Development of a lean implementation strategy for 4-motion-rollertestbenches based on value stream analysis

Abstract

This Masters Thesis shows the impact of implementing an innovation, called 4-motion-technology, into the Mercedes-Benz Cars global production network. It analyzes the results from a previous pilot project and develops an implementation strategy to manage a global rollout. As a pursuing question, the Masters Thesis discusses potential improvements at this status quo by applying lean production philosophy and deducting strategic premises based on the analysis of the value creation process. Beside improvements on the process level, the impact on the change management is evaluated to attend the change in the organization and the people working within. The analysis differentiates between a state before the pilot project (previous state) and a state after it knowing its results (current state). Both are analyzed by applying value stream analysis to see the changes in the value creation process. The same are evaluated regarding operator activity using time-function-mapping as a methodical approach. In addition to that, the organizational structure and strategy is outlined to complete the picture of the current situation. Based on the results and the associated conclusions, an implementation strategy is developed. By applying lean principles, further improvements are worked out and a future state is defined. These insights are integrated into the change management, based on a model from John P. Kotter, to give recommendations and guidelines to support a global rollout project management in charge. The Master-s Thesis proves that the change has to be classified as reengineering process (or System Kaizen) with enormous impact on strategy and change management. The resulting recommendations provide a sustainable approach to manage the change in the upcoming years considering major global trends in automotive business.