotras, G. D. (2001). An empirical study of the ISO 9000 standard’s contribution towards total quality management. International Journal of Operations and Production Management, 21(10), 1326–1342.
Harry, M. J., & Schroeder, R. (2000). Six Sigma: The breakthrough management strategy revolutionizing the world’s top corporations. New York: Currency.
Hirokazu, S., & Hiroshi, N. (2005). Reliability problem prevention method for automotive components-development of GD’3’ activity and DRBFM method for stimulating creativity and visualizing problems. Transaction of Society of Automotive Engineers of Japan, 36(4), 163–168.
Ho, S. K. M. (1995). Is the ISO 9000 series for total quality management. International Journal of Physical Distribution & Logistics Management, 25(1), 51–66.
Kennedy, M. N. (2003). Product development for the Lean enterprise, why Toyota’s system is four times more productive and how you can implement it. Richmond: The Oaklea Press.
Kiella, M. L., & Golhar, D. Y. (1997). Total quality management in an R&D environment. International Journal of Operations and Production Management, 17(2), 184–198.
Liker, J. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill.
Liker, J. (2007). Tools & technology. Presentation. Gardermoen, Oslo.
Liker, J., & Hoseus, M. (2008). Toyota culture: The heart and soul of the Toyota way. New York: McGraw-Hill.
Morgan, J., & Liker, J. K. (2006). The Toyota product development system, integrating people, process and technology. New York: Productivity Press.
Oakland, J. S. (2003). Total quality management: Text with cases. Amsterdam: Butterworth-Heinemann.
Ohno, T. (1978). The Toyota production system. Tokyo: Diamond.
Powell, T. C. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16, 15–37.
Pyzdek, T., & Keller, P. A. (2010). The Six Sigma handbook: A complete guide for green belts, black belts, and managers at all levels. New York: McGraw-Hill.
Roy, D. F. (1959). Banana Time: Job satisfaction and informal interaction. Human Organization, 18, 158–168.
Shimokawa, K., & Fujimoto, T. (2010). The birth of Lean. Cambridge, MA: Lean Enterprise Institute.
Taguchi, G., & Clausing, D. (1990). Robust quality. Harvard Business Review, 68(1), 65–75.
Taguchi, G., Elsayed, E. A., & Hsiang, T. C. (1989). Quality engineering in production systems. New York: McGraw-Hill.
Taylor, F. W. (1911). The principles of scientific management. New York: Harper & Brothers.
Whyte, W. F. (1949). The social structure of the restaurant. American Journal of Sociology, 54, 302–310.
Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York: Free Press.
Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world: Based on the Massachusetts Institute of Technology 5-million dollar 5-year study on the future of the automobile. New York: Rawson Associates.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2018 The Author(s)
About this chapter
Cite this chapter
Holtskog, H., Carayannis, E.G., Kaloudis, A., Ringen, G. (2018). Development of Suspension Parts Project. In: Learning Factories. Palgrave Studies in Democracy, Innovation, and Entrepreneurship for Growth. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-41887-2_3
Download citation
DOI: https://doi.org/10.1007/978-3-319-41887-2_3
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-319-41886-5
Online ISBN: 978-3-319-41887-2
eBook Packages: Business and ManagementBusiness and Management (R0)