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ABOUT CASE
VTC Is vertically integrated multinational org. Full range commercial vehicles from cars to trucks and buses . Engine plant at skovde (sweden)
Process environment
Foundry area , which is a capital intensive single-flow process implementing a JIT system. Maintenance workers highly mobile Teams are linked to distinct process areasmelting , forming, cleaning ,core making , heat treatment 50 employees with one supervisor with total responsibility (semi-autonomous) No team leader & no quality circle Only some job rotation
Manufacturing environment
Automated production in a multi-machine set up Finished shafts & casings are transferred from the foundry to either the D factory where they are machined into crankshafts ,transmission covers, & camshafts, or to the a factory where they are machined into cylinder heads & cylinder blocks.
Continud
Operators are released to performed indirect task associated with material supply ,qul. House keeping , and task allocation with in teams. Operators are responsible for some control programming function (quality , machine set up & retooling ) Team ,Make it own Continuous improvement Teams rather managers, which are responsible for solving quality problems .
Assembly
Automated elements production Engines go into one of the 12 docks in which the customized elements are added manually . Manual loading & unloading(start and end of the process ) Use roller system ( record information every time an operation carried out .
Cotinued ..
Umea plant situated in northern sewden Which cut , presses, assembles and paints to delivered to assembly plants in sweden, belgium and scotland . Production combination of flow line & dock tech. There are two operators per station with a floating ninth person who also acts as teams leader and an operator replacement as and when requaired. Team leader are not rotated Operate as a blue-collar worker & reduce supervisors Deciding get rid of people & juggling labour shortages .
Observes by manager
We cannot expect a guy to be a craftsman when he is doing the same job 15 or 20 times a day . If you expand the expand the work it will give value. I am not talking about doing the usual work for two hours instead of 30min , I am talking of adding more complicated work outside the usual work by expanding frontiers
In your view, is it right to appoint a team leader like it is done at VTCs umea plant? Is the concept of a floating ninth person suitable in a facility?
In which department of the skovde plant do you find approach to job design the best ?
Why does vtc have different sets of responsibilities for operators in the process, manufacturing , and assembly departments of its skovde plant ?