Ana Filipa Amo im Noi o
Managemen o Global Indus ializa ion P ojec s:
wo indica o s o global s anda diza ion in he
au omo i e indus y
Mas e Disse a ion
Mas e in Indus ial Enginee ing
Wo k de eloped unde he guidance o :
P o esso Jo ge Cunha
Oc obe 2019
ii
DIREITOS DE AUTOR E CONDIÇÕES DE UTILIZAÇÃO DO TRABALHO POR TERCEIROS
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iii
ACKNOWLEDGMENTS
This disse a ion p ojec could no be possible wi hou he suppo o se e al people, who wan o show
my g a i ude.
Fi s o all, I would like o acknowledge my disse a ion supe iso om Uni e si y o Minho, P o esso
Jo ge Miguel Cunha, o he suppo p o ided and he ad ices gi en h oughou his phase o my academic
li e.
A big hanks o he company Bosch Ca Mul imedia Po ugal, S.A. o he oppo uni y o de elop his
p ojec and o all my Bosch’s colleagues o he a ailabili y, easy in eg a ion and sha ed knowledge,
especially o my eam leade , Ví o Mo ei a, and o my Bosch’s coo dina o , Nuno Rebelo. To my iend
and colleague, Raquel Pinhei o, o whom I am en i ely g a e ul o he suppo and mo i a ion du ing he
ime a MFE1 depa men in Bosch.
Finally, I wan o hank my amily o he suppo and pa ience o e hese mon hs.
STATEMENT OF INTEGRITY
I he eby decla e ha ing conduc ed his academic wo k wi h in eg i y. I con i m ha I ha e no used
plagia ism o any o m o undue use o in o ma ion o alsi ica ion o esul s along he p ocess leading o
i s elabo a ion.
I u he decla e ha I ha e ully acknowledged he Code o E hical Conduc o he Uni e si y o Minho.

i
RESUMO
A ualmen e, a c escen e compe i i idade dos me cados aduz-se na expansão das emp esas pa a
além das suas ba ei as nacionais. A in e nacionalização das emp esas impulsionou a p odução ocada
em p odu os cus omizados e com ciclos de ida meno es. Es a endência o çou as emp esas de
manu a u ação a segui em no as es a égias de negócio, ado ando um modelo o ien ado pa a os se iços
e com oco no clien e. A indús ia au omó el passou a in eg a a p odução em massa de p odu os
cus omizados, a a és de linhas de mon agem lexí eis em di e en es locais do mundo que inco po am
a di e enciação dos p odu os.
A p esen e disse ação do Mes ado em Engenha ia Indus ial oi desen ol ida na Bosch Ca
Mul imédia Po ugal, S.A., em B aga. Es e abalho de in es igação cen a-se na ges ão de p oje os, mais
p ecisamen e na ges ão do p ocesso de indus ialização de um p oje o global, com um cen o de
desen ol imen o comum e ês áb icas localizadas em Po ugal, na Malásia e na China. Des e modo,
de o ma a ga an i que os p odu os inais são iguais, mesmo indus ializados em di e en es países,
eme giu a necessidade de uni o miza os equipamen os e p ocessos indus iais nas ês áb icas. Pa a
al, o am ei as melho ias em elação à ges ão da in o mação do p oje o e ainda oi desen ol ida uma
Di e i a Cen al que isa o ien a a equipa global du an e odo o p ocesso de indus ialização em á ias
áb icas da di isão Ca Mul imédia em odo o mundo, desde a ase de aquisição do p oje o a é ao inal
da sé ie.
Os p incipais obje i os des a pesquisa cen am-se em a alia e con ola o ní el de ma u idade
indus ial a ual das di e en es áb icas e e i ica a con o midade dos equipamen os e p ocessos com a
especi icação global p ede inida, endo sido desen ol idos dois indicado es que pe mi em iden i ica o
p og esso das a e as penden es e os equipamen os e p ocessos que necessi am de se melho ados.
Es a in es igação ap esen a-se assim como uma mais- alia p esen e e u u a pa a a ges ão de p oje os
globais de indus ialização da Bosch Ca Mul imédia Po ugal, S.A..
PALAVRAS-CHAVE
Indús ia Au omó el, P oje os Globais, P oje os de Indus ialização, P incipais Indicado es de
Desempenho, Ges ão de P oje os
ii
ABSTRACT
Nowadays, he g owing compe i i eness o ma ke s means ha companies expand beyond hei
na ional ba ie s. The in e na ionaliza ion o he companies boos ed he p oduc ion ocused on
cus omized p oduc s wi h sho e li e cycles. This end has o ced manu ac u ing companies o pu sue
new business s a egies by adop ing a se ice-o ien ed, cus ome - ocused model. The au omo i e indus y
has come o in eg a e mass p oduc ion o cus omized p oduc s h ough lexible assembly lines in di e en
loca ions a ound he wo ld ha inco po a e p oduc di e en ia ion.
This disse a ion o he Mas e in Indus ial Enginee ing was de eloped a Bosch Ca Mul imedia
Po ugal, S.A., in B aga. This esea ch wo k ocuses on p ojec managemen , mo e p ecisely on managing
he indus ializa ion p ocess o a global p ojec , wi h a common de elopmen cen e and h ee ac o ies
loca ed in Po ugal, Malaysia and China. Thus, in o de o ensu e ha he end p oduc s a e equal, e en
indus ialized in di e en coun ies, he need o s anda dize indus ial equipmen and p ocesses ac oss
he h ee ac o ies has eme ged. The eby, imp o emen s ha e been made o he p ojec in o ma ion
managemen and a Cen al Di ec i e has been de eloped o guide he global eam h oughou he
indus ializa ion p ocess a se e al Ca Mul imedia di ision ac o ies a ound he wo ld om he acquisi ion
phase o he p ojec o he end o se ies.
The main objec i es o his esea ch is o e alua e and con ol he cu en indus ial ma u i y le el o
he di e en ac o ies, as well as, o e i y he con o mi y o equipmen and p ocesses wi h he p ede ined
global speci ica ion, had been de eloped wo indica o s o iden i y he p og ess o pending asks and
which equipmen and p ocesses need o be imp o ed.
This in es iga ion p esen s i sel as a cu en and u u e asse o he managemen o global
indus ializa ion p ojec s a Bosch Ca Mul imedia Po ugal, S.A..
KEYWORDS
Au omo i e Indus y, Global P ojec s, Indus ializa ion P ojec s, Key Pe o mance Indica o , P ojec
Managemen
ix
INDEX
Acknowledgmen s ............................................................................................................................... iii
Resumo .............................................................................................................................................. i
Abs ac ............................................................................................................................................. ii
Index .................................................................................................................................................. ix
Figu e Index ..................................................................................................................................... xiii
Table Index ........................................................................................................................................ x
Ac onyms Lis ................................................................................................................................... x ii
1. In oduc ion ................................................................................................................................ 1
1.1 F amewo k .......................................................................................................................... 1
1.2 Mo i a ion and Goals ........................................................................................................... 3
1.3 Resea ch me hodology ........................................................................................................ 5
1.4 Disse a ion S uc u e .......................................................................................................... 7
2. Li e a u e Re iew ........................................................................................................................ 9
2.1 P ojec Managemen Basics................................................................................................. 9
2.1.1 P ojec ....................................................................................................................... 10
2.1.2 P ojec Li e Cycle ....................................................................................................... 12
2.1.3 P ojec Managemen .................................................................................................. 14
2.1.4 P ojec Manage ........................................................................................................ 16
2.2 Indus ializa ion P ojec s .................................................................................................... 17
2.2.1 Key Pe o mance Indica o s ....................................................................................... 18
2.3 Global P ojec s .................................................................................................................. 19
2.3.1 Global Indus ializa ion P ojec s .................................................................................. 21
2.3.2 Au omo i e Indus y in Eu ope and Asia ..................................................................... 22
2.3.3 Managemen o Global P ojec s .................................................................................. 24
3. Case S udy ............................................................................................................................... 27
3.1 Bosch G oup ..................................................................................................................... 27
3.2 Bosch Ca Mul imedia Po ugal, S.A................................................................................... 29
3.3 Indus ializa ion P ojec s a Bosch ..................................................................................... 31

x ii
ACRONYMS LIST
APL – Assembly P ocess Leade
ASM – Assembly Synch oniza ion Manage
ASO – Assembly S a ion Owne
ASR – Assembly S a ion Rep esen a i e
BBS – Bosch Business Sys em
BES – Bosch P oduc Enginee ing Sys em
BPLM – Bosch P ojec Li ecycle Model
B gP – B aga Plan
B gP/MFE1 – Depa men o P ojec Managemen and Sample Building
CI1 – Connec ed In o ma ion Solu ions Business Uni
CM – Ca Mul imedia Di ision
CM/MFI – Manu ac u ing Indus ializa ion Cen al Depa men
DAS – De ice Assembly Speci ica ion
EWAK – Machine specialis suppo
FPY – Fi s Pass Yield
IPMA – In e na ional P ojec Managemen Associa ion
IRR – Ini ial Rejec ion Ra e
ISO – In e na ional O ganiza ion o S anda diza ion
KPI – Key Pe o mance Indica o
LLP – Lead Line Plan
MAE – Machine y and equipmen
MFT-CoC – Manu ac u ing-Cen e s o Compe ence o ganiza ion
OEE – O e all Equipmen E ec i eness
OPL – Open Poin Lis
PAV – P oduc Tes and Alignmen Speci ica ion o P oduc ion
PCR – P ocess Change Reques
PEP – P oduc Enginee ing P ocess
P-FMEA – P ocess Failu e Model and E ec s Analysis
PGL – Planning Guideline
PgP1 – Penang Plan
x iii
PjM – P ojec Manage
PMBoK – P ojec Managemen Body o Knowledge
PMI – P ojec Managemen Ins i u e
PRP – P oduc Requi emen s o P oduc ion
QGC – Quali y Ga es o Cus ome
RTC – Ra ional Team Conce
SOP – S a o P oduc ion
TCO – To al Cos o Owne ship
TPL – Tes ing P ocess Leade
TSM – Tes ing Synch oniza ion Manage
TSO – Tes ing S a ion Owne
TSR – Tes ing S a ion Rep esen a i e
WBS – Wo k B eakdown S uc u e
WhuP – Wuhu Plan
1
1. INTRODUCTION
The p esen disse a ion eme ged unde he scope o he Mas e in Indus ial Enginee ing a he
Uni e si y o Minho. I was conduc ed in he au omo i e indus y a Bosch Ca Mul imedia Po ugal, S.A.
company, on he Depa men o P ojec Managemen and Sample Building (B gP/MFE1). This
depa men is dedica ed o indus ializa ion planning and sample p oduc ion, as well as o upda e and
manage he p ojec in o ma ion.
In pa icula , he esea che was pa o he MFE-PM3 eam which is esponsible o he a io analysis
and he p ojec managemen o global p ojec s.
In his chap e is p o ided an o e iew o he esea ch heme and is men ioned he objec i es and he
mo i a ion o i . Also, is explained in chap e 1.3 he used esea ch me hodology and is enligh ened a
b ie desc ip ion o he disse a ion s uc u e on chap e 1.4.
1.1 F amewo k
Globaliza ion has been he d i ing o ce behind he indus y ha we know oday, cha ac e ized by he
de elopmen o echnology, he compe i i eness o ma ke s, he in e na ionaliza ion o alue chains, and
he des uc ion o bo de s be ween coun ies. In pa allel wi h his de elopmen , a ise a new concep o
he global ma ke , a ma ke much mo e compe i i e, dynamic, and demanding. This has been he end
o he las decades and will emain in he u u e, once he expansion beyond-bo de s pe o ms a
p imo dial cha ac e o companies’ compe i i e ad an age (Smi h & Wes , 1994).
In he speci ic case o he au omo i e sec o , hese changes also ha e been el . In he nine een h
cen u y, Hen y Fo d quo ed: “
he cus ome can ha e a ca in any colo as long as i ’s black
”. The la ge-
scale p oduc ion o s anda dized end p oduc s was he key ac o o he low-cos mass p oduc ion o
Hen y Fo d’s company ha almos monopolized he Ame ican au omobile ma ke (D ucke , 1986).
Howe e , he black colo became no enough o ul ill he equi emen s o he cus ome s, ou lining a
highe consump ion and inno a ion le els o new and be e p oduc s.
The au omo i e indus y has e ol ed om a sys em o epe i i e wo k, igid labo di ision and paced
assembly lines, o lexible mixed-model assembly lines ha p oduce a la ge a ie y o cus omized
p oduc s. This mode n p oduc ion is called mass cus omiza ion and emb aces he pos ponemen
s a egy, which means he delay o p oduc di e en ia ion as long as possible du ing he p oduc assembly
p ocess. This equi es a deep analysis o he p oduc a ian s o unde s and he numbe o s anda dized
2
pa s ha a e possible o assemble in he gene ic o m o he p oduc be o e s a b inging oge he he
di e si ied pa s (Gobe o, 2014).
The indus y is being ein en ed, now he p oduc ma ke ime is educed and he in oduc ion o new
p oduc s in he ma ke needs o be as e and mo e e ec i e (Tu ne , 2008). The new p oduc
de elopmen became undamen al o business g ow h in a sus ainable way and o inc ease he
compe i i eness o companies in he ma ke (Bai e al., 2017), boos ing u u e oppo uni ies o business
(Pons, 2008). Such demanding inno a ion s anda ds no only implies p oduc modi ica ions bu also new
indus ializa ion p ocesses o p oduce di e en cus omized p oduc s in sha ed p oduc ion lines wi h well-
de ined and s anda dized manu ac u ing p ocesses (Boye , 1998; Gobe o, 2014).
In his way, wi h he ma ke cons an ly changing and becoming mo e and mo e compe i i e,
companies need o p o ide new and inno a i e p oduc s o hei cus ome s, wi h highe quali y and lowe
p ices in a sho e ime. P ojec managemen ools eme ge as undamen al s a egies o companies o
be mo e e ec i e and lexible conside ing he ma ke equi emen s (APOGEP, 2008).
Acco ding o Roldão (2010), p ojec managemen is he p ocess o planning, execu ing and
con olling a p ojec om i s acquisi ion o i s closu e, in o de o achie e a p ede ined goal h ough he
inpu o echnical and human esou ces. The same au ho also s a ed ha he a ained inal p oduc is
es ic ed by cos , ime and quali y limi a ions. In addi ion, B yde (2003) conside s ha p ojec
managemen is a capable ool o manage he wide a ie y o ac i i ies and o deal wi h all ypes o change
wi hin any o ganiza ion.
Besne and Hobbs (2008) poin ou ha he adop ed p ojec managemen p ac ices di e acco ding
o he o ganiza ional p ojec managemen ma u i y le el, he p ojec size and na u e, he p ojec amilia i y
and simila i y, and he le el o unce ain y du ing p ojec de ini ion.
Conside ing a mul ina ional and mul i unc ional o ganiza ion, whe e p ojec s in ol e people om
di e en geog aphical loca ions and o ganiza ions, e en become mo e ele an o ha e well iden i ied,
de ined and cus omized p ac ices o manage p ojec s. To ace he g owing globaliza ion and o emain
compe i i e in he new global ma ke , adop mo e sui able p ojec managemen echniques has become
decisi e o handle wi h inno a ion (Pin o & Dominguez, 2012). The e o e, he p ojec manage mus be
able o manage and p omo e communica ion be ween all s akeholde s in ol ed in he p ojec o wo k
oge he in he mos e icien way ac oss ime and space ba ie s.
This subchap e con ex ualizes he esea ch ega ding a case s udy in he Manu ac u ing and
Enginee ing depa men o a company ha ope a es in he au omo i e indus y. In his indus y, wo
ac o s can be iden i ied as he mos c i ical ones: p oduc quali y and cus ome sa is ac ion (Andaleeb &
3
Basu, 1994). Acco dingly, p ojec managemen should plan, o ganize, guide and con ol he company’s
esou ces o achie e success, which Ebe (2009) emphasized ha can only be measu ed, once he goals
a e se and he wo k p og ess is moni o ed. To do ha , a pe o mance measu emen sys em mus be
used, which is “
a balanced and dynamic sys em ha is able o suppo he decision-making p ocess by
ga he ing, elabo a ing and analyzing in o ma ion
”(Neely e al., 2002 in Ga engo, Biazzo, & Bi i ci, 2005,
p. 25).
In sho , i is impo an o be awa e ha , mo e han any o he ime in his o y, p ojec s a e becoming
p og essi ely complex and dynamic (Ke zne , 2013). As a esul , p ojec managemen appea s as a
c i ical ac o o companies' success, d i ing h ough as p oduc de elopmen , e icien use o human
and inancial esou ces, and be e communica ion (Pin o & Kha banda, 1996).
1.2 Mo i a ion and Goals
To ace he new compe i i e ma ke , companies g adually expand beyond hei na ional bo de s (Abele
e al., 2008). The e o e, companies began o sea ch o new ways o educe ime- o-ma ke , p omo ing
inno a ion and applying mo e e icien s a egies.
The globaliza ion o indus ializa ion p ojec s has become a cos -sa ing oppo uni y o op imize
companies’ alue chains. The manu ac u ing p ocess in di e en coun ies is mainly d i en o educe
p oduc ion cos s o anspo cos s, so he loca ion o p oduc ion si es mus be s a egically chosen o
bes bene i he company.
A global indus ializa ion p ojec encompasses he p oduc ion o he same p oduc o simila p oduc
a ian s a di e en loca ions a ound he wo ld. The e o e, i is necessa y o ensu e he s anda diza ion
o he equipmen and p ocesses among he di e en manu ac u ing plan s. A highe le el o p ojec
s anda diza ion esul s in a lowe numbe o mis akes and miscalcula ions in p oduc ion on a global scale
and, consequen ly, a highe p o i o he company.
Ne e heless, global p oduc ion has a signi ican amoun o in o ma ion and esou ces associa ed ,
being mo e o en communica ions p oblems in p ojec s wi h mul icul u al eams (Ochieng & P ice, 2010).
To ace communica ion and eamwo k challenges, he global p ojec manage should use suppo ools
ha p o ide and simpli y he managemen and moni o iza ion o he en i e p ojec .
In his sense, he mo i a ion o his disse a ion eme ges as a p oposal o help he managemen o
global indus ializa ion p ojec s in he au omo i e indus y, assessing he deg ee o indus ial ma u i y o
each manu ac u ing plan acco ding o he p ede ined global s anda d and he deg ee o s anda diza ion

4
be ween equipmen , p ocesses and manu ac u ing plan s dis ibu ed wo ldwide. As a esul , he o e all
s a us o he p ojec becomes clea o all eam membe s in ol ed in i .
The p oposal is di ec ed by he need o anspa ency ega ding he wo k done and he wo k ha s ill
needs o be done, in o de o unde s and he main equipmen , p ocesses, and ac o ies ha mus be he
ocus o a en ion o achie e he desi ed indus ial ma u i y and e iciency as soon as possible.
Inhe en wi h he s udy and because o wha is p esen ed as mo i a ion and p oblema ic, he ollowing
esea ch ques ion a ises:
How o measu e p ocess s anda diza ion be ween manu ac u ing plan s dis ibu ed wo ldwide?
A e aising he esea ch ques ion, i is impo an o unde s and he objec i es in o de o de ine he
p og ess o he s udy. Since his s udy in ol es se e al manu ac u ing plan s loca ed in di e en coun ies,
i mus be kep in mind ha each ac o y gi en i s dissimila cha ac e is ics calls o a se o di e en
alues, e hics, wo k me hodologies, capaci ies, and echnological le el.
In his sense, i is necessa y o me ge he composi ion o e e y p oduc ion line o he p ojec and b ing
oge he he cha ac e is ics and pa ame e s o each equipmen and p ocess used in o de o build a
s anda d p o ile ha mus be a e e ence o he o e all p oduc ion.
To answe he esea ch ques ion, i was c ea ed wo analysis ools ha allow an o e iew o he p ojec
s a us in a isual and in ui i e way. The de elopmen o hese wo indica o s aim o accomplish he
analysis o he pe o mance index o he di e en manu ac u ing plan s ega ding he desi ed s anda d
p o ile.
To suppo his s udy, i is possible o compile i e goals:
• S udy he equipmen and p ocesses ha compose he indus ializa ion p ocess o a
global p ojec on he au omo i e indus y;
• Iden i y he ac o s ha cause equipmen ’s di e en ia ion be ween manu ac u ing plan s in a
global indus ializa ion p ojec ;
• De ine an app oach o add ess he di icul ies o managing an indus ializa ion p ojec in se e al
coun ies;
• De elop an analysis ool o measu e he deg ee o s anda diza ion o equipmen and p ocesses
be ween he manu ac u ing plan s in a global p ojec ;
• De elop an analysis ool o measu e he deg ee o indus ial implemen a ion o each
manu ac u ing plan in a global p ojec .
5
1.3 Resea ch me hodology
Resea ch me hodologies a e me hods o p ocedu es used o achie e angible o in angible objec i es.
The e o e, a esea ch me hodology should be he basis o any esea ch in o de o guide he esea che
h ough he bes way o pe o m i and alida e i s p ocedu es and esul s.
As Saunde s e al. (2009) ha e s a ed, he esea che mus choose he mos app op ia e me hodology
o s a egy conside ing he objec i es de ined o he esea ch. These me hodologies a e a way o
ob aining he necessa y knowledge o each he esea ch goals (Ca alho, 2017).
The chosen esea ch me hodology will be explained based on he esea ch “
onion
” (Saunde s e al.,
2009, p. 106) o unde s and he philosophies and app oaches used in his s udy. Fo each laye , will be
cla i ied he choice ha bes i s his s udy, s a ing by he esea ch philosophies, ollowed by app oaches,
s a egies, choices, ime ho izons, and echniques and p ocedu es (Figu e 1).
The ou e mos laye ep esen s he esea ch philosophy ha conce ns he de elopmen and na u e o
knowledge. The mos app op ia e philosophy o his s udy is he p agma ic, as i assumes ha he alidi y
o di e en pe spec i es is de e mined by i s p ac ical success, acco ding o he esea ch ques ion o be
answe ed (Saunde s e al., 2009).
This s udy is based on a deduc i e app oach, whe e he esea che o mula es a heo y and de elops
one o se e al hypo heses ha will be es ed and alida ed h ough he mos app op ia e esea ch
s a egy.
Figu e 1 - The Resea ch "Onion" (Sou ce: Saunde s, Lewis & Tho nhill, 2009, p. 108)
6
Fu he mo e, his esea ch wo k ollowed a case s udy s a egy, which is ocused “
on unde s anding
he dynamics p esen wi hin single se ings
” (Eisenha d , 1989, p. 534). Simila ly, Bax e and Jack (2008)
decla ed ha a case s udy is a quali a i e me hodology ha suppo s he esea ch on s udying complex
phenomena wi hin hei con ex s.
This s a egy seeks o answe in de ail ques ions as “
why
” and “
how
”, being he con ex ual condi ions
ele an o unde s and he phenomenon unde s udy (Bax e & Jack, 2008, p. 545; Yin, 2014).
Addi ionally, Yin (2014) adds ha in si ua ions whe e he esea che has li le o no con ol o e beha io al
e en s and he ocus is a con empo a y phenomenon, he case s udy will be he mos app op ia ed
s a egy.
The case s udy s a egy allows he s udy o a con empo a y phenomenon wi hin i s eal-li e con ex so,
his disse a ion aims o s udy he s anda diza ion o equipmen and p ocesses in global indus ializa ion
p ojec s a Bosch Ca Mul imedia. In his pa icula case, he s udy is c oss-sec ional since he
phenomenon could only be s udied once due o he limi ed ime o he esea che in he company.
To his end, da a we e collec ed mos ly h ough wo quali a i e me hods ha oge he allow
unde s anding he phenomenon unde s udy as a whole.
The i s me hod used was he obse a ion ha o Saunde s e al. (2009, p. 288) is “
he sys ema ic
obse a ion, eco ding, desc ip ion, analysis, and in e p e a ion o people's beha io
”, whe e he
esea che collec s in o ma ion wi hou esou cing o da a p e iously ob ained by o he s (Ko ha i, 2004).
A he beginning o his s udy, he esea che was limi ed o obse e he biweekly mee ing be ween all
eam membe s om Malaysia, Po ugal, and China, and also he wo k pe o med by eam membe s
loca ed in B aga by being in he same space as he indus ializa ion eam om B aga Plan . Pa on (2002,
p. 262) e e s o his ype o obse a ion as a di ec obse a ion ha is in ended o “
unde s and and
cap u e he con ex wi hin which people in e ac
”. A e h ee mon hs o wo k, he esea che ook on a
pa icipa i e ole as an Assembly Synch oniza ion Manage in hose same mee ings, leading se e al
mee ings among all eam membe s om he h ee manu ac u ing plan s and suppo ing mee ings
be ween he CM eam and global supplie s in ol ed in he p ojec unde s udy.
Addi ionally, h ough di ec obse a ion, he esea che was able o ga he in o ma ion du ing line
walks o p oduc ion lines ca ied ou a he shop loo in B aga.
The second quali a i e me hod used was documen analysis, which includes he analysis o he
con en s o documen a y ma e ials, such as epo s, emails, minu es o mee ings o e en d awings. This
me hod collec s in o ma ion ha comple es indings based on o he da a, such as w i en documen s and
p ima y da a collec ed h ough obse a ion o in e iews (Saunde s e al., 2009).
7
In his way, o da a ga he ing, i was used he combina ion o di ec obse a ion, pa icipan
obse a ion, and documen analysis o ob ain bo h o mal/objec i e and in o mal/subjec i e in o ma ion.
All o his no only allowed he esea che o collec an o e iew o he cu en wo k, di ec ly om he
eam membe s' expe ience and daily wo k bu also, all he in o ma ion associa ed wi h he indus ial
s anda diza ion needed in a global p ojec .
A e ga he ing da a om documen s and obse a ion, he esea che analyzed he collec ed da a ha
Eisenha d (1989, p. 539) s a ed as “
he hea o building heo y om case s udies
”. The esea che
could iden i y he main weaknesses in in o ma ion managemen o global indus ializa ion p ojec s and
also could apply some imp o emen ac ions o acili a e he daily wo k o all p ojec membe s ac oss he
wo ld and o ill he p oposed indica o s o he p ojec 's global s anda diza ion le el.
1.4 Disse a ion S uc u e
In addi ion o his ini ial chap e , whe e is con ex ualized he s udy and is p esen ed he objec i es and
he esea ch me hodology, his disse a ion con ains ou o he chap e s.
Chap e 2 is dedica ed o he li e a u e e iew ega ding he managemen o global indus ializa ion
p ojec s, including an in oduc ion o p ojec managemen concep s o a deep explana ion o how his
a ea is applied o he inc eased di icul ies expe ienced in he in e na ional con ex . Also, in his chap e ,
he eali y o he au omo i e indus y in he Eu opean and Asian ma ke s is con ex ualized, gi en i s
ele ance o he case s udy.
In chap e 3 is made an in oduc ion o he company whe e his disse a ion was de eloped,
emphasizing miles ones o i s his o y, i s business uni s, and i s o ganiza ional s uc u e. In his chap e
is also desc ibed he app oach o he company o indus ializa ion p ojec s.
A e analyzing how he managemen o indus ializa ion p ojec s wo ks in he company whe e he
s udy ook place, in chap e 4 is explained he wo k de eloped in his disse a ion ega ding global
indus ializa ion p ojec s. The esea che es ic ed he esea ch p oblem and om he e ou line an ac ion
plan. To answe he aised p oblem and mi iga e iden i ied weaknesses on in o ma ion managemen and
measu e global s anda diza ion be ween manu ac u ing plan s dispe sed wo ldwide, i was applied
imp o emen s and es ed wo analysis ools.
The las chap e add esses he main conclusions o he case s udy analyzed, highligh ing he main
con ibu ions and addi ional u u e wo k oppo uni ies.
14
p ojec success a e he cu en s anda d P ojec Close-Ou Phase, he p oposed Pos -P ojec E alua ion
Phase iden i y weaknesses and h ea s ha can be u ned in o oppo uni ies o u u e p ojec s.
The p ojec manage should ollow he p ojec li e cycle, bu a he same ime should be awa e o he
p ojec managemen phases, which o ganize and desc ibe how ac i i ies mus be conduc ed o mee he
p ojec goals (Sil a & Gil, 2013). PMI (2013) di ides he p ojec managemen p ocesses in o ini ia ing,
planning, execu ing, moni o ing, con olling and closing.
In summa y, unde s anding he li e cycle is impo an o p ojec success once each phase mus be
p ope ly planned and managed conce ning signi ican ac i i ies in a logical p og ession (Sil a & Gil, 2013).
2.1.3 P ojec Managemen
To ace pe o mance, o ganiza ion, and deadlines issues, companies emb ace p ojec managemen ,
being inc easingly eques ed and accep ed as esou ces become sca ce (Abbasi & Al-Mha mah, 2000).
Al hough i a ies wi h he size and complexi y o he p ojec , p ojec managemen has b ough alue o
companies and, ha is why i became an a ea o in e es o hem (Zhai, Xin, & Cheng, 2009).
P ojec managemen is conside ed a ela i ely ecen a ea, bu wi h s ong g ow h in he las decades
in he mos di e se indus ies, aiming o con ol and dis ibu e he exis ing esou ces in he bes possible
way (Ke zne , 2013).
Les e (2006) s a es ha p ojec managemen is he planning, moni o ing, and con ol o all aspec s
o a p ojec o achie e p ojec goals, gi en he ime, budge and pe o mance cons ain s p e iously se .
Besides ha , p ojec managemen is also esponsible o managing he mo i a ion o all pa s in ol ed.
Thus, Tu ne (1999) claimed ha p ojec managemen should conside he people managemen o
esul s a he han wo k managemen .
Acco ding o PMI (2017, p. 10), p ojec managemen is conside ed “
he applica ion o knowledge,
skills, ools, and echniques o p ojec ac i i ies o mee he p ojec equi emen s
”.
P ojec managemen appea s associa ed wi h all wo k p epa a ion p ocesses, esul ing in o y-se en
p ojec managemen p ocesses di ided in o i e logical g oups – Ini ia ing, Planning, Moni o ing and
Con olling, Execu ing and Closing - ha aim o achie e he speci ic objec i es o each p ojec . These
p ocess g oups a e independen o he p ojec li e cycle phases (PMI, 2017).
Addi ionally, p ojec managemen p ocesses also a e ca ego ized by en knowledge a eas in he ield
o p ojec managemen . PMI (2013) de ines each p ocess inpu s and ou pu s in he di e en knowledge
a eas, as well as he mos usual p ac ices, ools, and echniques o achie e he desi ed ou come.

15
Figu e 6 illus a es all knowledge a eas om he PMI, as well as all he p ocesses ha compose hem.
Each knowledge a ea can ha e p ocesses om se e al p ocess g oups, such as each p ocess g oup can
co e mul iple knowledge a eas.
Figu e 6 - P ojec Managemen P ocess G oup and Knowledge A ea Mapping (Sou ce: PMI, 2017, p. 25)
Fe nandes e al. (2013) ecognized he op mos use ul p ac ices ha co e he o e all p ojec
managemen li e cycle since he p ojec concep ion o i s comple ion. Figu e 7 shows he op wen y o
16
he lis o he mos use ul ools and echniques o p ojec managemen by p ocess g oup and knowledge
a eas, highligh ing he knowledge a eas o scope, ime, isk, communica ion, and in eg a ion ha ha e a
leas h ee PM p ac ices on he op o he lis .
Figu e 7 - The op wen y mos use ul PM p ac ices by g oup o p ocesses and a eas o Knowledge (Sou ce: Fe nandes e al., 2013, p. 16)
2.1.4 P ojec Manage
Such as p ojec managemen also i s cen al igu e, he p ojec manage , has been he subjec o
many s udies ha highligh i s c i ical ole in p ojec success (Yang, Huang, & Wu, 2011). The
pe o mance o he p ojec is di ec ly ela ed o he p ojec manage , once i is he cen e o
communica ion o all pa s o he p ojec , coo dina ing he p ojec elemen s o e ec i ely achie e he
p ojec goals (Roldão, 2010).
Nowadays, o ganiza ions ocus on ensu ing ha p ojec manage s acqui e he co e compe encies ha
need o be success ul in hei oles. The mos ele an compe encies o a p ojec manage a e he
achie emen d i e, leade ship, con lic managemen , and ini ia i e (Liikamaa, 2015).
17
The s udy ca ied ou by Mülle and Tu ne (2010), concluded ha o comple e he p ojec
success ully, he p ojec manage leade ship compe ency p o ile mus di e based on he ype o p ojec .
In he case o simple p ojec s, he p ojec manage should in e ac wi h he eam by aluing he sense o
du y and es ablishing a sys em o ewa ds o punishmen s ega ding he achie emen o he p ojec
objec i es. On he o he hand, in complex p ojec s, he leade ship p o ile adop ed by he p ojec manage
mus be ocused on mo i a ing he eam o be aligned wi h he mission and he o ganiza ion.
In summa y, he p ojec manage plays a decisi e ole in p ojec planning, execu ion, and con ol
h oughou he p ojec li e cycle. Conside ing ha he p ojec manage is he pe son esponsible o
leading he p ojec , he/she needs o manage he esou ces associa ed wi h i and c ea e clea and
achie able objec i es o ob ain he success ul comple ion o he p ojec (PMI, 2017).
2.2 Indus ializa ion P ojec s
When i comes o indus ializa ion p ojec s, hey a e ela ed o he design and de elopmen o
manu ac u ing lines o p oduce a ce ain p oduc o o indus ialize se e al p oduc s wi h small di e ences
be ween hem (Pe o a e al., 2017). The e o e, his pa icula ype o p ojec p ecedes and le e ages
mass p oduc ion sys ems, aiming a p oduc ion a he lowes cos and as e icien ly and e ec i ely as
possible.
Acco ding o Chen (2017, p. 1260), indus ializa ion is conside ed he manu ac u e and p oduc ion
a a la ge-scale ha s a s on he de elopmen o a new p oduc un il he p oduc ion scale p ocess,
h oughou he “
in eg a ion o manu ac u ing and p ocessing, o p omo e he ex ension o he indus ial
chain, and imp o e he e iciency o esou ce applica ions o c ea e maximum alue o ou pu
”. This se
o p ocesses esul s in a p oduc ion sys em capable o deli e ing a p oduc aking in o accoun he
p ede ined speci ica ions and he budge and ime cons ain s (Pon , 2013).
Johansson and Kamenjas (2016) s a ed ha he new p oduc de elopmen p ocess consis s o h ee
phases: design phase, indus ializa ion phase, and p oduc ion phase. The i s phase e e s o he c ea ion
o ideas, he de elopmen o p oduc concep , and p oduc planning. The indus ializa ion phase consis s
o subp ocesses such as p oduc design, sys em design, and p o o yping. Finally, he p oduc ion phase
in ol es he amp-up phase and he p oduc ion o he new p oduc .
In his way, he i s s ep o an indus ializa ion p ojec is unde s anding all p oduc equi emen s ha
will unde lie he se e al de eloped p o o ypes, be o e he concep ion o he manu ac u ing line. These
p o o ypes ha e an inc easing ma u i y le el o he p oduc and a e usually alida ed by cus ome s, who
will p o ide eedback and may equi e changes in he p oduc equi emen s. This p ocess o building and
18
alida ing samples allows he imp o emen o he p oduc concep and unc ionali y, a oiding addi ional
cos s when he p oduc is eady o be launched in o p oduc ion (Ma gineanu, P os ean, & Popa, 2015).
Once he cus ome sa is ied, he de elopmen o he manu ac u ing line begins (Pe o a e al., 2017).
The indus ializa ion p ocess is hen he b idge be ween he design and he p oduc ion (Khedhe , Hen y,
& Bou as, 2010).
T adi ionally, ac oss he indus ializa ion p ocess, is pe o med a p oduc and p ocess assessmen
h ough a quali y ga e sys em, o e i y he con o mi y o he de eloped p o o ypes wi h he equi emen s
de ined by he p ojec s akeholde s. Coope (1990, p. 44) e e s o he quali y ga e sys em as a “
sys em
( ha ) is bo h a concep ual and an ope a ional model o mo ing a new p oduc o an idea o launch. I
is a bluep in o managing he new p oduc p ocess o imp o e e ec i eness and e iciency.
”
The quali y ga es b eak down he p ojec in o se e al phases, p e en ing he p ojec o p oceeding o
he nex phase in case he p ojec ails in accomplishing he equi emen s de ined by he s akeholde s
(Pe o a e al., 2017).
In he case o he p ocess and p oduc a e obus enough o be capable o suppo ing se ies
p oduc ion, he amp-up phase occu s. Acco ding o Be g and Sä s en (2006), he amp-up phase is he
pe iod be ween he p oduc ion s a and he p oduc ion goal, being a c ucial phase o achie e an e icien
p oduc ion om he beginning. The same au ho s added ha ime and cos s o amp-up p oduc ion a e
minimized when his phase is managed e icien ly, which does no always happen due o he lack o
knowledge and skills in managing.
To ace he ma ke compe i i eness and he apidly dec easing p oduc li e cycles, any manu ac u e
should ocus on managing he amp-up phase success ully, once i is undamen al o success ully launch
new p oduc s in new o in exis ing p oduc ion sys ems.
Finally, indus ializa ion p ojec s ollow he no mal li e cycle o a p ojec , ha ing as main ac i i y he
de ini ion o he manu ac u ing p ocess o he new p oduc as soon as possible and, a he same ime,
ensu ing he lowe cos and he highe quali y (Khedhe , Hen y, & Bou as, 2010).
2.2.1 Key Pe o mance Indica o s
A pe o mance measu emen sys em can be de ined as “
a balanced and dynamic sys em ha is
capable o suppo ing he decision-making p ocess ga he ing, elabo a ing and analyzing in o ma ion
”
(Neely e al., 2002 in Ga engo, Biazzo, & Bi i ci, 2005, p. 25), being conside ed as an indispensable
me ic o lead an o ganiza ion (K ishman, 2008).
19
The main goal o pe o mance measu emen sys ems is o e alua e and con ol he cu en
pe o mance o he business and e i y i s con o mi y wi h he p ede ined a ge s (Ishaq Bha i, Awan, &
Razaq, 2014). In his way, pe o mance measu es should be chosen and moni o ed o e ime.
The Key Pe o mance Indica o s (KPIs) a e he se o measu es used wi h a ocus on he main c i ical
ac i i ies o he cu en and u u e success o he o ganiza ion (Pa men e , 2015). T adi ionally, hese
indica o s a e used o e alua e he success o an o ganiza ion o he success o a speci ic ac i i y om i
(A chibald e al., 2012).
The e o e, pe o mance measu es allow a cons an and conc e e con ol o he needs and possible
imp o emen s in he o ganiza ion, suppo ing he decision making o each he desi ed objec i es, e en
when hey a e adjus ed. Th ough he KPIs, manage s can iden i y he p og ess o ac i i ies and he
ac i i ies ha need o be imp o ed, which acili a es he managemen o asks in o de o achie e he
desi ed pe o mance, always conside ing he mission and objec i es o he o ganiza ion (Webe , 2005).
In his way, KPIs aim o measu e he e iciency and e ec i eness o he ac i i ies o ac ions om he
p oduc ion p ocess, ei he pa o i o he en i e p oduc ion sys em. Key pe o mance indica o s hen
help ope a o s and decision-make s unde s and i he cu en pe o mance is ollowing he igh pa h o
no and ake he necessa y ac ions o make he indica o s poin he desi ed ou come (Zhu e al., 2018).
The In e na ional O ganiza ion o S anda diza ion (ISO) p esen he ISO 22400 ha de ine he mos
impo an measu es o e alua e he pe o mance o he manu ac u ing indus y, p o iding a lis o hi y-
ou KPIs ha includes measu es such as he o e all equipmen e ec i eness index, machine capabili y
index, p oduc ion p ocess a io, i s pass yield, among o he s (Zhu e al., 2018).
A las , he g owing compe i i eness o ma ke s leads o he acquisi ion o di e en s a egies by
companies o gain an ad an age o e he o he playe s o he ma ke . K ishman (2008) ema ks ha
globaliza ion boos s a di e en app oach o pe o mance measu emen sys ems. As a esul , appea s
wha is called an in eg a ed o mul idimensional pe o mance measu emen sys em ha conside s ac o s
such as en i onmen al unce ain y, o ganiza ional s a egy, and o ganiza ional s uc u e.
2.3 Global P ojec s
Globaliza ion appea s as a consequence o he “
mode n clien
”, a cus ome wi h ola ile demand,
leading companies o o e a mo e di e se p oduc ange in a sho en pe iod (Sil a & Gil, 2013, p. 139).
The phenomenon o globaliza ion can be di ided in o h ee phases (Abele e al., 2008). The i s one
occu ed be o e 1930 when he indus y was ocused on mass p oduc ion and economies o scale,
expo ing p oduc s om he home loca ion o sales o ices a ound he wo ld. F om 1930 o 1980, la ge

20
companies such as Me cedes o Coca-Cola began o s and ou globally. I was du ing his pe iod ha
inc eased he p oduc ion ab oad, de eloping new sales ma ke s and local jus -in- ime sys ems. Finally,
he las phase o globaliza ion began in 1980, when he indus y iden i ied s a egic ad an ages on
in e na ional supply chains and c oss- unc ional collabo a ion.
F om he poin o iew o Lanza e al. (2019), he globaliza ion phases a e desc ibed om he 1990s
when occu ed he in e na ionaliza ion o la ge companies. Since he 2000s, i has inc eased he
compe i i eness o ma ke s and d i en mo e and mo e companies o expand hei business limi s globally,
e en small and medium-sized companies, which has allowed hem o ob ain compe i i e ad an age by
adap ing p oduc s o local needs (Mou zis, Doukas, & Psa omma is, 2013) and accessing o skilled
wo k o ce (In e na ional Mone a y Fund., 2007).
The in e na ionaliza ion o companies, he educ ion o ade ba ie s be ween coun ies, he ola ili y
o global demand and he p og ess o echnology ha e led companies o adop new business s a egies,
eme ging he so-called "
global p ojec s
" ha , acco ding o Binde (2007, p. 1), a e a “
combina ion o
i ual and in e na ional p ojec s, which includes people om di e en o ganiza ions wo king in a ious
coun ies ac oss he globe
”.
In o he wo ds, global p ojec s can also be desc ibed as a empo a y endea o whe e h ough a
combina ion o con ac ual, hie a chical, and ne wo k-based modes o o ganiza ion, mul iple ac o s
aiming o op imize ou comes by combining esou ces om a ious si es, o ganiza ions, cul u es, and
geog aphies (Sco , Le i , & O , 2011). Due o he complex ex e nal con ex , such p ojec s equi e an
addi ional e o in hei managemen , pa icula ly in ela ionship managemen (Aa se h, Rols adås, &
Ande sen, 2013), as hey in ol e people om di e en cul u es geog aphically and empo ally dispe sed.
P ojec s ha we e p e iously limi ed o na ional bounda ies, now ha e a global dimension and wi h
hem also wo k eams. These dis ibu ed p ojec s include membe s who a e dis ibu ed ac oss space and
ime, making he communica ion and alignmen o decisions and ac i i ies mo e di icul o he eam
(E a is o & Fenema, 1999).
A his ime, he o e all scena io in he indus y is dis ibu ed p oduc ion ne wo ks ha appea as a
way o coun e he high cos s associa ed wi h he igid and cen alized sys ems ha we knew, especially
he anspo a ion cos s (Ma , Rauch, & Dallasega, 2015).
The global p oduc ion ne wo k is conside ed a g oup o geog aphically dispe sed p oduc ion en i ies
ha a e in e linked h ough he ma e ial, in o ma ion, and inancial low (Lanza e al., 2019). This
dynamic, open, and o e lapping sys em inc eases he in e connec ion be ween all he in e ela ed
pa ne s and aims o p o ide di ec alue-adding ac i i ies o he p oduc ion (Váncza, 2016). Howe e ,
21
hese global ne wo ks ha e become mo e ulne able and dependen on he wo k o he o he ac o s,
making he coo dina ion o in e -o ganiza ional ela ionships a c ucial ac o in he success o
o ganiza ions (Moch, Riedel, & Mülle , 2014).
In summa y, he inc easing need o business pa ne ships and p ojec s ac oss na ions led companies
emb ace dis ibu ed p ojec s ha comp ise a eam dis ibu ed ac oss space and ime (E a is o & Fenema,
1999), om di e en geog aphical loca ions, o ganiza ions and cul u al backg ounds (Rad & Le in,
2003). In he nex subsec ion, will be explo ed he impac o hese changes on manu ac u ing companies
and how hey shape hemsel es o he u u e.
2.3.1 Global Indus ializa ion P ojec s
Cu en ly, manu ac u ing companies ope a e in global p oduc ion ne wo ks (T ebe & Lanza, 2018),
which means o ganiza ional pla o ms ha in ol e ac o s geog aphically dispe sed ha compe e and
coope a e o a g ea e sha e o alue, u ning ou o be c i ical o ace he ie ce compe i i eness o his
sec o (Yeung & Coe, 2015).
The in e na ionaliza ion o companies boos s p oduc ion ocused on cus omized p oduc s, mo ing
om igid mass p oduc ion o he p oduc ion o p oduc s highly adap ed o local needs. This end is, by
one hand, an oppo uni y o companies o g ow bu , on he o he hand, ep esen s a challenge in e ms
o sus ainabili y and e iciency, once p oduc li e cycles a e ge ing sho e and sho e wha makes he
ime and esou ces o de elop and indus ialize new p oduc s e en mo e limi ed.
The e o e, companies adop ed new ways o o ganizing hei en i e p oduc ion sys em, posi ioning he
p oduc ion in di e en loca ions a ound he wo ld. Ma e al. (2015) e e o eigh di e en ypes o
dis ibu ed manu ac u ing, since a ac o y model ha manu ac u es s anda dized p oduc s ac oss he
wo ld o a u u e o m o decen alized p oduc ion wi h dis ibu ed labo a o ies using gene a i e
manu ac u ing p ocesses, digi al da a ansmission o p oduc da a and 3D p in e s.
So, wha d i es companies o p oduce in di e en loca ions ac oss he wo ld a e all? In
Global
P oduc ion: A Handbook o S a egy and Implemen a ion
(Abele e al., 2008) is highligh ed as he main
d i e s behind co po a e globaliza ion: he cos and g ow h impac . The se e al loca ions o p oduc ion
should be chosen based on he o al p oduc ion and ansac ion cos s o he en i e alue chain
conside ing he labo cos s, once hey end o be highe in a luen economies, while in o he s, wages
end o be lowe . In addi ion o he cos educ ion, also ma ke s ou side he highly indus ialized wo ld
a e becoming mo e a ac i e o achie e he g ow h ha companies a e looking o , and o espond mo e
lexibly and a a lowe cos o local needs.
22
Mo eo e , global p oduc ion ne wo ks con ibu e o ul ill cus ome equi emen s and achie e a global
sus ainable supply chain, which would no be possible wi h he p e ious cen alized p oduc ion. In his
con ex , p oduc ion o cus omized and locally adap ed p oduc s became a eali y, appea ing he mass
cus omiza ion ha Pine (1999), p. 47) de ines as “
de eloping, p oducing, ma ke ing and deli e ing
a o dable goods and se ices wi h enough a ie y and cus omiza ion ha nea ly e e yone inds exac ly
wha hey wan
”.
Simila ly, Ma e al. (2015) a i med ha he decen aliza ion o p oduc ion has highe lexibili y o
local adap a ion o p oduc s, lowe logis ic cos s and sho e deli e y ime. On he o he side, he same
au ho s men ion ha in es men cos s a e highe in globally dis ibu ed s uc u es and p oduc ion
e iciency is lowe since he concep o highly au oma ed cen al p oduc ion ac o ies o s anda dized
p oduc s has been los .
The manu ac u ing acili ies should be loca ed conside ing he c i e ia ha bes i he company's
s a egy, appoin ing o loca ions nea consump ion a eas, a eas ich in aw ma e ials, a eas wi h a highly
quali ied s a , o in low-wage coun ies (Ma e al., 2015). In his way, he cus ome p oximi y and
loca ion ad an ages such as low p oduc ion and p ocu emen cos s, and local knowledge and esou ces,
ep esen impo an ac o s o he decision o p oduc ion loca ion (Abele e al., 2008).
In he u u e, as he demand ola ili y ends o be highe , he p oduc li e cycle will be sho e and he
p oduced quan i y o each p oduc will be smalle , which o ces manu ac u ing companies o ha e lexible
and econ igu able p oduc ion sys ems o in oduce new p oduc s in o new o exis ing p oduc ion sys ems
as soon as possible (Be g & Sä s en, 2006).
In he nex subsec ion is explo ed he au omo i e indus y in he Eu opean and Asian ma ke s since
his s udy is ocused on a global indus ializa ion p ojec loca ed in hese ma ke s.
2.3.2 Au omo i e Indus y in Eu ope and Asia
The au omo i e indus y is one o he la ges manu ac u ing sec o s wo ldwide. Thus, due o i s la ge
size, all i s o ganiza ional and managemen s a egies a e in luencing many o he business sec o s
(O sa o & Wells, 2007).
The e olu ion o he echnological wo ld has led companies o change hei business model, including
he p oduc s and se ices o e ed, as was he case o au omo i e companies (Gao e al., 2016). As a
esul , he use o new echnologies d o e he communi y o wo k on au onomous d i ing, In e ne -o -
Things, and e-mobili y. The au omo i e indus y ex ended i s business model o a se ice-o ien ed model
wi h a use - ocused app oach, o e ing se ices such as mobili y-on-demand, pe sonalized d i ing
23
expe iences, and ad anced sa e y measu es (Cohen & Kie zmann, 2014; Leng on, Ve zijl, & De ojeda,
2015).
Focusing on cus ome sa is ac ion, i becomes a challenge o companies in his indus y o achie e
a sus ainable and p o i able p oduc ion p ocess and, a he same ime, espond o demand ola ili y and
segmen ed niche ma ke equi emen s. In his way, companies ha e adop ed new p oduc ion s a egies
ha complemen massi ica ion wi h he di e si ica ion desi ed by he cus ome . The answe o his
challenge is new lexible mixed-model assembly lines ha inco po a e di e si y in a con olled manne ,
delaying he p oduc di e en ia ion as long as possible du ing he p oduc assembly, which Gobe o
(2014) de ined as he pos ponemen s a egy. Howe e , his cu en p oduc ion has o manage many
amp-ups, once in ol e mul i- a ian s se ial assembly lines (Kübe e al., 2016).
To ensu e p oduc and p ocess quali y, Kübe e al. (2016) conside ha he deg ee o au oma ion is
he mos impo an pa o echnical no ms in he indus ializa ion p ocess since hey a e no such
ulne able o human ailu es and, a he same ime, imp o e wo king condi ions. High-cos coun ies wi h
a highe wage le el end o ha e a highe le el o au oma ion. As a ma e o ac , he same au ho s also
add ha cons uc ion and planning cos s o p oduc ion lines a e educed wi h he s anda diza ion o he
echnical equi emen s o au oma ion, once i is possible o ans e op imized esul s o iden ical
p ocesses.
Fo bo h ca make s and componen p oduce s, he e has been a g ow h in he wo ldwide ma ke in
coun ies cha ac e ized by low human cos s and big po en ial ma ke s, like China and India (Gobe o,
2014). This wo k o ce di e si y, a i s glance, can be seen as an obs acle o p oduc ion bu , once
managed co ec ly, can lead o p oduc i i y-inc easing h ough know-how sha ing (Saxena, 2014). Huang
(2016) concluded in he s udy ha he wo king me hod o he Eu opean wo ke s, speci ically Ge mans,
is o wo k au onomously based on igo ous p ojec planning, no being e y lexible o any change. In
opposi e, he same au ho emphasized ha he Chinese wo k o ce is ecep i e o au ho i a ian leade ship
and has he ad an age o quickly eac ing o ad e si ies.
Mo eo e , ca make s ha e become in ol ed in social and en i onmen al issues, due o i s la ge size
and di e si y, he au omo i e indus y has a huge socie al impac . The eques o he sus ainabili y o
au omobiles and se ices ela ed o he mobili y sec o should s a in i s de elopmen wi h a holis ic
app oach balancing social, economic and en i onmen al ac o s (O sa o & Wells, 2007). In he case s udy
o China's au omo i e p oduc ion conduc ed by Liu e al. (2018) is men ioned ha companies should op
o s a egies such as emanu ac u ing and di ec euse o inc ease esou ce e iciency and educe
en i onmen al impac s.
30
B aga plan p esen s he ollowing depa men s di ided be ween he Comme cial a ea (B gP/PC) and
he Technical a ea (B gP/PT). In addi ion o hese wo managemen a eas, exis s a pa allel a ea
associa ed wi h he logis ics sec o ha ope a es wo ldwide (Figu e 11).
Figu e 11 - O ganiza ion Cha o Bosch Ca Mul imedia Po ugal, S.A. (Sou ce: Bosch, 2019)
The Manu ac u ing Enginee ing (MFE) depa men is composed o h ee mul i unc ional sec o s which
a e P ojec Managemen and Samples Building (MFE1), Assembly (MFE2) and Tes ing (MFE3). To
suppo hese sec o s, he Main enance (MFE-MTN) and he P ojec O ice (MFE-PO) p o ide ans e sal
assis ance.
Figu e 10 - P oduc Po olio o Bosch Ca Mul imedia Po ugal, S.A. (Sou ce: Bosch, 2019)

31
This disse a ion was ca ied ou in MFE1 ha is esponsible o indus ializa ion planning, samples
planning o line se up, p ojec schedule a ailable and upda ed, samples p oduc ion planning, and
POWER ool in o ma ion upda ed.
3.3 Indus ializa ion P ojec s a Bosch
The e a e se e al ypes o p ojec s a Bosch, as so wa e p ojec s, manu ac u ing p ojec s, pu chasing
p ojec s, among o he s. Indus ializa ion p ojec s belong o p oduc de elopmen and enginee ing
p ojec s.
The wo k o an indus ializa ion p ojec emb aces wo di e en e o s ega ding P oduc De elopmen ,
which ollows he P oduc Enginee ing P ocess (PEP), and P ojec Managemen , which ollows he Bosch
P ojec Li ecycle Model (BPLM).
3.3.1 P oduc Enginee ing P ocess
The Bosch Business Sys em (BBS) is a sys ema ic me hodology composed by h ee subsys ems based
on he h ee alue-c ea ing p ocesses om he ma ke o he cus ome and also, on he managemen
and suppo p ocesses o he company (Figu e 12).
Figu e 12 - Bosch Business Sys em (Sou ce: Bosch, 2019)
The Bosch P oduc Enginee ing Sys em (BES) is pa o BBS and is a sys em ha includes all he
ac i i ies needed o de elop new p oduc s, calling o alue c ea ion h ough inno a ion, a comple e
unde s anding o cus ome equi emen s and a compe i i e mul i unc ional eam wi h agile and lean
p inciples.
32
Inside BES is in eg a ed he P oduc Enginee ing P ocess ha has he main goal o c ea ing "
new
p oduc s on ime, on speci ica ion, on budge , wi h gua an eed ou s anding quali y
” (Bosch, 2019). The
co e PEP ac i i ies o p oduce new p oduc s a e he samples build un il he inal p oduc is achie ed, as
well as he line de elopmen o mass p oduc ion.
As is illus a ed in Figu e 13, he PEP is composed o a i e phases sequence, in which a e included
all p oduc enginee ing ac i i ies om p ojec kick-o o i s comple ion.
Figu e 13 - P oduc Enginee ing P ocess phases (Sou ce: Bosch, 2019)
Based on he S age-Ga e sys em, each phase iden i ied abo e ends wi h a quali y ga e, whe e is made
a quali y con ol check o he p ojec , p oduc , and p ocess. A e each quali y ga e, a a ic ligh colo is
issued ha can be g een, yellow, and ed, as he con o mi y o he p oduc and manu ac u ing p ocess
wi h he expec ed equi emen s. The ob ained ank in luences he decision o mo e o wa d o no wi h
he p ojec .
The decision o no p oceed wi h he p ojec is a consequence o a ed ank in he quali y ga e
assessmen , ha means ha he c i e ia a e no being ul illed and, a leas one o he p ojec goals, will
no be achie ed. On ano he hand, when he measu ed c i e ia a e being comple ely ul illed, he “g een
ligh ” signals and he p ojec can mo e o wa d o he nex phase. In he case o a yellow ank, a e
necessa y some co ec i e ac ions o achie e he p ojec objec i es.
In Figu e 14, is shown all he quali y ga es speci ically in ended o cus ome -d i en p ojec s ha any
p ojec should ollow, named Quali y Ga es o Cus ome (QGC).
33
The p ojec kick-o is he s a ing poin o he Concep phase, which is cha ac e ized by he
de elopmen o he new p oduc ’s concep , including he design speci ica ion, he so wa e a chi ec u e,
he mechanical pa , he elec onic ha dwa e, and he es sys em. These p oduc ’s equi emen s and
he de ined p oduc 's speci ica ion a e alida ed on QGC0, indica ing he end o he Concep phase.
In he P oduc de elopmen phase, A and B samples a e p oduced in he sample shop o mee he
p oduc 's speci ica ions, inc easing he ma u i y o p oduc s. This phase o e s when he QGC1 is
app o ed, whe e he p oduc is ma u e, and he design is ozen.
A his momen , he p oduc ion line se up begins, as well as he sou cing o he necessa y ools and
equipmen o mass-p oducing he new p oduc . Addi ionally, he Se ies p epa a ion phase also
comp ises he de elopmen o C samples ha will be alida ed by he cus ome . Once he g een ank on
QCG2 achie ed, he Se ies p epa a ion phase is comple ed and he p oduc is es ed in pilo se ies,
s a ing he de elopmen o D samples on he ou h phase.
The Ini ial Sample Phase aims o simula e he p oduc ion p ocess by he de elopmen o D samples
ha will be also subjec o he cos ume 's alida ion. The simula ion enables p oduc ion esou ces
op imiza ion and p oblem elimina ion and, consequen ly, he imp o emen o he en i e indus ializa ion
p ocess. The capaci y and capabili y o manu ac u ing p ocesses a e con i med on QGC3, whe e he
p oduc and manu ac u ing p ocesses a e in e nally app o ed. A e is pe o med an Ini ial Samples
Inspec ion Repo (ISIR), es ing an ag eed quan i y o uni s o check whe he he p oduc is sui able o
Figu e 14 - PEP Quali y-Ga e Sys em (Sou ce: Bosch, 2019)
34
se ies p oduc ion and whe he i s quali y emains consis en once ep oduced. In QGC4, when he
cus ome accep ed he ISIR, he p oduc and manu ac u ing p ocesses a e ex e nally app o ed, and he
p ojec p oceeds o he las phase.
The Se ies amp-up phase a ends o he op imiza ion o he p ocess e iciency h ough he p oduc ion
o small se ies ha allow he iden i ica ion and co ec ion o emaining mino ailu es and de ec s. In his
way, he p oduc ion p ocess is imp o ed, becoming a mo e obus and solid p ocess wi h he equi ed
ma u i y le el o mass p oduc ion. In QGC5 is measu ed he p oduc ion capaci y and capabili y, acco ding
o he cus ome 's equi emen s. In he case o a g een a ic ligh a he las quali y ga e, he
indus ializa ion p ojec is comple ed and is deli e ed he p ojec o he Se ies Ca e Manage .
Conce ning he cha ac e is ics associa ed wi h each ype o sample, in Annex I is summa ized he
p og ess o he p oduc o e ime.
3.3.2 P ojec Managemen a Bosch
In 2000, p ojec managemen was ecognized as a co e compe ence o de elop and execu e Bosch’s
p ojec s. To ele a e PM a his company, he Bosch G oup de eloped “Robe Bosch P ojec Managemen
Body o Knowledge” (RBPM-BoK), based, on he well-known, PMBoK o PMI. The main pu pose o his
book is o desc ibe he global PM s anda ds a Bosch and p o ide an o e iew o he good p ac ices ha
should be applied.
In 2009, Bosch c ea ed a Cen al Di ec i e named “P ojec Managemen a Bosch”. This di ec i e
de ines he minimum equi emen s o and o p ojec managemen o all ope a ing uni s and in ends:
• “
To enhance he alignmen o unc ional o ganiza ions by applying p o essional p ojec
managemen p ocedu es, hus p e en ing he isk o compe i i e disad an ages o Bosch;
•
To ensu e e ec i eness and e iciency o collabo a ion especially in p ojec s ac oss ope a ing
uni s by a common p ocess unde s anding and e minology in p ojec managemen .
”
The Cen al Di ec i e in oduces he p ojec ca ego iza ion p ocess o es ablish he necessa y
equi emen s o manage p ojec s om each ca ego y. P ojec s a e ca ego ized acco ding o hei impac
on he ope a ing uni , which can be quan i ied by he o al sco e ob ained om he addi ion o se e al
c i e ia.
Fo indus ializa ion p ojec s, he c i e ia o ake in conside a ion a e:
• Economic impac : calcula ed acco ding o he equi ed manu ac u ing plan ’s in es men o he
p ojec ;
35
• P ocess inno a ion: classi ies he deg ee o p ocess inno a ion equi ed o he p ojec , anging
om any inno a ion needed o a new se o equi ed manu ac u ing and es ing p ocesses;
• Indus ializa ion loca ions: quan i ies he numbe o di e en loca ions o se up he p ojec ;
• In e cul u al se up: measu es he cul u al di e si y o he p ojec ;
• Indus ializa ion complexi y: lis s he numbe o sample phases/sub-phases o p oduc a ian s;
• P ojec du a ion: measu es he p ojec ime in mon hs, om kick-o o QGC5.
Table 1 comp ises he classi ica ion o each c i e ion, which a e a ed om 1 o 4 poin s.
Table 1 - Classi ica ion c i e ia ma ix o p ojec ca ego y a Bosch (Sou ce: Bosch, 2019)
1 Poin
2 Poin s
3 Poin s
4 Poin s
Economic impac
< 1 M€
< 2 M€
< 3 M€
≥ 3 M€
P ocess
inno a ion
- Exis en p ocesses
and es sys ems
(only pa ame e s
changes)
- Modi ied jigs
and es
sys ems
- SE/ es has o
upda e some
es p ocesses
- New jigs and
es sys ems
- SE/ es has
o co e all
p ocess s eps
- New manu ac u ing
p ocesses and
es ing me hods
- In ol emen o CoC
Indus ializa ion
loca ions
0 loca ions (only
sampling)
1 loca ion (local
p ojec )
2 loca ions
> 2 loca ions
In e cul u al
se up
1 cul u e (local)
2 cul u es
3 - 4 cul u es
> 4 cul u es
Indus ializa ion
complexi y
1 – 3
4 – 5
6 – 7
≥ 8
P ojec du a ion
< 6 mon hs
6 - 12 mon hs
12 - 18
mon hs
≥ 18 mon hs
The p ojec is hen e alua ed on he abo e c i e ia. A e he sum o hese c i e ia, he p ojec s a e
classi ied by:
• Ca ego y D: 6 - 11 poin s
• Ca ego y C: 12 - 17 poin s
• Ca ego y B: 18 - 23 poin s

36
• Ca ego y A: 24 poin s
P ojec s om ca ego y A, wi h a o al maximum sco e o 24 poin s a e mo e complex and ha e a
signi ican impac on hei ope a ing uni . The p ojec manage s ha lead ca ego y A p ojec s a e highly
quali ied and expe ienced o do adminis a e se e al esou ces and di e en cul u es.
The "P ojec Managemen a Bosch" Di ec i e also speci ies wha p ocesses, me hods, and ools bes i
in p ojec managemen acco ding o he en a eas o knowledge de ined by he PMI. The P ojec
Managemen P ocess G oups (PMI, 2013) o he same o ganiza ion is also a e e ence o he Bosch
P ojec Li ecycle Model, which will be he opic o he nex subsec ion.
3.3.3 Bosch P ojec Li ecycle Model
The managemen o indus ializa ion p ojec s a Bosch ollows he Bosch P ojec Li ecycle Model,
which is a common p ojec li ecycle aligned wi h he i e managemen p ocess g oups om PMI (2017),
as is illus a ed in Figu e 15.
The BPLM is composed by se e al phases, om p ojec eques o p ojec comple ion, and each one
o hem is delimi ed by one miles one, showing he achie emen o he ou come de ined and signalizing
he end o one phase and he beginning o he nex (Figu e 16).
Figu e 16 - P ojec li ecycle o an indus ializa ion p ojec a Bosch (Sou ce: adap ed om Bosch, 2019)
Figu e 15 - BPLM phases aligned wi h he Managemen P ocess G oups (Sou ce: own elabo a ion)
37
A p ojec begins wi h a eques om he cus ome o ei he de elop a new p oduc o make changes
in an exis ing one. Fi s ly, i is necessa y o collec he cus ome ’s equi emen s o he de elopmen o
he p oduc ’s concep , and a e he cus ome 's app o al o he new concep s a s he indus ializa ion
p ojec in he manu ac u ing plan whe e he new p oduc will be mass-p oduced.
The indus ializa ion p ocess s a s wi h he eques phase, whe e is nomina ed a P ojec Manage
(PjM) by he Global P ojec Manage , loca ed in he de elopmen depa men in Ge many.
Miles one 0 is achie ed when he p ojec is accep ed in o he business uni , s a ing he p ojec se up
p ocess. This p ocess is he beginning o phase 0 and includes no only he p ojec ca ego y assignmen
bu also o he impo an ou pu s o he p ojec s uc u ing, such as he concep ion o he sha ed olde
and he p ojec ID.
The assigned PjM o he p ojec b ings oge he and o malizes he p ojec co e eam, which includes:
a Launch Manage , a Pa s Pu chase Manage , a P ojec Quali y Manage , and a Sample Build
Coo dina o . I is also PjM's esponsibili y o make he p ojec Open Poin Lis (OPL), which comp ises all
ele an opics o he eam. In addi ion o he OPL, he PjM needs o c ea e he p ojec O ganiza ion
B eakdown S uc u e and o de elop he P ojec Cha e , which includes all he undamen al aspec s o
he p ojec , such as he objec i es, isks, s akeholde s, and cons ain s.
Once he P ojec Cha e app o ed, he miles one M1 is comple ed and consequen ly begins he i s
phase o he p ojec . The p epa a ion phase ansla es he beginning o p ojec execu ion ha ca ies ou
he p epa a ion o all de ails ha will belong o he P ojec Managemen Plan (PMP). In his sense, he
Wo k B eakdown S uc u e (WBS) and he p ojec Time Schedule a e also de eloped.
The beginning o he concep ion phase is mani es ed by he P ojec Managemen Plan app o al
ega ding he miles one M2. In his phase, is e ined he PMP, decomposing he WBS h ough he olling
wa e echnique
1
, and a e buil A and B samples. A he end o he concep ion phase, is pe o med he
QGC1 o alida e he ma u i y o he p ojec .
In he implemen a ion phase, he main ac i i ies a e he C and D samples p oduc ion, which lead o
h ee quali y ga es ha ensu e he a ailabili y o he equi ed in o ma ion and p o e he ma u i y o he
p oduc and he pe o mance o manu ac u ing p ocesses. In QGC4, a e he alida ion o ISIR by he
cus ome , i is inished he P oduc and Deli e y Release ha o malizes he app o al o he se ies
p oduc ion o he new p oduc . Consequen ly, he SOP begins, which is aligned wi h he PEP Se ies amp-
up phase.
1
The olling wa e echnique is he p ocess o p ojec planning in wa es o become clea he p oduc s and p ocesses equi ed o p oduc ion.
38
In he las phase o he p ojec , once he desi ed Ini ial Rejec ion Ra e (IRR) eached, i is o ganized
he lessons lea ned mee ing wi h inpu s om all eam membe s o he p ojec . A e ha , i is assumed
he end o he p ojec and is ans e ed all du ies o he p oduc o he Follow-Up Manage , who is
esponsible o he p oduc ion.
Despi e he BPLM miles ones and he PEP quali y-ga es a e no aligned bu , bo h models, a e ela ed.
Figu e 17 illus a es his ela ionship, adding he a ious sample phases and he quali y-ga es o PEP wi h
he se e al BPLM phases.
Figu e 17 - Li e cycle o a Bosch indus ializa ion p ojec aligned wi h PEP (Sou ce: adap ed om Bosch, 2019)
39
4. GLOBAL INDUSTRIALIZATION PROJECTS AT BOSCH
In his chap e , is desc ibed he wo k pe o med wi hin he case s udy, i.e., he p ocess o s udying a
global p ojec , de eloping a Cen al Di ec i e, implemen ing co ec i e ac ions in he global p ojec , and
analyzing he pe o mance indica o s p oposed in his disse a ion.
Subchap e 4.1 desc ibes he global p ojec s udied whe e a lack o o ganized in o ma ion was
iden i ied. The e o e, we e implemen ed imp o emen measu es, desc ibed in subchap e 4.3, o
elimina e he p oblems p e iously de ec ed. Addi ionally, i is p esen ed in subchap e 4.2 he de eloped
Cen al Di ec i e o s anda dize p ocesses and es ablish esponsibili ies in e e y global indus ializa ion
p ojec a Bosch Ca Mul imedia.
A las , in subchap e 4.4 is analyzed he applica ion o wo indica o s o e alua e he global
s anda diza ion o equipmen and p ocesses be ween di e en ac o ies dis ibu ed wo ldwide.
4.1 Case S udy
Du ing he wo k de eloped a Bosch, he esea che in eg a ed a p ojec ha belongs o he Connec ed
In o ma ion Solu ions (CI1) business uni o Bosch Ca Mul imedia, in ended o he p oduc ion o
en e ainmen and na iga ion solu ions o he au omo i e indus y.
Fo con iden iali y pu poses, he name o he p ojec and i s adjacen in o ma ion ha e been eplaced
so, om now on, he s udied p ojec will be called "Lead Line P ojec ”. This p ojec co e s he
de elopmen and p oduc ion o se e al na iga ion sys ems, being one o hem he P32R a ian
ep esen ed in Figu e 18.
Figu e 18 - Nissan X-T ail (P32R) 8
″
Na iga ion Sys em (Sou ce:
"www. ca .com.my", 2019)
46
plan, be he main in e ace be ween he de elopmen eam and he manu ac u ing plan s, ack he global
in es men budge , coo dina e A and B samples build, ensu e he hando e o he plan s, among o he s.
The Assembly and Tes ing Synch oniza ion Manage s a e esponsible mainly o ensu ing he same
le el o equipmen 's indus ializa ion in all manu ac u ing plan s based on a global speci ica ion, leading
he alignmen mee ings wi h Plan P ocess Enginee s om he di e en manu ac u ing plan s, acking
sample builds line p oblems, and also coo dina ing he ans e o p ocess change eques s and lessons
lea ned o he o he manu ac u ing plan s.
The Global Ind. PjM, he ASM, and he TSM a e nomina ed by CM/MFI and mus be in he LLP
o ganiza ion o , as an al e na i e, make sho - e m assignmen s and business ips he e.
Assembly/Tes ing S a ion Owne s (ASO/TSO) a e esponsible o a speci ic wo ks a ion ac oss he
wo ld, being in cha ge o he wo ks a ion speci ica ion and o suppo he ASM and TSM on con olling
he equipmen ’s bugs, he necessa y new equi emen s and p ocess change eques s in all
manu ac u ing plan s and wi h ex e nal supplie s.
The ASM and he TSM mus ge an ag eemen wi h he p ojec eam abou he pe son ha will pe o m
he ole o S a ion Owne , conside ing he expe ise and s a ion know-how. Howe e , un il he new
manu ac u ing echnology is ins alled in he plan s, he Manu ac u ing-Cen e s o Compe ence
o ganiza ion (MFT-CoC) migh be esponsible o he ole o ASO/TSO. The MFT-CoC is a commission o
expe s o speci ic manu ac u ing p ocesses and es concep s in manu ac u ing. Once he new
manu ac u ing echnology ins alled, he MFT-CoC suppo s he designed ASO/TSO un il he elease o
he new p ocess. In he case o End o Se ies, his unc ion should be assu ed by someone om he
manu ac u ing plan s ha s ill use he wo ks a ion o p oduce.
In addi ion o he unc ions desc ibed abo e, each manu ac u ing plan has a P ojec Manage o
coo dina e he indus ializa ion p ocess, who is suppo ed by he p ojec synch oniza ion manage s and
is unde he supe ision o he Global Indus ializa ion P ojec Manage .
Figu e 23 illus a es he global indus ializa ion eam cha , whe e each manu ac u ing plan has an
Assembly P ocess Leade (APL), a Tes ing P ocess Leade (TPL), an Assembly S a ion Rep esen a i e
(ASR) and a Tes ing S a ion Rep esen a i e (TSR). The nomina ion and he esponsibili ies assigned o
hese unc ions depend on he plan ’s eam oles o each manu ac u ing plan .

47
The Global Ind. PjM mus p omo e he synch oniza ion wi h he depa men manage s om o he
unc ional a eas o each ac o y, such as main enance, quali y, logis ics, among o he s.
Acco ding o p ojec size and equi emen s complexi y mo e han one ole can be combined,
whiche e bes i s he p ojec condi ions, e.g. he Assembly Synch oniza ion Manage and he Tes ing
Synch oniza ion oles can be assu ed by he same pe son, making he synch oniza ion o bo h assembly
and es ing p ocesses.
4.2.3 Coo dina ion o manu ac u ing concep
A e de ining he Lead Line Plan and ge ing he ag eemen on he manu ac u ed- ela ed se ices, i
becomes ele an o alk abou he manu ac u ing concep .
T adi ionally, he indus ializa ion p ocess consis s in wo di e en momen s: assembly pa s and es
hem. In bo h cases, he assembly line and es ing line, a e composed o se e al wo ks a ions assigned
o di e en p oduc ion s eps. Each wo ks a ion has a Machine y and equipmen (MAE) and may ha e
mo e han one Machine specialis suppo (EWAK), depending on he p oduc a ian s p oduced on ha
lexible assembly line. Mo eo e , he MAE is he wo kbench ha suppo s EWAK, which in u n is he
suppo equipmen o he p oduc du ing he assembly and he es ing p ocess.
The manu ac u ing concep can be ansla ed in o se e al s eps which a e illus a ed in Figu e 24.
Figu e 23 - Global indus ializa ion eam cha (Sou ce: own elabo a ion)
48
Figu e 24 - Miles ones o Manu ac u ing Concep o a global indus ializa ion p ojec (Sou ce: own elabo a ion)
Fi s ly, he manu ac u ing concep s a s wi h he Planning Guideline (PGL) ha includes a se ies o
wo kshop ac i i ies, which should be coo dina ed by he Global Ind. PjM and in which one expe eam
membe om each manu ac u ing plan should pa icipa e and con ibu e wi h ele an inpu s o he
p ojec planning.
PGL ac i i ies a e aligned wi h PEP ac i i ies and include he de ini ion o p oduc design using he
Design o Manu ac u ing and Assembly
4
, he cla i ica ion o objec i es wi h hei con inuous imp o emen
h ough he Sys em CIP
5
, he s udy o planning and in es men al e na i es o P oduc ion planning as
P oduc ion Li e Cycle Planning, and he planning o he alue chain and p oduc ion p ocess using Value
S eam Design
6
, Scaling
7
and Lean Line Design
8
.
Bosch P oduc ion Sys em p inciples (pull sys em, p ocess o ien a ion, pe ec quali y, lexibili y,
s anda diza ion, anspa ency, con inuous imp o emen , was e elimina ion, and associa e in ol emen
and empowe men ) ha e o be conside ed du ing he manu ac u ing concep de ini ion o any p ojec ,
imp o ing he quali y, cos s, and deli e y pe o mance.
A e he Global PGL oll-ou , i is ime o de ine he wo ks a ions speci ica ion ha include he MAE
and EWAK equi emen s, p ocess lows, and echnical de ails o each wo ks a ion. In he case o a global
p ojec , he wo ks a ion speci ica ion is ans e sal o all manu ac u ing plan s, so he global eam mus
be in ol ed in he speci ica ion design, e iew, and app o al o all wo ks a ions.
The equipmen ’s s anda diza ion is de ined by he CoC o du ing lead line wo kshops, as PGL
ac i i ies.
The CoC is esponsible o speci y he s anda d equi emen s o manu ac u ing p ocesses and es
concep s in he equipmen ’s speci ica ion ca alog, designed as P oduc Requi emen s o P oduc ion
4
The Design o Manu ac u ing and Assembly is a me hodology ha h ough simul aneous enginee ing aims o educe he cos s o design and manu ac u e
o p oduc s.
5
The Sys em CIP is a me hodology ha p omo es he knowledge o all p ojec cause-e ec in e ac ions o espond as soon as possible o de ia ions om
s anda ds.
6
The Value S eam Design iden i ies was es and hei causes ac oss he alue chain.
7
The Scaling sys ema ically analyzes possible assembly al e na i es o p omo e he manual p ocess a he beginning o he p ocess.
8
The Lean Line Design e i ies he use o Lean p inciples, balancing he ope a o 's wo k wi h he equipmen 's wo k, and minimizing he s oppage ime.
49
(PRP). The s anda d de ined in PRP is applicable o all manu ac u ing plan s in ol ed in he p ojec and
mus be ensu ed by he LLP.
Once all global wo ks a ion speci ica ions de ined, i should be iled in a sha ed p ojec olde and
upda ed by ASO/TSO when necessa y.
In his way, i was impe a i e o analyze all manu ac u ing concep equi emen s ha mus be me o
he same p oduc o be manu ac u ed in di e en loca ions ac oss he wo ld. In he “Lead Line Plan
P ocess” Di ec i e, was desc ibed as p emises o he manu ac u ing concep in all ac o ies:
• Same p ocess, conside ing ha is possible o ha e equipmen wi h di e en au oma ion le el
(e.g. manual and au oma ic sc ewing);
• Same p oduc ion sequence;
• Iden ical wo kbench MAE, acco ding o au oma ion le el;
• Iden ical EWAK o iden ical p ocesses, acco ding o au oma ion le el;
• Same p ocess pa ame e se up, acco ding o he P oduc Requi emen s o P oduc ion, he
De ice Assembly Speci ica ion (DAS), and he P oduc Tes and Alignmen Speci ica ion o
P oduc ion (PAV);
• Same p oduc es ing, including he same so wa e base, he same es ing co e age and an
iden ical es ing ime;
• Iden ical P ocess Failu e Model and E ec s Analysis (P-FMEA) and Con ol Plan, using he same
s uc u e wi h egula alignmen s;
• Same wo kbench so wa e base wi h local pa ame e iza ion due o en i onmen al in luences;
• Adap ed deg ee o au oma ion le el o each loca ion acco ding o he bes possible comme cial
solu ion con e ing he TCO, using he PRP as e e ence;
• The equipmen 's euse mus be conside ed and p omo ed.
All p ocess de ia ions be ween he manu ac u ing plan s mus be app o ed by he Synch oniza ion
Manage o he p ojec and documen ed in o he de ia ion lis (Annex II) wi h a p ope desc ip ion o he
eason o he de ia ion and he associa ed isk analysis.
The “Lead Line Plan P ocess” Di ec i e does no conside as manda o y o global s anda diza ion he
ollowing pa ame e s o manu ac u ing concep :
50
• Su ace-Moun Technology p ocess
9
;
• Plan acili ies (e.g. building’s en i onmen condi ions, signals gene a o s, illumina ion sys em);
• P oduc ion line layou s, suppo bases wo k in p og ess, MAE scanne s quan i y and posi ion,
MAE ac ylic co e s, MAE suppo ba s dimension and posi ion, sc ew eede s posi ion, bu ons
loca ion, cables d ess (e.g. in case o di e en a ian s);
• Manu ac u ing plan s’ s anda ds (ex: logis ics’ s anda ds as shel es, ays and epacking boxes,
and p oduc s packaging);
• P oduc and ma e ial handling (e.g. using di e en handling sys ems);
• Plan o -line s anda ds (e.g. p in ing pool, p oduc pa s ewo ks, and ou sou cings).
Once he manu ac u ing concep is de ined, he nex s ep is he selec ion o equipmen 's sou cing
s a egy ha can di e be ween pu chasing he MAE and EWAK om a global supplie o a local supplie .
In he case o a global supplie , he equipmen 's global p ocu emen is based on he de ined
speci ica ion and is pe o med, o each manu ac u ing plan , a nego ia ion p o ocol acco ding o he
ag eed au oma ion le el. Since he equipmen is de eloped and implemen ed by he same supplie in all
manu ac u ing plan s, his op ion makes he equipmen 's s anda diza ion be ween ac o ies easie .
Howe e , when i comes o he equipmen 's implemen a ion, a global supplie ends o ake longe han
local supplie s, e en i he global supplie may ha e se e al b anches a ound he wo ld.
On he o he hand, he local supplie sou cing applies he “Local o Local s a egy”, which uses a
common global speci ica ion ha will be he basis o equipmen ’s de elopmen in he di e en local
supplie s o he ac o ies dispe sed wo ldwide. Unde hese ci cums ances, he LLP is esponsible o he
equipmen 's design s anda diza ion and coo dina ion, conside ing he deg ee o au oma ion and local
acili ies o each manu ac u ing plan . When he same au oma ion le el is applicable among ac o ies is
nomina ed one local supplie o de elop he wo ks a ion and o ill he necessa y documen a ion o he
duplica ion by he local supplie s om he o he manu ac u ing plan s.
The global manu ac u ing s a egy should be chosen conside ing ha manu ac u ing plan s mus
ensu e he s anda diza ion o indus ializa ion equipmen and p ocesses be ween hem bu , a he same
ime, s i e o he e icien use o wo ldwide s uc u es and sea ch o he op imiza ion o local esou ces,
as in he case o euse o equipmen .
9
The Su ace-Moun Technology p ocess is a me hod o assemble elec onic ci cui s, moun ing and placing elec onic componen s di ec ly in o he su ace
o p in ed ci cui boa ds.
51
A e aligning he manu ac u ing concep and choosing he bes s a egy o pu chase he equi ed
equipmen , i begins he implemen a ion o p oduc ion lines ha in ol e a an ea ly s age he p e-
accep ance o s a ions by he cus ome , hen he in eg a ion o equipmen in CM manu ac u ing plan s
and, a las , he inal accep ance o equipmen . These phases will be explained in he nex s ep, p oduc ion
acco ding planning.
4.2.4 P oduc ion acco ding planning
The las s ep o a global indus ializa ion p ojec is o implemen he planned p oduc ion in each
manu ac u ing plan o he p ojec .
The i s ins alla ion o a new line, new manu ac u ing concep , and new equipmen in each
manu ac u ing plan mus be coo dina ed by he Global Indus ializa ion PjM. Mo eo e , he se up o he
new EWAK o MAE mus be o ganized by he LLP and he CM global eam.
The duplica ion o a line o equipmen mus be ensu ed by each manu ac u ing plan o ganiza ion
acco ding o he plan 's p oduc ion planning, which mus eques he suppo o he LLP o ganiza ion, i
necessa y.
Du ing he indus ializa ion p ocess o se e al p oduc a ian s in mul iple manu ac u ing plan s o a
global p ojec , any de ia ion om he equi emen s de ined in he equipmen 's speci ica ion o any
possible imp o emen on he equipmen esul s in open poin s ha a e asks ha need o be comple ed
o ensu e he p ope ope a ion o he equipmen and o be able o suppo se ies p oduc ion.
The Open Poin Lis is a ool used o c ea e and manage all open poin s ecognized du ing he
indus ializa ion p ocess, i.e., om he p e-accep ance p ocess un il he line elease. Once all open asks
a e comple ed, he p oduc ion sys em is a ailable o success ully mass-p oduce.
E e y new p oduc ion line app o al s a s wi h he p e-accep ance p ocess, which is he equi emen s
check by he cus ome , usually on he supplie si e. The supplie is esponsible o p o iding he
equipmen acco ding o he p ede ined speci ica ion, once de ec ed a de ia ion du ing he p e-accep ance
p ocess is pe o med an immedia e e alua ion and an ac ion plan o ensu e he equipmen 's con o mi y
be o e he deli e y and ins alla ion on CM manu ac u ing plan s.
A e he p e-accep ance o he equipmen is he commissioning p ocess, ha means he line
ins alla ion on Bosch acili ies whe e he supplie is esponsible o pe o m he se up o new p oduc ion
lines, manu ac u ing concep s, and equipmen a he CM manu ac u ing plan s. In addi ion o he
ins alla ion p ocess, he supplie mus also p o ide a demons a ion o he equipmen 's ope a ing o he
plan 's p ojec eam esponsible and main enance eam.

52
Du ing he commissioning p ocess, in case o any p oblem o any possible imp o emen on he
equipmen being ecognized by he Assembly/Tes ing S a ion Rep esen a i e, he necessa y ac ions mus
be aligned wi h he S a ion Owne and he Synch oniza ion Manage .
The inal accep ance is he las app o al be o e he line elease o mass p oduc ion, so i occu s a e
he implemen a ion o all equi ed ac ions om he open poin s. In he case o missing he p e ious
s anda d ag eemen , i mus be ag eed be ween he CM eam and he supplie , due da es o he
co ec i e ac ions.
In sho , he manu ac u ing equipmen is imp o ed un il achie ing he ma u i y le el and obus ness
equi ed o suppo mass p oduc ion. In he case o global p ojec s, o ensu e he equipmen 's
s anda diza ion and each a high le el o wo ldwide e iciency, i is impo an o align common solu ions
and ans e ele an know-how o he o he manu ac u ing plan s o he p ojec . In his way, in he “Lead
Line Plan P ocess” Di ec i e was di e en ia ed wo communica ion lows, depending on whe he he
change in equipmen o p ocess is local o global.
The p ocess low A is ela ed o global issues, which means ha a e changes ha a ec mo e han
one manu ac u ing plan and can be:
• P ocess Change Reques (PCR) - Open poin s om CM global eam whene e is necessa y o
make p ocess changes agains he la es MAE and EWAK speci ica ion index (e.g. new assembly
s ep, di e en assembly sequence, p oduc design change);
• New equi emen – Open poin s om CM global eam ega ding new eques s no speci ied in o
he o iginal speci ica ion o he wo ks a ion;
• New a ian kick-o – Open poin s om CM global eam due o a new p oduc o new a ian (s)
o be p oduced in he exis ing p oduc ion line o equipmen ;
• Lessons lea ned – Open poin s om CM global eam acqui ed om expe iences conce ning
quali y, pe o mance, cos s, and sa e y. In his way, he yoko en p ocess o ho izon al ans e ing
o knowledge ac oss an o ganiza ion mus be applied o he o he manu ac u ing plan s o
eplica e imp o emen s and p e en he eoccu ence o mis akes.
The iden i ica ion o a global p oblem o a possible imp o emen in o he manu ac u ing p ocess
begins wi h he communica ion be ween he Assembly/Tes ing S a ion Rep esen a i e o he plan whe e
he issue was de ec ed and he Assembly/Tes ing P ocess Leade (Figu e 25).
53
Once i is a global issue, he in o ma ion is sha ed wi h he o he manu ac u ing plan s o he p ojec
h ough he communica ion boa d, whe e is s o ed he Open Poin Lis o he p ojec .
The communica ion boa d is essen ial o manage he signi ican amoun o da a and in o ma ion
ega ding he manu ac u ing changes in all plan s o he p ojec . In his way, he suppo ool o
communica ion and issues acking, as Ra ional Team Conce (RTC) and Ji a, mus be used o all
membe s in ol ed in he p ojec .
On he OPL, each icke e e s o an iden i ied p oblem o an imp o emen sugges ion and is
indi idually sha ed by he issue o he new poin , and he Assembly S a ion Owne un il is achie ed a
iable cou se o ac ion o each he desi ed solu ion o all plan s (Figu e 26). The necessa y ac ions o
close he poin can include he inpu o he CoC o s anda d p ocess de ini ion, he Synch oniza ion
Manage o e en ual necessa y alignmen , he supplie o se ice execu ion, and he Simul aneous
Enginee ing eam o suppo he p oduc assembly and es ing (Figu e 25).
Figu e 25 - Communica ion ega ding global issues (Sou ce: own elabo a ion)
54
Figu e 26 - Wo k low ega ding global issues (Sou ce: own elabo a ion)
The p ocess low B is ela ed o plan issues, which means ha hey e e o changes ha a ec only
one manu ac u ing plan and hey can be:
• P e-accep ance - Open poin s om CM plan du ing he p e-accep ance p ocess;
• Commissioning - Open poin s om CM plan du ing he commissioning p ocess;
• Final accep ance - Open poin s om CM plan du ing he inal accep ance p ocess;
• Bug - Open poin s om CM plan ega ding unc ional poin s, spa e pa s, line b eakdown, and
capabili y issues.
The p ocess low B e e s o lines b eakdown, equipmen capabili y (e.g. OEE), unc ional poin s, spa e
pa s issues, p oblems om p e-accep ance, commissioning o inal accep ance, and can also be
applicable o quo a ions, pu chase o de s, and line and s a ion duplica ions issues. A e he Assembly
o Tes ing S a ion Rep esen a i e and he Assembly o Tes ing P ojec Leade be no iced, he supplie is
esponsible o sol e he de ec ed p oblem. In he case o he supplie does no sol e immedia ely he
aised issue, i is ollowed on he communica ion boa d un il i is closed (Figu e 27).
55
Figu e 27 - Communica ion low ega ding plan issues (Sou ce: own elabo a ion)
A e opening a new icke on he communica ion boa d, he poin is discussed wi h he supplie o
implemen he co ec i e ac ions necessa y o i s esolu ion (Figu e 28). In he case o yoko en
applicable, a e he alida ion on he manu ac u ing plan ha e ases he poin , he in o ma ion ega ding
he modi ica ion pe o med should be ans e ed o he o he manu ac u ing plan s o he p ojec .
Figu e 28 - Wo k low ega ding plan issues (Sou ce: own elabo a ion)
On he communica ion boa d, ei he on he global issues o on plan issues, he “Ticke Responsible”
is he pe son who c ea es he new open poin and mus ack he p og ess o he poin acco ding o he
u gency and expec ed esolu ion da e.
The equipmen ’s main enance and oubleshoo ing a e esponsibili y o each manu ac u ing plan .
62
Table 2 - Assessmen c i e ia o MAE and EWAK in each phase o he p ojec (Sou ce: own elabo a ion)
Le el
QGC0 &
QGC1
QGC2
QGC3
QG4 &
QG5
0%
Global PGL no planned o manu ac u ing concep no ag eed and/o
no app o ed by managemen
x
-
-
-
Manu ac u ing concep no aligned wi h Lead Line plan coo dina ion
-
x
x
x
25%
Pending manu ac u ing concep app o al by managemen
-
x
x
x
50%
Manu ac u ing concep aligned wi h Lead Line plan coo dina ion
-
x
x
x
Simila manu ac u ing concep wi h di e en au oma ion le el
app o ed by managemen
-
x
x
x
Equipmen ’s euse app o ed by managemen
-
x
x
x
Open poin s
-
>30
>20
>10
75%
Manu ac u ing concep aligned wi h Lead Line plan coo dina ion
-
x
x
x
Simila manu ac u ing concep wi h di e en au oma ion le el
app o ed by managemen
-
x
x
x
Equipmen ’s euse app o ed by managemen
-
x
x
X
Open poin s
-
>15 &
≤30
>10 &
≤20
>3 &
≤10
100%
Global PGL oll-ou ongoing
x
-
-
-
Manu ac u ing concep aligned wi h Lead Line plan coo dina ion
-
x
x
X
Simila manu ac u ing concep wi h di e en au oma ion le el
app o ed by managemen
-
x
x
X
Equipmen ’s euse app o ed by managemen
-
x
x
X
Open poin s
-
≤15
≤10
≤3
In case o he a ian is p oduced only in one manu ac u ing plan
-
x
x
X
I he equipmen o p ocess ha e no been app o ed by managemen , i is assigned a a ing o 0%,
being necessa y o unde s and he easons ha led o i s implemen a ion ejec ion. F om he QG2, i is
conside ed a a ing o 0% when he concep is no globally aligned.
The 25% a ing is assigned o he p ocess whene e in QG2, QG3, QG4 o QG5, he manu ac u ing
concep is pending by he managemen app o al.
Conside ing now ha he manu ac u ing concep is al eady app o ed and unde he coo dina ion o
Lead Line Plan and only has a di e en deg ee o au oma ion le el han he o he ac o ies o i is used
exis en equipmen , a a ing o 50%, 75% o 100% may be gi en. The di e en ia ing ac o is he numbe
o open poin s o his p ocess in he espec i e ac o y, because, as al eady men ioned, he OPL o he

63
p ojec includes all poin s ega ding p e-accep ance, commissioning, inal accep ance, OPL (bug),
p ocess change eques , new equi emen , and new a ian kick-o issues.
A he ope a ing le el, a e de ec ing he p oblem o imp o emen o he equipmen o p ocess, he
poin is conside ed as open when a icke is c ea ed in he p ojec 's Open Poin Lis . Once he eam
aligned he equi ed asks o close he poin , i is conside ed closed when he changes a e implemen ed
and alida ed by ac o ies.
Once he p ojec open poin s ansla e he pending asks ela ed o changes in equipmen and
p ocesses, he lowe he numbe o open poin s, he close i is om he ma u i y s a e needed o mass
p oduc ion.
In he Lead Line P ojec , he di e en ac o ies a e in di e en en i onmen al con ex s, in coun ies
such as Malaysia and China conside ed low-cos coun ies, he wages end o be lowe han in Po ugal.
In p o i able e ms, a highly au oma ed p ocess is mo e p o i able o he Po uguese plan so, a e
managemen app o al, di e en au oma ion le els may be possible o simila equipmen , depending on
he mos p o i able si ua ion o he p ojec .
Equipmen euse is also a measu e o cos sa ings, whe e simila ac o y equipmen can and should
be used i managemen conside s i app op ia e. Any di e ences ha may exis due o he euse o
equipmen should be imp o ed un il i becomes as simila as possible o he o e all aligned solu ion.
Addi ionally, i is necessa y o men ion ha he 100% a ing can also be assigned du ing QG0 o QG1,
when he manu ac u ing concep is app o ed, d i ing o he PGL ac i i ies ealiza ion associa ed wi h he
p ocess.
I he p oduc a ian is p oduced only in one ac o y, he equipmen is always a ed a 100%, once
he p ocess does no equi e a global alignmen .
Gi en he e alua ion c i e ia, i is impo an o unde s and how is calcula ed he deg ee o
s anda diza ion which can be achie ed by he o e all a e age o he p ojec , h ough he a e age
classi ica ion o all p ocesses in e e y manu ac u ing plan s, unde he o al numbe o p ocesses.
The Deg ee o s anda diza ion is de ined as ollows:
Deg ee o S anda diza ion (%)=P ocesses assessmen (a e age o all plan s)
To al p ocesses
To simpli y he esea ch analysis will be conduc ed a sepa a e s udy o MAE and EWAK. To s udy he
le el o ma u i y o he MAE and EWAK om all manu ac u ing plan s was de ined as a andom ca ego ical
a iable - X - which will be anked om 0%, 25%, 50%, 75% o 100%.
64
In he Excel ool, we e made wo empla es o he deg ee o s anda diza ion applica ion, o bo h MAE
(Table 3) and EWAK (Table 4). These empla es we e in eg a ed in o he "Lead Line Plan P ocess"
Di ec i e o be used in e e y global indus ializa ion p ojec om Bosch Ca Mul imedia in he u u e.
In he case o MAE, he a ian s unde analysis o s udy he le el o ma u i y o he MAE in all
manu ac u ing plan s, i was de ined as:
X i,j = “MAE om wo ks a ion i on he plan j”
i ϵ {p ocess 1, p ocess 2, p ocess 3, …}
j ϵ {plan A, plan B, plan C, …}
Meanwhile, o EWAK he deg ee o s anda diza ion analyses he ollowing a ian s:
X i,j,w = “EWAK om wo ks a ion I o a ian j on he plan w”
Table 3 - Templa e deg ee o s anda diza ion o MAE (Sou ce: own elabo a ion)
65
i ϵ {p ocess 1, p ocess 2, p ocess 3, …}
j ϵ { a ian A, a ian B, a ian C, …}
w ϵ {plan A, plan B, plan C, …}
This pa o he s udy combines he da a o Lead Line P ojec o Bosch company wi h he p e iously
desc ibed amewo k. Al hough his indica o is in ended o longi udinal analysis o he p ojec due o he
limi ed ime o he esea che in he company, his indica o only was applied once.
Th ough he RTC ool, i was possible o ex ac he da a o he numbe o open poin s conce ning he
p e-accep ance, commissioning, inal accep ance, OPL (bug) , p ocess change eques , new equi emen ,
and new a ian kick-o , o each MAE p ocess and o each ac o y o he Lead Line P ojec . The
e minology no applicable (n.a.) is used when he ac o y does no ha e he espec i e p ocess. In Annex
IX is coun ed he o al open poin s om he MAE o each p ocess a he manu ac u ing plan s loca ed in
Malaysia, Po ugal, and China.
Table 4 - Templa e deg ee o s anda diza ion EWAK (Sou ce: own elabo a ion)
66
The same p ocess was done o he EWAK, ex ac ing he open poin s o se e al p oduc a ian s om
he RTC ool, and can be seen in Annex X, Annex XI and Annex XII, o PgP1, B gP and WhuP, espec i ely.
To simpli y he analysis o he exposed da a, i is assumed ha all p oduc a ian s a e in he same
phase o he li e cycle, which is in QGC4. I is only conside ed one o he exis ing p oduc ion lines in each
ac o y since he duplica ion o lines o equipmen is om he esponsibili y o each ac o y. The same
happens wi h equipmen changes, which, once alida ed, mus be duplica ed in he simila equipmen o
he ac o y and mus be ensu ed by he plan eam.
Applying he deg ee o s anda diza ion on he Lead Line p ojec esul ed in he Annex XIII o MAE and
Annex XIV, Annex XV, Annex XVI and Annex XVII o EWAK.
Thus, depending on he numbe o open poin s o each equipmen , MAE o EWAK, a pe cen age was
alloca ed acco ding o he c i e ia o Table 2 du ing QGC4.
A e assigning he pe cen ages, he a e age o MAE om each p ocess was calcula ed, as we can
see in he example o p ocess 1 o he MAE equipmen , and om each ac o y.
Deg ee o S anda diza ion P ocess 1
=P ocess 1 (PgP1)+ P ocess 1 (B gP)+ P ocess 1 (WhuP)
To al p ocesses (PgP1 + B gP + WhuP)
=100% +75% + n. a.
2=87,5%
Subsequen ly, he a e age o EWAK om each p ocess o he mul iple a ian s o he di e en ac o ies
was calcula ed, as in he example o p ocess 17 o a ian X1, and i was also de e mined he a e age
o each a ian pe ac o y.
Deg ee o S anda diza ion P ocess 17 a ian X1
=P ocess 17 a ian X1 (PgP1)+ P ocess 17 a ian X1 (B gP)+ P ocess 17 Va ian X1 (WhuP)
To al p ocesses (PgP1 + B gP + WhuP)
=75% +100% +100%
3=91,67%
The Deg ee o S anda diza ion o MAE equipmen (Annex XIII) p o ided a clea o e iew o he s a us
o each p ocess globally. The main c i ical p ocesses in p oduc ion line D a e p ocesses 31, 34, 35, and
37, which a ec he manu ac u ing plan s loca ed in Penang and B aga. As i is possible o obse e in
Figu e 29, p ocess 35 is he one ha equi es he highes a en ion as i is a ed a 50% o bo h PgP1
67
and B gP, meaning ha he MAE o p ocess 35 a he ime o he e alua ion has mo e han 10 open
poin s in each ac o y. This p ocess has a alue o 50% in he deg ee o s anda diza ion o he p ojec
signed wi h a ed ci cle in Figu e 29.
Figu e 29 - C i ical P ocesses om Assembly Line D (Sou ce: own elabo a ion)
In addi ion o p oduc ion line D, he p oduc ion line F is he only one ha also has p ocesses wi h a
global classi ica ion o 50%, namely p ocess 53 and p ocess 59 (Figu e 30). Conce ning p ocess 57,
al hough in PgP1 and WhuP has a a ing o 50%, in B aga ac o y has mo e han 3 bu less han 10 open
poin s ega ding he MAE, which esul s in a a ing o 75%.
Figu e 30 - C i ical P ocesses om Assembly Line F (Sou ce: own elabo a ion)
These esul s show ha in he case o MAE, hese c i ical p ocesses should be he ocus o p ojec
eam. Once he c i ical p ocesses in e ms o global s anda diza ion a e iden i ied, he p ojec manage
should e i y he ca ego y o he open poin s om he c i ical p ocesses o check i any alignmen o

68
in o ma ion sha ing be ween he eam membe s o he di e en ac o ies a e equi ed o o ou line he
necessa y ac i i ies as soon as possible.
Usually, open poin s ela ed o p ocess change eques s and new equi emen s o he p e ious
speci ica ion o he equipmen end o be longe poin s o close due o he implemen a ion and alida ion
ime in p oduc ion. The e o e, he p ojec manage should conside hese poin s as a p io i y du ing eam
mee ings o e en as a p io i y in mee ings wi h supplie s a e he o e all in e nal CM solu ion is aligned.
F om he MAE analysis, i was possible o conclude ha PgP1 is he ac o y mo e uni o m ega ding
he in ended equi emen s o each p ocess. On he o he hand, WhuP is he ac o y less s anda d
compa ed o he es o he p ojec 's ac o ies, his means ha he plan loca ed in Wuhu, he se e al
MAE ha e mo e changes and co ec ions o be made.
In he analysis o he EWAK equipmen (Annex XIV, Annex XV, Annex XVI and Annex XVII), only p ocess
53 o a ian X1 was iden i ied as c i ical. In o he wo ds, he EWAK om p ocess 53 o a ian X1 is he
one ha needs he mos a en ion om he p ojec eam as i is a he om being able o suppo se ial
p oduc ion.
4.4.2 Deg ee o Implemen a ion
The Deg ee o Implemen a ion is a Key Pe o mance Indica o based on he closed poin s o each
manu ac u ing plan , aiming o unde s and he cu en si ua ion o each ac o y and, simul aneously,
compa e wi h he si ua ion o he o he manu ac u ing plan s.
This indica o quan i ies he pe cen age o closed poin s o each manu ac u ing plan by he o al
poin s o ha same ac o y.
Basically, he Deg ee o Implemen a ion can simply be de ined as:
Deg ee o  Implemen a ion (%)=Closed poin s
To al poin s ×100
As a esul , he highe numbe o closed poin s, he g ea e will be he deg ee o implemen a ion o
he manu ac u ing plan .
Applying now his KPI in o he Lead Line P ojec , all poin s o he p ojec since he beginning o he
indus ializa ion p ocess un il he e alua ion da e we e coun ed. Thus, Table 5 includes he o al poin s
o each manu ac u ing plan , he numbe o closed poin s, and also, he numbe o open poin s ha we e
al eady ex ac ed o ul ill he deg ee o s anda diza ion.
69
Table 5 - Open poin s, closed poin s and o al poin s o each manu ac u ing plan (Sou ce: own elabo a ion)
Open Poin s
Closed Poin s
To al Poin s
PgP1
719
2276
2995
B gP
552
1983
2535
WhuP
151
456
607
Fo each plan , he da a necessa y o comple e he deg ee o implemen a ion was collec ed, ob aining
a g aph o he cu en si ua ion and he pe cen age o indus ial ma u i y o he equipmen , including MAE
and EWAK ep esen ed in Figu e 31 (PgP1), Figu e 32 (B gP) and Figu e 33 (WhuP).
Figu e 31 - Poin s s a us o PgP1 (Sou ce: own elabo a ion)
Deg ee o  Implemen a ion PgP1 (%)= 2276
2995 × 100 = 75,99%
Figu e 32 - Poin s s a us o B gP (Sou ce: own elabo a ion)
Deg ee o  Implemen a ion B gP (%)= 1983
2535 × 100 = 78,22%
719
2276
PgP1
Open Poin s Closed Poin s
552
1983
B gP
Open Poin s Closed Poin s
70
Figu e 33 - Poin s s a us o WhuP (Sou ce: own elabo a ion)
Deg ee o  Implemen a ion WhuP (%)= 456
607 × 100 = 75,12%
C ossing he deg ee o implemen a ion ob ained in each ac o y is possible o ealize ha in e ms o
o e all indus ial ma u i y o equipmen , he ac o y loca ed in Wuhu has he lowes alue being he ac o y
conside ed he la es ac o y in he p ocess o implemen ing changes in equipmen and p ocesses.
By ans e ing he p ojec poin s o he RTC managemen suppo ool, his indica o has been
simpli ied by il e ing he ele an ields o he analysis. In his way, he RTC allows he collec ion o he
o al poin s, open poin s and e en closed poin s o each ac o y.
Cu en ly, he Deg ee o implemen a ion inco po a es he mon hly p ojec s a us epo o he en i e
eam and he managemen , p o iding an easy- o-unde s and iew o he cu en s a e o each
manu ac u ing plan .
Such as he Deg ee o S anda diza ion, his indica o also p o ides anspa ency ega ding he wo k
done and p ojec 's pending asks. Howe e , bo h indica o s ha e some limi a ions ha will be exposed in
he nex chap e and ollowed by imp o emen p oposals o u u e esea ch.
151
456
WhuP
Open Poin s Closed Poin s
71
5. CONCLUSIONS AND FUTURE RESEARCH
This disse a ion p ojec had a ocus on he de elopmen o indica o s o assess he s anda diza ion
o equipmen and p ocesses in global indus ializa ion p ojec s. To his end, he esea ch wo k ollowed
a case s udy s a egy conduc ed a Bosch Ca Mul imedia, whe e he esea che was able o
comp ehensi ely unde s and he complexi y o a global p ojec in he au omo i e indus y.
F om he li e a u e e iew, i was possible o conclude ha he compe i i eness o ma ke s led
companies o expand hei ba ie s beyond na ional bounda ies and o adop global p oduc ion ne wo ks
o compe e and coope a e o a g ea e sha e o alue. The au omo i e indus y has also e ol ed in o
mass cus omiza ion p oduc ion wi h a use - ocused app oach, p oducing in di e en loca ions a ound he
wo ld wi h new lexible p oduc ion lines ha inco po a e p oduc di e en ia ion in a con olled and
op imized way.
Du ing he de elopmen o his s udy, he esea che accomplished he i e goals p oposed, s a ing
wi h he analysis o a global indus ializa ion p ojec a Bosch, he Lead Line P ojec . This allowed he
collec ion o da a h ough quali a i e echniques, being he pa icipan obse a ion on he mee ings
be ween all CM eam membe s om Penang, B aga, and Wuhu, and also be ween CM eam and global
supplie s, he mos ele an sou ce o da a ga he ing used du ing his s udy. Howe e , he di ec
obse a ion o p oduc ion lines du ing line walks in B aga plan , and he analysis o documen s, also
con ibu ed o s udy he Lead Line P ojec ha began by iden i ying he equipmen and p ocesses o he
di e en manu ac u ing plan s dispe sed wo ldwide, which mee s he i s objec i e p oposed,
"s udy he
equipmen and p ocesses ha compose he indus ializa ion p ocess o a global p ojec in he au omo i e
indus y”
.
The second goal p oposed was o
“iden i y he ac o s ha cause equipmen di e en ia ion be ween
manu ac u ing plan s in a global indus ializa ion p ojec ”
ha he esea che , h ough he con ac wi h
he indus ial eali y, concluded ha he main di e ences in equipmen come om de ec i e ma e ials,
cus ome claims, cos s eplacemen o ma e ials and equipmen , as well as in e en ions by he
main enance eam.
As a esul o he s udy done o he Lead Line P ojec , i was possible o iden i y he main weaknesses
o he p ojec and unde s and he main di icul ies in managing all in o ma ion ela ed o i . In his way,
eme ged he need o
“de ine an app oach o add ess he di icul ies o managing an indus ializa ion
p ojec in se e al coun ies”
which e e s us o he Lead Line App oach desc ibed in he “Lead Line Plan
P ocess” Di ec i e. The Cen al Di ec i e was de eloped o guide he global eam, since he de elopmen
o he p oduc un il i s indus ializa ion in manu ac u ing plan s dispe sed a ound he wo ld.
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ANNEXES
82
ANNEX I – CHARACTERISTICS OF SAMPLES DEVELOPED IN PEP PHASES
A sample (o P o o ype Sample P oduc ion - PSP):
• Func ional p o o ype wi h a low le el o ma u i y and only pa ially inal ma e ials and semi-
inished pa s
• Sui able o unc ion es s bu no o endu ance es s
• Res ic ions in unc ion, ega ding cus ome and Bosch speci ica ions ( o ins ance,
ope a ing ol age, ope a ing empe a u e, appea ance and dimensions)
B sample (o De elopmen Sample P oduc ion):
• P o o ype wi h a high le el o ma u i y, la gely made om inal (i.e. de ined o se ies
p oduc ion) ma e ials and semi- inished pa s
• Connec ing and moun ing dimensions co espond o he se ies p oduc ion
• Sui able o endu ance es s and p elimina y es s o cus ome o es ing he o e all
unc ional scope and he echnical equi emen s
C sample (o Tools Sample P oduc ion - TSP):
• P o o ype ha con i ms in e nal p oduc elease and inaliza ion o he de elopmen phase
• Design is e i ied and hen alida ed by he cus ome
• P ocesses and ools a e inished, as a as hey a ec p oduc p ope ies, and se ies
unc ionali y is a ailable
• So wa e speci ica ion is possibly no ye comple ely ul illed
D sample (o Pilo ):
• Sample ha comple ely ul ills speci ica ion and ha is p oduced on pilo se ies
• All pa s a e p oduced wi h se ies p oduc ion ools and p ocesses
• Moun ed and es ed unde se ies p oduc ion condi ions
• So wa e has he o ma o he se ies p oduc ion
83
ANNEX II – DEVIATION LIST

84
ANNEX III – PROCESSES PER PRODUCT VARIANT IN PGP1
85
86
ANNEX IV – PROCESSES PER PRODUCT VARIANT IN BRGP
87
94

95
ANNEX X – TOTAL OPEN POINTS OF EWAK FROM PGP1
96
97
ANNEX XI – TOTAL OPEN POINTS OF EWAK FROM BRGP
98
99
ANNEX XII – TOTAL OPEN POINTS OF EWAK FROM WHUP

100
101
ANNEX XIII – DEGREE OF STANDARDIZATION OF MAE
102
103
ANNEX XIV – DEGREE OF STANDARDIZATION OF EWAK FROM PGP1
110

111