Automotive Production Systems and Standardisation: From Ford to the Case of Mercedes-Benz

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Springer Science & Business Media, Apr 13, 2005 - Business & Economics - 238 pages
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In January 2000, Mercedes-Benz started to implement the Mercedes-Benz Prod- tion System (MPS) throughout its world-wide passenger car plants. This event is exemplary of a trend within the automotive industry: the creation and introduction of company-specific standardised production systems. It gradually emerged with the introduction of the Chrysler Operating System (COS) in the mid-1990s and represents a distinct step in the process towards implementing the universal pr- ciples of lean thinking as propagated by the MIT-study. For the academic field of industrial sociology and labour policy, the emergence of this trend seems to mark a new stage in the evolution of the debate about production systems in the auto- tive industry (Jürgens 2002:2), particularly as it seems to undermine the stand of the critics of the one-best way model (Boyer and Freyssenet 1995). The introduction of company-level standardised production systems marks the starting point of the present study. At the core of it is a case study about the M- cedes Benz Production System (MPS).
 

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Contents

Introduction
1
11 Theoretical perspective and literature
3
111 Standardisation and the labour process debate
4
12 Aspects of standardisation
6
122 De facto and formal standards
7
123 Standard setters and institutionalisation
8
driving force for the institutionalisation of standards
10
125 Standardisation and certification systems
11
352 The evolution of the Toyota Production System in the 1980s and 1990s
94
353 The forms and functions of standardisation in the TPS
99
36 The reflective production system of Volvo Uddevalla
111
362 The role and function of standardisation in the reflective production system
113
standardised production systems
119
The case of the Mercedes Benz Production System
127
42 Case study focus approach and structure
128
43 Case study background
129

13 Production systems
12
131 The industrial sociology debate on production systems
13
132 Production systems standardisation and the theory of organisational learning
15
Adler and Cole versus Berggren
17
14 Research methods and approach
18
142 The case study approach
19
143 Observational and survey research
20
15 Chapter outline
21
The evolution of standardisation
25
the historical roots of quality standards
27
interchangeable parts and mass production
30
24 The rise of quality management in Japan
35
25 Quality management in Germany
37
26 The historical rise of standard setting institutions
40
261 National standards setting bodies NSBs
41
262 Institutionalisation of international standards the International Standards Organization ISO
46
27 The institutionalisation of international standards for quality systems
47
271 Historical evolution of the ISO 9000
48
272 ISO 9000 a standardised quality management system
50
273 The evolution of the ISO technical standard TS 16949
53
275 QS 9000
56
277 Towards a holistic view of quality from ISO 9000 to the Total Quality Management System TQM of the European Foundation of Quality Mana...
57
278 Audits
60
279 The cost and benefits of certification
63
28 Critical appreciation
65
The history of production systems in the automotive industry
71
32 The end of craft production
72
33 Taylorism and standardisation
74
331 Historical background
75
the foundation of modern production systems
78
341 Standards in mass production
79
342 Standardisation beyond the shop floor
84
35 The Toyota Production System TPS
88
351 Historical background
89
44 Premerger production organisation at MercedesBenz
131
45 Premerger production organisation at Chrysler
134
46 The DaimlerChrysler Operating Model
135
47 The MercedesBenz Production System
139
central plant and centre level structures
141
plant level organisation
142
centre level organisation
143
the cascade training
145
49 The MPSaudit
149
491 Auditors and the audit procedure
151
492 MPSaudit observations
153
theory versus practice
158
410 The structure and content of the MPS
159
4101 The MPS tools
161
411 The MercedesBenz Production System and REFAmethods
165
412 The MercedesBenz Production System and the Toyota Production System
169
The results of implementing the MercedesBenz Production System
173
52 Research scope and methodology
174
53 Statistics
177
54 The MPS questionnaire design and content
178
55 Significances
181
552 Subcentre results
191
56 Analysis and interpretation
197
Conclusion
203
62 The driving forces of standardisation
204
63 The evolution of production systems in the automotive industry
206
64 Changing forms and functions of standardisation in production systems
209
65 The effects of standardisation on the actors on the shop floor
211
66 Outlook
214
Appendix
217
Glossary of terms symbols and abbreviations
221
Bibiliography
225
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