<p>This thesis deals with the development of the competence tocreate assembly efficient products. The assembly-relatedknowledge that is resident within an organisation is ofinestimable value and should be used, refined and developed inorder to obtain assembly efficient products. The question ishow competence development can be promoted organisationally.This thesis has adopted the working hypothesis thatmodularisation promotes competence in the development ofassembly efficient products. This position is based on theliterature regarding competence development,competence-promoting organisations, and concurrentengineering.</p><p>The empirical research reported in this thesis is along-term case study carried out at Volvo Car Corporation. Inthe licentiate thesis that preceded this doctoral thesis, itwas suggested that assembly work should be based on modules.The further topics researched in this thesis includeexamination of a modularisation process, examination of thecommunication interface between the assembly organisation andthe product development organisation, the effects ofmodularisation on the assembly process, and an investigation ofthe development of two assembly efficient products.</p><p>The product of the research is a model representing theorganisational prerequisites for developing competence in thecreation of assembly efficient products. The key elements inthe model are a transparent organisational structure, clearintention in the organisation, and accommodation ofcross-functional exchange. Modularisation is a means ofcreating a transparent organisational structure that makes itpossible for members of the organisation to understand thecontext in which they work, which is a basic requirement fordeveloping competence. A structure for cross-functionalcooperation should be put in place to facilitatecross-functional exchange and learning. To succeed indeveloping assembly efficient products, an organisation mustalso clear signal that this is its intention. Visions, goalsand strategies must express this ambition. Only then will themembers of the organisation have the mindset that enables themto use their full potential to develop competence in creatingassembly efficient products.</p><p><b>Keywords:</b>competence-promoting organisation, transparentorganisation, modularisation, assembly efficiency, automobileindustry</p>

Thesis (M.A.) - Simon Fraser University, 2005. / Theses (Dept. of Geography) / Simon Fraser University. Also issued in digital format and available on the World Wide Web.

Thesis (Ph. D.)--Open University.

Background: Contamination of the skin and clothing may lead to workers inadvertently bringing harmful materials home and exposing family members, so called para-occupational exposure. This study investigates whether workplace contamination with respiratory sensitisers such as laboratory animal allergens, flour, isocyanates and enzymes is transported from work to the home environment. Methods: 3 laboratory animal facilities, 92 bakeries, 47 car body workshops, and 2 hospitals in the Grampian region of Scotland were invited to take part in a series of linked studies to increase understanding of the ‘take-home' pathway. Control subjects were recruited from staff and students at the University of Aberdeen. Take-home exposure assessment was carried out using two techniques: surface wipe sampling and vacuum sampling in workplaces, cars and homes. Samples were also collected in the homes of control subjects. Samples from bakers were analysed for total protein, wheat flour antigen (WFA) and fungal alpha amylase (FAA) while samples from laboratory animal workers were analysed for mouse urinary protein (Mus m 1). Enzyme cleaning agents were analysed for subtilisin proteolytic activity. Similar methods using SWYPE™ aliphatic pads for isocyanate contamination assessment were conducted among car body repairers. The pads were scanned and images of SWYPE™ pads were used to estimate contamination against the quantitative assay MDHS 25/3. All analyses were done by the Health and Safety Laboratory (HSL) apart from the SWYPE™ RGB tests and gravimetric measurements. Results: A total of 13 laboratory animal workers in 3 animal facilities, 38 bakers in 5 bakeries, 13 car painters in 5 car body workshops and 20 control subjects participated in the study. Two hospitals were surveyed for enzyme exposures and 3 endoscope cleaning technicians were monitored. Evidence of take-home exposure was found for bakery workers, with potential contamination that could lead to home exposure in the car body repair and hospital workers. Higher levels of Mus m 1 contamination were detected on house door handles of non-exposed controls compared to the exposed laboratory workers (0.62 vs. 0.1 ng/wipe, p<0.001) probably due to exposure variability, might be because exposed laboratory workers being involved in a job that requires more hand washing than the general population, or suggesting widespread environmental contamination with this allergen, and these making it impossible to determine if work-home pathway exists for these workers. There was detectable WFA and FAA found on the hands, forehead, shoes, cars and homes of bakers. Compared to controls, bakers had higher median levels of WFA and FAA in house vacuum samples; the difference was statistically significant for WFA/total protein (516x10-6 vs. 164x10-6, p=0.031), FAA/total protein ratios (1.45x10-6 vs. 0.04x10-6, p<0.001) and FAA loading (1.2 pg/cm2 vs. 0.1 pg/cm2, p<0.001). Among car painters, SWYPE™ colorimetric colour changes score showed three positive SWYPE™ colour changes on skin, and three positive results on shoes of car body workshop workers. However quantitative colour analysis of the SWYPE™ pads proved ineffective for field measurements. Hand wipes of hospital workers during mid-shift and post-shift showed evidence of proteolytic activity, indicating possible spread of contamination from hands, unsatisfactory hygiene practices and the potential for take-home contamination of enzyme. Presence of contamination on footwear indicated that possible transfer of enzyme to other places including homes may occur. Conclusion: These data demonstrate the existence of pathways for take-home exposure of allergens among bakers via skin and clothing from workplaces to cars and workers' homes. The take-home pathway for laboratory animal allergens and isocyanates was not demonstrated and further investigation should be performed for enzyme cleaning agents used in healthcare settings by monitoring dermal take-home exposure with comparison to controls. Further work is needed to ascertain how widespread the take-home of respiratory sensitisers may be and the possible implications to the health of workers' families and the wider community. If parental occupation can lead to take-home exposure to respiratory asthmagens, and consequently to childhood asthma, then this represents a potentially modifiable risk factor for these cases of para-occupational asthma. There is a need for greater understanding of the take-home pathway of exposure to asthmagens and sensitisers and for a programme of education and control measures to limit the transfer of such material from the workplace to the home and wider community.

Unlike any technology before it, the Internet has almost overnight achieved a broad level of global awareness, both for businesses and individuals. Global e-commerce will reach approximately $1.3 trillion by 2003. Current market research data supports that the most rapid growth to come, both for B2C and B2B segments will occur outside of the United States. B2B e-business revenues will dominate, with over 85% of transactions occurring between businesses. To support the unique demands of designing and building e-Business sites, professional services companies are exploding, and are forecasting to generate well over $60 billion in just the next few years. According to most market observers, most companies severely underestimate the challenges of building and maintaining the global e-business. Whether a dot.com, Global 1000 or a small enterprise, effectively building robust e-business architecture that is able to address the global challenge requires a strategic outlook. The ability to grasp not only complex interrelationships between the various systems and platforms, but more importantly, the impact of using technology to help meet customer needs in any corner of the globe is required. Because ultimately the real benefit of the Internet is to closely connect company to customer, wherever each may be. Therefore for industry and organisations to embark upon e-business strategy to effectively meet the needs of customers and at the same time reach operational efficiency within their supply chains and add insurmountable value should be the goal of all organisations. / Thesis (MBA)-University of Natal, Durban, 2000.

The increased globalisation of the automotive industry of South Africa has brought with it both opportunities and threats for the various players. Companies taking advantage of the government's Motor Industry Development Plan have quickly learned that exporting both components and vehicles is the most suitable way forward. Toyota SA, in its new role as a global player has strategized that sourcing parts from local suppliers will give it the competitive advantage to then compete internationally. The company has planned to increase its local content targets from 40% to around 70% in the next few years. The question that rises to the fore is "are the local suppliers able to cope in meeting this challenge?" This study explores the various issues faced by Toyota SA as well as its local suppliers in attempting to achieve these targets. While Toyota SA has to deliver the expectations of developed countries, it is faced by a local supplier base that for many reasons, lags behind the rest of the world. The study adopts classical techniques for analysis as well as recent techniques in evaluating the suitability of the increased localisation strategy. Finally, based on the impact of the various forces, recommendations are made as to the strong and weak points of the strategy. Poor product development capabilities and technical/operational improvement requirements at suppliers, the lack of internal resources at Toyota SA and finally the weak second and lower tier supplier levels all emerge as issues to be addressed. These issues cannot be ignored for the implementation of the increased localisation strategy to be successful. / Thesis (MBA)-University of Natal, Durban, 2003.

Federal Mogul Valves manufacture automotive components for customers in both the domestic and export markets. For the components that are exported, they receive a government funded export subsidy. This subsidy is progressively being reduced each year and will, at this point in time, be discontinued in 2007. While Federal Mogul Valves' ability to export these components is not totally dependent on this export subsidy, the subsidy is certainly contributing to the profits that they are achieving. If they simply continue with their present strategy they will experience reduced margins as the export subsidy is reduced and eventually removed completely. If however they alter their strategic approach to the business to take into consideration the changes that they are faced with, they can introduce changes that will compensate for the reduction in profits that they will experience when the export subsidy is removed. / Thesis (MBA)-University of Natal, Durban, 2001.

Based on the application of Porter's Model for National Competitive Advantage to the state of Tamil Nadu, the author established four unique characteristics about India. These are: Tamil Nadu is India's southern gateway; Indian consumers are very price sensitive; Indians have links somehow everywhere; and India thrives on contrasts. These attributes were further distilled to arrive at three 'stones' that can pave improvements to the Indian passenger car industry, namely: 'Cornerstone', being the need to improve local propensity to earn; 'Stepping Stones', being the need to intensify engagements with regional groupings like the Indian Ocean Rim (IOR), South Asian Association for Regional Co-operation (SAARC), Bangladesh, India, Myanmar, Sri Lanka and Thailand Economic Co-operation (BIMSTEC) and the Association of South East Asian Nations (ASEAN); and 'Flintstone' being Tamil Nadu as an auto hub to ignite entrepreneurship and innovations within the Indian passenger car industry. In essence Porter's Theory on National Competitive Advantage states that prosperity depends on environment, not endowments. His Diamond Model helps identify the productive clusters that can support such wealth creation. This study bridges the gap between identification and implementation with an 'International Management Grid' that divides action agenda in accordance with structure, strategy, culture and control. This matrix is bounded by classification of items according to urgency and importance, whereby delegation, empowerment, tact and leadership would be emphasized accordingly. The central thesis of this study is that wealth creation can be initiated by a progressive location in a country through the cascading effects of a high growth industry. With faster physical and communication connectivity and increased global concerns for security and health, India's major challenge is to associate her passenger car industry with: Speed in sustaining human relationships; trendy yet affordable replacements instead of renewal repairs; and life-long learning for skills that ensure employment and employability. A permanent Exhibition Centre is recommended to especially showcase new developments in textiles, leather and security technologies for cars. In addition, a virtual Auto Centre of Excellence, managed as an internet platform based in Tamil Nadu, can help international members of the industry to upgrade and research on skills that ensure individual employment and employability through a life-long knowledge management and certification process. A unique post-sale advantage of cars made in India can be the guaranteed inspection after five years to replace or overhaul vehicle parts in franchise centres located throughout India and overseas. These franchises will help train Indian youths through an honour code of 3-in-1-youth mentorship scheme. Those who have benefited from working in these franchises would be obliged to mentor three other youths within five years after completion of their own mentorship. All these initiatives can start with Tamil Nadu because she is already an automotive manufacturing hub, a southern IT centre and an export gateway. This study has reviewed criticisms on Porter's Model, especially from Krugman, Dunning, Narula, Rugman and D'Cruz as well as Davis and Ellis. Although the model has been applied to developing economies like Korea, Venezuela, Turkey, Phillippines and even India, this study is different. None of the previous academic exercises using Porter's Model has an implementation format like the 'International Management Grid' as designed and developed by the author. The Delphi Research Technique in accordance with the Gordon and Helmer Method was adopted for 58 candidates and the results of fieldwork were found to be statistically significant at 0.05 level based on the non-parametric Chi-Squared Test of Independence. The ethical aspects in Porter's Model and the new business rhythm inside India after more privatization remain major unsolved issues of this study. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004

Based on the application of Porter's Model for National Competitive Advantage to the state of Tamil Nadu, the author established four unique characteristics about India. These are: Tamil Nadu is India's southern gateway; Indian consumers are very price sensitive; Indians have links somehow everywhere; and India thrives on contrasts. These attributes were further distilled to arrive at three 'stones' that can pave improvements to the Indian passenger car industry, namely: 'Cornerstone', being the need to improve local propensity to earn; 'Stepping Stones', being the need to intensify engagements with regional groupings like the Indian Ocean Rim (IOR), South Asian Association for Regional Co-operation (SAARC), Bangladesh, India, Myanmar, Sri Lanka and Thailand Economic Co-operation (BIMSTEC) and the Association of South East Asian Nations (ASEAN); and 'Flintstone' being Tamil Nadu as an auto hub to ignite entrepreneurship and innovations within the Indian passenger car industry. In essence Porter's Theory on National Competitive Advantage states that prosperity depends on environment, not endowments. His Diamond Model helps identify the productive clusters that can support such wealth creation. This study bridges the gap between identification and implementation with an 'International Management Grid' that divides action agenda in accordance with structure, strategy, culture and control. This matrix is bounded by classification of items according to urgency and importance, whereby delegation, empowerment, tact and leadership would be emphasized accordingly. The central thesis of this study is that wealth creation can be initiated by a progressive location in a country through the cascading effects of a high growth industry. With faster physical and communication connectivity and increased global concerns for security and health, India's major challenge is to associate her passenger car industry with: Speed in sustaining human relationships; trendy yet affordable replacements instead of renewal repairs; and life-long learning for skills that ensure employment and employability. A permanent Exhibition Centre is recommended to especially showcase new developments in textiles, leather and security technologies for cars. In addition, a virtual Auto Centre of Excellence, managed as an internet platform based in Tamil Nadu, can help international members of the industry to upgrade and research on skills that ensure individual employment and employability through a life-long knowledge management and certification process. A unique post-sale advantage of cars made in India can be the guaranteed inspection after five years to replace or overhaul vehicle parts in franchise centres located throughout India and overseas. These franchises will help train Indian youths through an honour code of 3-in-1-youth mentorship scheme. Those who have benefited from working in these franchises would be obliged to mentor three other youths within five years after completion of their own mentorship. All these initiatives can start with Tamil Nadu because she is already an automotive manufacturing hub, a southern IT centre and an export gateway. This study has reviewed criticisms on Porter's Model, especially from Krugman, Dunning, Narula, Rugman and D'Cruz as well as Davis and Ellis. Although the model has been applied to developing economies like Korea, Venezuela, Turkey, Phillippines and even India, this study is different. None of the previous academic exercises using Porter's Model has an implementation format like the 'International Management Grid' as designed and developed by the author. The Delphi Research Technique in accordance with the Gordon and Helmer Method was adopted for 58 candidates and the results of fieldwork were found to be statistically significant at 0.05 level based on the non-parametric Chi-Squared Test of Independence. The ethical aspects in Porter's Model and the new business rhythm inside India after more privatization remain major unsolved issues of this study. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004

Based on the application of Porter's Model for National Competitive Advantage to the state of Tamil Nadu, the author established four unique characteristics about India. These are: Tamil Nadu is India's southern gateway; Indian consumers are very price sensitive; Indians have links somehow everywhere; and India thrives on contrasts. These attributes were further distilled to arrive at three 'stones' that can pave improvements to the Indian passenger car industry, namely: 'Cornerstone', being the need to improve local propensity to earn; 'Stepping Stones', being the need to intensify engagements with regional groupings like the Indian Ocean Rim (IOR), South Asian Association for Regional Co-operation (SAARC), Bangladesh, India, Myanmar, Sri Lanka and Thailand Economic Co-operation (BIMSTEC) and the Association of South East Asian Nations (ASEAN); and 'Flintstone' being Tamil Nadu as an auto hub to ignite entrepreneurship and innovations within the Indian passenger car industry. In essence Porter's Theory on National Competitive Advantage states that prosperity depends on environment, not endowments. His Diamond Model helps identify the productive clusters that can support such wealth creation. This study bridges the gap between identification and implementation with an 'International Management Grid' that divides action agenda in accordance with structure, strategy, culture and control. This matrix is bounded by classification of items according to urgency and importance, whereby delegation, empowerment, tact and leadership would be emphasized accordingly. The central thesis of this study is that wealth creation can be initiated by a progressive location in a country through the cascading effects of a high growth industry. With faster physical and communication connectivity and increased global concerns for security and health, India's major challenge is to associate her passenger car industry with: Speed in sustaining human relationships; trendy yet affordable replacements instead of renewal repairs; and life-long learning for skills that ensure employment and employability. A permanent Exhibition Centre is recommended to especially showcase new developments in textiles, leather and security technologies for cars. In addition, a virtual Auto Centre of Excellence, managed as an internet platform based in Tamil Nadu, can help international members of the industry to upgrade and research on skills that ensure individual employment and employability through a life-long knowledge management and certification process. A unique post-sale advantage of cars made in India can be the guaranteed inspection after five years to replace or overhaul vehicle parts in franchise centres located throughout India and overseas. These franchises will help train Indian youths through an honour code of 3-in-1-youth mentorship scheme. Those who have benefited from working in these franchises would be obliged to mentor three other youths within five years after completion of their own mentorship. All these initiatives can start with Tamil Nadu because she is already an automotive manufacturing hub, a southern IT centre and an export gateway. This study has reviewed criticisms on Porter's Model, especially from Krugman, Dunning, Narula, Rugman and D'Cruz as well as Davis and Ellis. Although the model has been applied to developing economies like Korea, Venezuela, Turkey, Phillippines and even India, this study is different. None of the previous academic exercises using Porter's Model has an implementation format like the 'International Management Grid' as designed and developed by the author. The Delphi Research Technique in accordance with the Gordon and Helmer Method was adopted for 58 candidates and the results of fieldwork were found to be statistically significant at 0.05 level based on the non-parametric Chi-Squared Test of Independence. The ethical aspects in Porter's Model and the new business rhythm inside India after more privatization remain major unsolved issues of this study. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004