This book describes how the implementation of variable rate launching in the context of a mixed-model assembly line with unlimited customization flexibility promotes customer-centric production. Variable rate launching (VRL) - as opposed to fixed rate launching (FRL) - eliminates idle time and utility work in mixed-model assembly lines. Even in the context of limitless customization, which runs the risk of concentrated peak workloads and possible longer assembly lines, a variable takt proves to be more economical than a fixed takt. On the technical side, a fixed takt requires both a healthy balance of process times and optimal scheduling to create feasible production schedules, as using average takt does not allow workers enough time to complete their tasks for more complex products. Because the variable takt relies on similar process times for a given product across the entire line for one product, and all products are given exactly the time they need for assembly, optimal series-sequencing and regular task rescheduling can be eliminated. This book is intended as a reference guide for experienced executives in manufacturing and academics teaching operational effectiveness for customer-centric production, and makes extensive references to AGCO Fendt's modern tractor line in Marktoberdorf, Germany. The book also offers application case studies from companies in related industries such as automotive, electronics, and machine tools. The book's key message is that variation should not be universally eliminated from manufacturing. As such, the book represents a counterpoint to the philosophy advocated by the Toyota Production System.

Master's Thesis from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 1.3, University of Applied Sciences Ludwigshafen, language: English, abstract: Organizational Citizenship Behavior (OCB) und eine spezielle Auspragung von OCB, die Beteiligung am KVP sind zukunftige erfolgsfaktoren und Qualifikationen, die ein durchschnittliches von einem erfolgreichen Unternehmen unterscheiden. Sie stellen den wichtigen Teil des human capitals dar, der in einer Zeit der Informationsgesellschaft und zahlreicher Lean-Strategien immer bedeutender und relevanter fur den wirtschaftlichen Erfolg eines Unternehmens wird. Die Begrundung und Herleitung dieser Aussage wird zu Anfang dieser Arbeit unternommen. OCB bzw. die Beteiligung am KVP konnen jedoch nicht direkt beeinflusst oder gar eingefordert werden. Die organisationspsychologischen Konstrukte 'Organisationale Identifikation' und 'Organisationales Commitment' werden als wichtige Prediktoren fur ein starkes OCB angenommen. Leider gibt es nur sehr wenige ganzheitliche Ansatze Identifikation und Commitment im Unternehmen systematisch zu starken, monetare und temporar begrenzte Bemuhungen zeigen oft keine dauerhafte Wirkung; ein ganzheitlicher und langfristig bestandiger Ansatz ist notig. Das Ziel dieser Arbeit ist somit (a) zum einen der empirische Nachweis eines positiven Zusammenhangs zwischen OCB bzw. 'die Beteiligung der Mitarbeiter am KVP' und Identifikation bzw. Commitment. Zum anderen wird (b) aus den gefundenen Erkenntnissen ein ganzheitlicher Beratungsansatz entwickelt um uber Identifikation und Commitment die Beteiligung am KVP zu erhohen. Da eine Organisation, sowie Identifikation und Commitment multidimensionale Konstrukte sind, wird eine weitere Differenzierung in Dimensionen und Foci unternommen. Nach den theoretischen Erkenntnissen wird ein Unersuchungsmodell mit den fur die Beteiligung am KVP relevanten Dimensionen und Foci erarbeitet. Mittels einer quantitativen sc

Organizational Citizenship Behaviour (OCB) and a special form of it, the participation in the Continuous Improvement Process (CIP), are prospective key factors and qualifications that differentiate a successful from an average company. They represent the most important part of the human capital that gets more and more important and relevant for the economical success in times of the information society and numerous "lean strategies." OCB or the participation in the CIP can not be influenced directly or even be demanded. The constructs organizational identification and organizational commitment are supposed to be the most important predictors for a strong OCB. Unfortunately, there are only less holistic approaches to systematically strengthen identification and commitment in an enterprise - a holistic approach based on long term considerations is necessary. Therefore, the aim of this paper is (a) the empirical proof of a positive connection between OCB respectively CIP efforts among employees and identification or rather commitment. (b) the development of a holistic consulting approach to increase the participation in the CIP. Via a quantitative survey in the shop floor level of an automobile manufacturer it was proved that mainly the affective and cognitive dimensions show positive correlations with the participation in the CIP. A consulting approach for a systematic composition of affective and cognitive identification and commitment is derived from the theoretical and empirical insights. The target groups are students and scientists in the field of identification, commitment and CIP as well as practitioners and consultants in the business of the continuous improvement process.