Abstract: Managing and improving efficiency in the current
highly competitive global automotive industry demands that those
companies adopt leaner and more flexible systems. During the past
20 years the domestic automotive industry in North America has been
focusing on establishing new management strategies in order to meet
market demands. The lean management process also known as
Toyota Manufacturing Process (TPS) or lean manufacturing
encompasses tools and techniques that were established in order to
provide the best quality product with the fastest lead time at the
lowest cost. The following paper presents a study that focused on
improving labor efficiency at one of the Big Three (Ford, GM,
Chrysler LLC) domestic automotive facility in North America. The
objective of the study was to utilize several lean management tools in
order to optimize the efficiency and utilization levels at the “Pre-
Marriage” chassis area in a truck manufacturing and assembly
facility. Utilizing three different lean tools (i.e. Standardization of
work, 7 Wastes, and 5S) this research was able to improve efficiency
by 51%, utilization by 246%, and reduce operations by 14%. The
return on investment calculated based on the improvements made
was 284%.
Abstract: Collaborative networked learning (hereafter CNL)
was first proposed by Charles Findley in his work “Collaborative
networked learning: online facilitation and software support" as part
of instructional learning for the future of the knowledge worker. His
premise was that through electronic dialogue learners and experts
could interactively communicate within a contextual framework to
resolve problems, and/or to improve product or process knowledge.
Collaborative learning has always been the forefront of educational
technology and pedagogical research, but not in the mainstream of
operations management. As a result, there is a large disparity in the
study of CNL, and little is known about the antecedents of network
collaboration and sharing of information among diverse employees in
the manufacturing environment. This paper presents a model to
bridge the gap between theory and practice. The objective is that
manufacturing organizations will be able to accelerate organizational
learning and sharing of information through various collaborative