Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK

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  • Publication
    An approach for the implementation of a global quality management system assuring both robust global processes and local flexibility
    ( 2014)
    Meentken, Felix
    ;
    Jochem, Roland
    The requirements for global enterprises have changed dramatically in recent years. Increasing customer demands, shorter product life cycles, increasing transport costs and more complex products and processes are just some of the current challenges in the global economy. These challenges reveal that thinking in closed systems is not up-to-date. Globally distributed business activities and value creation networks require a high systemic, integrative thinking, which points out global synergies and ensures an effective and efficient global cooperation. Thus, the importance of cross-site coordination considering different cultural, political and economic conditions becomes increasingly important. In this focus, an essential task of the management is to create a suitable organizational base to optimally integrate the enterprise in the turbulent environment, to facilitate continuous improvement, to be able to quickly react to changing demands and to define the structure for a successful global cooperation. The basis for a global quality management system is a process oriented organization with defined business processes as the core of the enterprise. Therefore, globally standardized processes are considered to be a key success factor for outsourcing of business activities with a consistent high quality level. Globally valid processes with common terms, key performance indicators (KPI), objectives, responsibilities etc. enhance the enterprise-wide communication and cooperation. Furthermore, global standards concerning different areas such as quality, environmental protection and occupational health and safety can be established in the global organization. A major challenge in the heterogeneity of the global value chain is the definition of an appropriate level of detail where global standards (processes, documents, etc.) are mandatory and at which level local adaptions are allowed to ensure local flexibility and improvement. Thus, the objective of the developed approach is not a globally uniform standardization in every detail, but to grant the local sites sufficient flexibility to adapt to their specific local requirements. The implementation is based on a combined approach of top-down and bottom-up. Thus, in the first phases the top-management is in charge and must define the strategic objectives and create a suitable conceptual framework for the global quality management system. In the following phases, a defined core project team and the employees are in charge to realize the operational implementation of the management system. Thus, primarily the necessary processes must be designed and implemented. Here it is important to create a global applicable standard and to identify local specific requirements in an interdisciplinary and international team. This is necessary to create global acceptance, which is inevitable for a successful and vibrant management system. In close cooperation with an industry partner an approach for the implementation of a global quality management system was developed. It is based on a process oriented global organization that assures the standardization of core business principles, processes and values2on the one hand, and respects differences of the local sites concerning culture, laws, norms etc. on the other hand. Furthermore, this approach fulfills both the internal requirements of the employees and the management as well as the external requirements of norms, laws and customers.
  • Publication
    Integrated and modular design of an optimized process architecture
    ( 2013)
    Raßfeld, Colin
    ;
    Rößle, Dominik
    ;
    Jochem, Roland
    Global economic integration increased the complexity of business activities, so organizations are forced to become more efficient each day. Process organization is a very useful way of aligning organizational systems towards business processes. However, an organization must do more than just focus its attention and efforts on processes. The layout design has also a significant impact on the system performance. We contribute to this field by developing a tailored process-oriented organizational structure and new layout design for the quality assurance of a leading German automotive manufacturer. The target concept we developed was evaluated by process owners and an IT-based process simulation. Our results provide solid empirical back-up in which the performance and effects are assesse d from a qualitative and quantitative perspective.