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Essay / Research Paper Abstract
A 5 page paper discussing GE Automotive’s use of two types of cross functional teams to achieve both short- and long-term cost and time savings to increase throughput as well as financial benefit. The purpose here is to assess the improvements in throughput that GE Automotive has been able to achieve in recent years. Bibliography lists 4 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmfgGEthru.rtf
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Unformatted sample text from the term paper:
"Big 3" were sending task forces to Japan to discover the "secret" of Japanese manufacturing in the 1980s, they were horrified to learn that Japanese production workers could stop the
assembly line at any time a problem was discovered. The inexorable progress of the line was a tool that management used against workers, and the speed at which that
line progressed was little more than a weapon. Neither Detroit nor US auto labor unions were prepared to make the changes necessary to gain the benefits of Japanese techniques,
but some notable third-party manufacturers were. GE Automotive was among them. The purpose here is to assess the improvements in throughput that GE Automotive has been able to
achieve in recent years. These improvements include increase in throughput and cycle time; improving capacity utilization and yield; minimizing the effect of change
on work in progress; assessing the effect of process changes on operational performance; financial performance; and proposing a plan "for improving the operational and financial performance of the process." Quantifiable
Results One formula that the student can use to calculate changes in throughput is I = R x T, where R = average
process flow rate in equilibrium and T = time spent in any one (or all) processes (Anupindi, Chopra, Deshmukh, van Mieghem and Zemel, 1999; p. 104). The student can
find other throughput formulas and explanations at htt://www.prenhall.com/anupindi. In any case, raw data must be provided by the student, who must cite as a source when
writing his own paper on the topic. Implementing Cross-Functional Teams In 1992, "GE Automotive created two kinds of joint, cross-functional teams" (Sorge 43),
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