Browsing by Author "Otto, Willem Liebrecht"
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- ItemFramework to manage change complexity when introducing high voltage technology to automotive production lines(Stellenbosch : Stellenbosch University, 2019-12) Otto, Willem Liebrecht; Schutte, C.S.L.; Dirkse-van Schalkwyk, T.G.; Stellenbosch University. Faculty of Engineering. Dept. of Industrial Engineering.ENGLISH ABSTRACT: Manufacturing has evolved over the centuries, shifting from one manufacturing paradigm to the next. Competition is now truly global, with companies needing to adapt to market requirements and needing to adopt new technologies at an ever-increasing pace. Mega-trends like climate change, the ever-increasing demand for mobility and the threat of Peak Oil, are driving change in the automotive sector to new heights – particularly in the directions of e-mobility solutions. These changes, together with the current manufacturing paradigm of ‘Mass Customisation’ are bringing constantly increasing levels of complexity to manufacturing plants around the world. There often remains a gap though, between the inherent values of a technology and the ability of organisations to effectively put it to work. With mounting global competition the gap between a technology’s promise and achievement is a major concern for all companies. Despite the globally competitive nature of automotive manufacturing and its importance for industry, there is no framework currently whereby automotive manufacturers can introduce complex technological changes safely, effectively and efficiently. Daimler AG recently decided to introduce Hybrid vehicles to the East London factory of its subsidiary, Mercedes-Benz South Africa (MBSA). The C350e would pioneer ‘high-voltage automotive manufacturing’ in South Africa as it would be the first hybrid vehicle mass manufactured in the country. The new variant would introduce to MBSA a powerful Lithium-Ion battery, capable of producing 60kW and operating at a potentially lethal 300 Volt. The factory was given less than a year to prepare and to integrate this dangerous new technology at a level meeting the stringent international safety and quality standards of Mercedes-Benz. No local automotive OEM had any experience with ‘high voltage automotive manufacturing’ prior to the implementation decision taken in Germany and the safety risk initially prompted significant resistance in the South African factory. The risk and the associated resistance had to be carefully managed by the Implementation Team against the backdrop of a lack of applicable safety legislation in the country. Prompted by the introduction of Hybrid Vehicles in Mercedes-Benz South Africa’s East London plant and by the likelihood of further Hybrid and eventually full Electric Vehicle production in South Africa, this study sought to create a framework for the safe, effective and efficient introduction of high voltage technology. The author sought to firstly obtain through a Literature Study a holistic understanding of Change Management and Complexity Management, as well as Implementation Theory within the context of High Voltage automotive technologies. The aim being to develop a conceptual framework to introduce High Voltage technological change in production lines of automotive manufacturers. The conceptual framework was verified against all research requirements and then validated with data from Mercedes-Benz South Africa’s pioneering C350e Plug-in Hybrid Project. The Implementation Framework for Automotive Technology conceptualised, verified and validated in this study is the first practical and measurable framework specifically aimed at the automotive industry and provides unique guidance for manufacturers in introducing High Voltage technology into their production lines.