MANUFACTURING SYSTEM OPTIMIZATION: A STUDY OF UNITY AND EFFICIENCY IN PRODUCTION (UEP) IN PEUGEOT AUTOMOBILE NIGERIA (PAN)


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TABLE OF CONTENTS

TITLE PAGE
ABSTRACT

CHAPTER ONE: INTRODUCTION
1.1 BACKGROUND OF THE PROJECT
1.1.1    Peugeot Automobile Nigeria (PAN)
1.1.2    Concept of Unity and Efficiency in Production (UEP)
1.1.3    Peugeot Quality System Indicators
1.2       STATEMENT OF PROBLEM
1.3       AIM AND OBJECTIVES OF STUDY
1.4       RESEARCH SIGNIFICANCE AND JUSTIFICATION
1.5       SCOPE OF STUDY

CHAPTER TWO: LITERATURE REVIEW
2.1       REVIEW OF PAST WORK
2.2       TOOLS OF UEP MANUFACTURING
2.2.1    5-S Quality Concept
2.2.2    The seven wastes and lead time reduction
2.2.3    Walk the floor
2.2.4    Operational meetings
2.2.5    Total Productive Maintenance (TPM)
2.2.6    Continuous Improvement (KAIZEN)
2.2.7    Just – In – Time (JIT)
2.2.8    Standardized Work
2.2.9    Kanban
2.2.10  Theory of Constraints (ToC)
2.2.11  Six Sigma (6σ)
2.3       IMPLEMENTATION OF THE UEP PHILOSOPHY AND THE UEP TRANSFORMATION PROCESS
2.3.1    Mobilize for UEP change
2.3.2    Translate strategy into objectives and UEP initiatives
2.3.3    Design the UEP change process
2.3.4    Align the organization
2.3.5    Organizational learning
2.4       RELEVANT THEORIES AND EQUATIONS FOR ANALYSIS
2.4.1    Sample statistics
2.4.2    Test of Hypotheses and Significance
2.4.3    Quality Control Chart
2.4.4    Measurement of Performance

CHAPTER THREE: RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN
3.2       SAMPLING TECHNIQUE AND SOURCE
3.3       QUESTIONNAIRE DESIGN
3.4       EMPIRICAL FIELDWORK (DATA COLLECTION)
3.5       PROCEDURE FOR ADMINISTRATION OF INSTRUMENT AND DATA COLLECTION
3.6       PROCEDURE FOR SCORING
3.7 DATA ANALYSIS AND HYPOTHESIS
3.8       VALIDITY AND RELIABILITY

CHAPTER FOUR: RESULTS
4.1 QUESTIONNARE DATA ANALYSIS
4.1.1    Questions testing the basic understanding of the UEP philosophy
4.1.2    Questions to analyze the usage of UEP tools and techniques
4.1.3    Questions analyzing the scope of UEP implementation
4.1.4    Questions testing the importance of critical management factors
4.2 DEFECT ANALYSIS FOR PRODUCED/TESTED CARS
4.3       PRODUCTION VOLUME
4.4       SUMMARY OF FINDINGS

CHAPTER FIVE: DISCUSSION
5.1       DISCUSSION OF RESULTS

CHAPTER SIX: CONCLUSIONS AND RECOMMENDATIONS
6.1       CONCLUSIONS
6.1.1    Limitations of findings
6.1.2    Implication of findings
6.2       RECOMMENDATIONS
6.2.1    Implementation recommendations
6.2.2    Recommendation for further research
REFERENCES




ABSTRACT

Theaim of this study is to investigate why the implementation of Unity and Efficiency in Production(UEP)is not yielding the expected results in PAN. The overall operations, production and sales are still on the low trend.This survey examined how the adaptation of UEP tools and the level of functions integration relate to the overall implementation success.A well-structured questionnaire distributed andcollected from fourty respondents (at supervisory level) were analyzed to determine the level of understanding of the philosophy, the usage of UEP tools and the scope of the UEP implementation in relation to the success of the implementation.The chi-square test statistics was used to test the research hypotheses generated at 0.05 level of significance. This is to find out if there exists relation between the adaptation of this method and the overall success of the UEP implementation.

The result of the hypotheses tested revealed that all critical aspects were more or less considered (i.e. 4 out of 15 were not taken into account by at least 50% of the respondents). The lowest score (critical value) of 40% is an indication that all aspects considered are relevant/important for this research work. This is also an indication that the findings flow in line with established theories and literatures. The hypotheses also show that majority of the tools have remarkable relationship with UEP implementation success. The overall responses from questionnaireanalyzedclearly show that the UEP concept was not fully integrated into all company operations/functions. This made the overall expectations of using the principles notentirely fulfilled.

The general inferencefrom this survey is that activities in PAN could be enhanced for high level of productivity and efficiency if all findings and recommendationsmade are critically considered by management in the entire value chain.




CHAPTER ONE

INTRODUCTION

1.1              BACKGROUND OF THE PROJECT

Customers have numerous choices when it comes to buying any product. Combined with choices available to the consumer and expectation of shorter order fulfillment lead times, customers have become more fickle in their purchasing decisions and less loyal to their old long-standing business relationships.

In recent years, companies have become increasingly focused on market demand and customers responsiveness. This has led to the implementation and adoption of manufacturing improvement and optimization techniques in the automotive industry. Optimization is necessary for the control of any business process to achieve better product quality, high productivity with low cost.

Optimization is defined as minimization or maximization of cost function with variable input parameters. The word optimization commonly refers to the mathematical handling of parameters in order to maximize or minimize a mathematical function. The global optimization is about finding the best possible solutions for given problems. This makes optimization of various systems an increasingly important activity. Apart from this, manufacturing systems are also optimized using any of the process improvement methods. Improvement methods such as lean, just in time, six sigma and the likes, have contributed immensely to system success and profitability.

In order to optimize the manufacturing process, a company has to have the ability to identify its main bottlenecks in manufacturing process. It needs to be able to set the proper goals, i.e. grouping company‟s activities into modules and set the control points.

Optimization criteria include: cost of production, quality of final products, lead time, production risk and the likes......


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