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Thesis (Ph.D.)--McMaster University, 2004. / Advisor: George Steiner. Includes bibliographical references (leaves 87-91). Also available via World Wide Web.

The following is an exploratory study, of a newly formed company called Duys Aftermarket Components (D.A.M). D.A.M was formed out of Duys Component Manufacturers (D.C.M) a division of The Duys Group. The reason for forming D.A.M came about due to an environmental change. Toyota was D.C.M's main client and the whole business was geared around them, until Toyota announced that they would no longer be fitting bull bars and roll bars (D.C.M's core products), at factory level. So, in do or die mode, D.A.M was formed to focus attention on the automotive aftermarket, to find clients for the products that the company was so proficient at making, while D.C.M attempts to find new products for the Toyota factory. This study follows a gap analysis type approach. First, the theoretical ideal is laid out and discussed in detail. Next, facts pertaining to D.A.M and its environment are gathered in the form of a case study. Matching these two sections together allows an analysis of the changed environment and of the company's resources and internal workings. From this analysis, strategic models are created and grand strategies formed which are then tested for suitability against the same internal and external factors previously discussed. From the grand strategies, the study generates more specific courses of action as options for the management of Duys to consider. These are optional ways in which the management might consider breaching the gap between the theoretical ideal laid out and the current situation. The expectation is that the research will develop a workable strategy for the management of Duys to work with and to build on, in an emergent fashion. / Thesis (MBA)-University of Natal, Durban, 2003.

Made available in DSpace on 2015-05-08T14:53:17Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 1405745 bytes, checksum: 8c9ae330c0df183874bc22b3154133cc (MD5) Previous issue date: 2011-02-28 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / Countries in development and developed countries are discussing the production of bio combustibles as a way to replace petroleum products both in the context of sustainability and in the domain of economics. Accordingly, this dissertation sought to investigate how the production management of the mini plants of oil extraction and bio-diesel production, based on family farms, is monitoring its processes and contributing to the company's performance in study, especially considering the issues related to the Planning and Control of the Production (PCP). In this work, outlined in the form of case study, additionally has been carried out a bibliographic search in the production management domain. As study tools, they were used the direct observation, the unstructured interview with technicians and the documental research. Therefore, these field activities allowed a better knowledge about the production management of those mini plants. The results of this research indicated that this management could be more effective if it had additional resources regarding finances and raw materials. In addition, ganging up these results with the direct observations and technical information about production, it is concluded that the production management in the mini power plant is inefficient, requiring an appropriate system of PCP to allow a greater productivity. / Países desenvolvidos e em desenvolvimento vêm discutindo a produção de biocombustíveis como forma de substituir os derivados do petróleo tanto no contexto da sustentabilidade quanto no domínio da economia. Nesse sentido, esta dissertação buscou investigar como a gestão da produção em mini usinas de extração de óleo e produção de biodiesel, com base na agricultura familiar, está monitorando seus processos e contribuindo para o desempenho da empresa em estudo, considerando especialmente as questões relacionadas ao planejamento e controle da produção (PCP). Neste trabalho, delineado na forma de estudo de caso, foi realizada adicionalmente uma pesquisa bibliográfica na área de gestão da produção. Como ferramentas de estudo, foram utilizadas a observação direta, a entrevista não estruturada com os técnicos e a pesquisa documental. Por conseguinte, essas atividades de campo permitiram um melhor conhecimento sobre a gestão da produção daquelas mini usinas. Os resultados desta pesquisa indicaram que essa gestão poderia ser mais eficaz caso dispusesse de recursos suplementares em matéria de finanças e de matéria prima. Além disso, agrupandose esses resultados com as observações diretas e com as informações técnicas de produção, concluiu-se que a gestão da produção na mini usina é ineficaz, necessitando de um sistema de (PCP) apropriado, para a obtenção de uma maior produtividade.

Die Anforderungen des Marktes in Bezug auf Flexibilität und Geschwindigkeit, welchen sich Produktionsunternehmen stellen müssen, nehmen immer weiter zu. Die Kunden wollen in jeder Hinsicht individuell bedient werden. Sie wollen das Produkt nach ihren Vorstellungen konfigurieren können, es in kurzer Zeit zur Verfügung gestellt bekommen und trotzdem bei Bedarf individuelle Änderungen integrieren können. Aus diesem Grund muss ein Produktionsunternehmen sowohl in der Planungs- als auch in der Ausführungsphase flexibel auf Änderungen, die vom Kunden ausgelöst werden oder durch interne Ereignisse erforderlich sind, reagieren können. Studien unter produzierenden Unternehmen haben gezeigt, dass im Fall der Notwendigkeit nachträglicher Änderungen das Produktionsplanungs- und steuerungssystem oft nicht miteinbezogen wird, insbesondere dann, wenn die Änderungen sehr prozessnah stattfinden. Da Änderungen jedoch heutzutage keine Seltenheit mehr sind, führt dies dazu, dass die im System gehaltenen Daten häufig von dem tatsächlichen Produkti-onsablauf abweichen. Eine im Rahmen der Arbeit durchgeführte Analyse führender ERP-Systeme und MES hat gezeigt, dass dieses Problem auf Systemunzulänglichkeiten zurückzuführen ist. Auf Basis der Systemuntersuchung schlägt die Arbeit deshalb ein Konzept für ein flexibles Produktionspla-nungs- und -steuerungssystem vor: das PPS II-System. Dieses System soll gewährleisten, dass nachträgliche Änderungen, die durch interne oder externe Ereignisse ausgelöst werden, in die Produktionsplanung integriert werden können. Die Architektur des PPS II-Systems basiert auf der Idee, die starre Trennung zwischen den Planungs- und Steuerungssystemen der Fertigung aufzulösen. Um dies zu gewährleisten, besteht das PPS II-System aus lose gekoppelten Services, deren Zusammenwirken das Verhalten des Systems beschreibt. Die Funktionalität des PPS II-Systems orientiert sich am Konzept der prozessnahen Gestaltungsentscheidung, welches die Ausführungszeit, die zu verwendenden Materialien und die einzusetzenden Ressourcen auf Basis verschiedener Abstraktionen erst unmittelbar vor Produktionsbeginn bestimmt. Eine umfangreiche theoretische und praktische Evaluierung bestätigt, dass das PPS II-System auf diese Weise sehr flexibel auf Änderungen reagieren kann. / Today, production companies face big challenges, in particular with regards to flexibility and speed. Their customers want to be served individually in every respect. They want to configure the product individually and receive it as fast as possible. However, they also want to be able to integrate late changes. For this reason, a production company must be able to react to changes in the planning phase as well as in the production phase in a very flexible way. Such changes might be initiated by the customers or they might be necessary due to internal events. Surveys, which analyzed the processes of production companies, have revealed that their production planning and control systems are often not involved if late changes are necessary. This is particularly true, if the changes occur shortly before the production starts. Therefore, system data deviate from the real production procedure often already in the planning phase. An analysis of leading ERP systems and MES carried out in this thesis has shown that the reason for the problems is the limited flexibility of these systems. On the basis of the analysis, this thesis proposes a new concept for a flexible production and control system: the PPC II system. This system should ensure that late changes triggered by internal or external events can be integrated in the production schedule. The architecture of the PPC II system is based on the idea to eliminate the separation between the planning system and the control system. To reach this goal, the system consists of loosely coupled services that are flexibly orches-trated to control production processes. The PPC II system realizes the concept of late order freeze. Process-relevant decisions for the execution time, the used materials, and the resources are made shortly before production starts. A comprehensive theoretical and practical evaluation verifies that the PPC II system is able to react flexible to changes.