Emerging Trends in Marketing and Management Vol I, No. 12018 [626955]

Emerging Trends in Marketing and Management – Vol I, No. 1/2018
http://www.etimm.ro /
Adapting operations and project management for a prototype in
production lines according to the o rganizational culture sites location

Abstract
Globalization and advanced technologies have an enormous impact and effects on the manufacturing industry
around the world wide.
In recent decades, in relation to the industry development through technology the production system, production
efficiency and mass number increased proportionally and considerably . Hence the market environment imposed
a tight competition on companies and also a rapid adaptation to change for a desired results .
Each company is unique specifically when the company has a international manufacture sites all over the world
even if the company belong to the same “mother -company”.
The aim of this paper is to present the adaptation of operations and project management for a prototype in
production lines in one of the manufacture site of a international company.
First it is presen ted the current management style recommended by the “mother company ” for the new product
in relation to the previously developed product on the production lines according to the organizational culture
sites location . The new product is a turbocharger which has double purpose , like producing green electric al
energy for the consumers and/or battery and to compress the air for the engine. Therefore the manufacture
which have produced so far only mechanical products must assemble mechanical parts with electrical parts in
series production , consequently the production lines must be adapted to the new assembly technology flow
design.
Due to the management style adapted to the organizational culture sites location the imple mentation will be
efficient .

Keywords: turbocharger, production system, management , design flow, organizational culture

1. Introduction (Times New Roman, 12 , bold )

1.1. Production system

The production system, production efficiency and mass number increased considerably in direct
relation with the expansion of the industry and many companies have developed their own system of
production specially for their products and implemented in the worldwide companies but the
deployment of production units outside their country brought no the desired results because of the
problem that occur namely: motivation problems, mentality.
Bullinger describes a production system as a serial and parallel connected machine tools and
combination of these basic types .
Eversheim defines a product ion system based on the structural aspect, and it comprises hereafter all
elements necessary to complete preparation of a product necessary.

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Figure 1 : The structure of a production system
Source: König, C. 2009, P. 32

Systems that have evolved and appear to have objectives that emerge from the evolutionary process.
We can call these evolved systems and not that all thorough biological systems are prime example,
social systems might, in some respects, fall in this catego ry as well.
A formal definition should sound like: “A system is an assembly of parts connected in an organized
way, that has been identified by a human being as of special interest and that behaves in some way.”

1.2. Leadership styles

Leadership styles are classified as authoritarian , patriarchal , advisory , consultative , participatory ,
delegativ . (see Figure 1)

Figure 2: Leadership Styles
Source: Tannenbaum, R. 1958, P. 95

• Authoritarian: Manager decides and orders.
• Patriarchal : Supervisor decides and try to convince the subordinates of his decisions before he
directs.
• Advisory: The boss decides; he does allow questions about his decisions to achieve their acceptance
by the answers.
•Consultative: Supervisor informed his subordinates of his decisions; The subjects have the
opportunity to express their views before the supervisor makes the final decision.
• Participatory: The group is developing proposals, from the number of common and found acceptable
possible solutions to be decided by the supervisor for the solution favored by him.

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• Delegativ: The group will decide, after the supervisor previously identified the problem and define
the limits of the discretion has. Then the group deci des, the manager acts as coordinator.
The leadership styles are separated from each other:
• authoritarian leadership style;
• collaborative leadership style.

1.3. The organizational structure

The organizational structur e is composed of: task analysis , synthesis task and distribution of tasks and
then the task analysis is substructure of: task and subtask, the synthesis task substructure of a single or
many complex tasks and the distribution of tasks is characterized by the position which will
accompli ce the task.
It can be also classified as:
•single -line organization
•multi -line organization
•bar-line organization
•matrix organization

2. Objective

The general objective is to adapt operations and project management for a prototype in
production lines according to the organizational culture sites location .
Therefore in the paper it is analyzed and presented p roduction system to overseas
manufacturing plants , the organizational culture , leadership , organizational structure .

3. M ethodology

For adapting the operations and project management to the prototype in production lines according to
the organizational culture sites location the production system, leadership styles and organizational
structure must be flexible and modified.
The production s ystem befor and after like design flow remain the same: the input step,
conversion process and output.
In to the input step contain raw -materials, maschine labour, the conversion process (manual
or mechanical operations) and out (finished goods)

Figure 3: Production system (Input – Output)
Source: Warnecke, H. -J. 1993, P. 20

Also Warnecke defined in accordance with a system -theoretical approach, a multi -stage production
system as a complex and interlinked production system, resulting in the value -added parts of simple
parts.

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The classic product, the turbocharger without the electrical generator had a single -line
organization (see fig. 5a).
The new product it is composed from a mechanical part (turbine, compressor, shaft and other)
and also from a electrical parts and t hat must be ass embled thru a new production line
therefore the only immediate change regarding the process it in the first stage of the
adaptation the line organization . It can be seen in figure 5a at the beginning and after in figure
5b.

Fig. 4 Turbocharger prototype

4. Results

After a study case it can be seen in table 1 a typology for adapting production systems at overseas
manufacturing plants :

befor after
Leadership Participatory / Delegativ Authoritarian
Organizational structure Linear system Matrix system
Process organization Standardized rules
Table 1: A typology for adapting production s ystems at overseas manufacturing plants

As a standard measure independent of the organizational structure and culture organization for the
first phase of implementation it is automatically switch from the single -line organization to a multi –
line organization to adapt the prototype in production lines.

Figure 5a: The single -line organization
Source: Luczak, H. 1998, P. 497

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Figure 5b: A multi -line organization
Source: Luczak, H. 1998, P. 497

5. Conclusions

Through this paper it is analyzed the initial situation before the of production systems ,
operations and project management for a prototype in production lines according to the
organizational culture sites location .

Acknowledgments

I would like to thank for the cooperation to the company Garrett – turbocharger producers,
Company Siemens and “Transilvania” University of Brasov.

References

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