新西兰ps代写：Uddevalla的设计项目
新西兰ps代写：Uddevalla的设计项目
Uddevalla的设计过程始于1985年。1989年，在沃尔沃的管理者和工程师以及当地和全国的工会和研究人员进行了长期的积极合作之后，这家工厂正式投产。该项目是沃尔沃总经理在社会和人性基础上的宠儿(Hannah 1994)。为了保证生产和长工作周期时间等设计过程都是并行进行的，从而实现更高层次的生产、灵活性和质量，学者们提供了一个长期的研究传统。整个项目的一个基本概要是当时瑞典劳动力市场的情况，完全就业意味着行业的招聘问题(Delahaye 2004)。Uddevalla的访问者在这段运行时间内会立即注意到生产正在小规模进行。建筑工艺设计由中心建筑、2个三叶草结构和3个小建筑组成。将提供关于设计结构和过程设计中涉及的各种元素的进一步资料。
新西兰ps代写：Uddevalla的设计项目
有几个设计原则影响了工厂的工艺设计;第一个是劳动力技能不足(Clark 2006)。工会和最高管理层强调劳动力的高价值表现质量，并以一种确保招聘与保证生产力的能力有关的工人的方式(Delahaye 2004)。整个项目的一个重要背景是瑞典国内劳动力市场的关键情况。有一个完整的就业范围涉及整个行业的招聘问题。在Uddevalla的运作期间，人们注意到，在相对较小的规模上，生产是突出的(宝洁2008年)。Uddevalla的过程模型更倾向于精益生产的原则，主要努力实现快速交付、面向客户和工人学习和参与。然而，在实现最终目标的来源方面存在着某些差异。对于过程设计的感知，由于生产系统的高度并行化，有两个问题需要得到显著的解决。
新西兰ps代写：Uddevalla的设计项目
The Uddevalla design process started in the year 1985. In the year 1989, opening of the factory for this plant took place after a long active cooperation process between managers and engineers of Volvo as well as local and national unions and researchers. The project was a pet project for the general managers of Volvo oriented on social and humanity basis (Hannah 1994). A long research tradition was provided by the academics in order to ensure that all the processes of design such as production and long work cycle time are in parallelization to each other as a manner to achieve production, flexibility and quality of higher level. An essential brief to the complete project was the situation of Sweden’s labor market at the time with complete employment implying industry’s recruitment issues (Delahaye 2004). An Uddevalla visitor during this operating time immediately could note that production is taking place on small scale.The design of the building process constituted of a central building and 2 structures with clover leaf along with 3 small buildings. Further information will be given regarding the design structures and various elements involved within the process design.
新西兰ps代写：Uddevalla的设计项目
There were several design principles which affected the plant’s process design; the first was inadequate skill of workforce (Clark 2006).The unions and top management laid stress on the quality for performance of workforce in terms of high value and in a way of securing recruitment related to workers of competence for the assurance of productivity (Delahaye 2004). A significant background to the entire project had been the key situation of labor market within Sweden. There had been a complete scope of employment referring to the issues of recruitment across the industry. In the duration of operation at Uddevalla, it had been noted that production had been prominent over a scale which was relatively small (Procter 2008).The process model at Uddevalla had been more inclined to the principles of lean production with the key efforts for achievement of quick delivery, customer orientation and worker learning and involvement. However, there are certain differences in the sources for achievement of final goals. For the perception of process design, there were two issues demanding significant solution as a result of extremely parallelized system of production.
