Preface |
|
ix | |
|
Section I Theory, Models, Decision Tools |
|
|
|
Engineering in a Global Age |
|
|
3 | (10) |
|
Engineeering, Change, and Resistance |
|
|
8 | (1) |
|
|
9 | (1) |
|
Review and Study Questions |
|
|
10 | (1) |
|
|
10 | (3) |
|
A Global Engineering Model |
|
|
13 | (26) |
|
The Global Organization Layer |
|
|
15 | (3) |
|
|
18 | (4) |
|
|
19 | (2) |
|
Global Market Participation |
|
|
21 | (1) |
|
|
22 | (1) |
|
|
22 | (4) |
|
Complicating the Concept of National Cultures |
|
|
26 | (7) |
|
Some Nations Are Mazes of Subcultures |
|
|
27 | (1) |
|
Globalization Changes Cultures |
|
|
27 | (1) |
|
Organizations Have Cultures of Their Own |
|
|
28 | (3) |
|
The Political and Economic Dimensions |
|
|
31 | (2) |
|
|
33 | (1) |
|
Review and Study Questions |
|
|
34 | (1) |
|
|
34 | (5) |
|
Decision Making in Global Projects |
|
|
39 | (18) |
|
|
39 | (1) |
|
Analytical Hierarchical Process |
|
|
39 | (2) |
|
Application Example: Decision Making under Certainty Using AHP |
|
|
41 | (3) |
|
|
44 | (1) |
|
|
44 | (1) |
|
Example: MexPlast Goes Global |
|
|
45 | (7) |
|
|
49 | (3) |
|
|
52 | (1) |
|
Review and Study Questions |
|
|
53 | (1) |
|
|
54 | (3) |
|
Section II Case Studies: Cultural Emphasis |
|
|
|
|
57 | (18) |
|
French and Mexican Culture: The Best of Both Worlds? |
|
|
57 | (3) |
|
|
60 | (4) |
|
What's Wrong with the Molds? |
|
|
61 | (1) |
|
How Do We Make That Fender Fit? |
|
|
62 | (2) |
|
|
64 | (5) |
|
|
69 | (2) |
|
Review and Study Questions |
|
|
71 | (1) |
|
|
72 | (3) |
|
USAHP Confronts Mexico's Subcultures |
|
|
75 | (20) |
|
U.S. and Mexican Cultures: So Close, and Yet So Far |
|
|
75 | (4) |
|
Characteristics of U.S. Culture |
|
|
76 | (1) |
|
A Review of Mexican Culture |
|
|
76 | (1) |
|
The Culture of Tixtlan State |
|
|
77 | (2) |
|
|
79 | (6) |
|
Implementing the Total Productive Maintenance Concept |
|
|
81 | (1) |
|
|
82 | (2) |
|
|
84 | (1) |
|
|
85 | (5) |
|
Interpretation of Phase I |
|
|
87 | (3) |
|
Interpretation of Phase II |
|
|
90 | (1) |
|
Review and Study Questions |
|
|
90 | (2) |
|
|
92 | (3) |
|
Implementing a Global Engineering Perspective |
|
|
95 | (36) |
|
Internationalization of Automobile Production |
|
|
95 | (5) |
|
Localization Influence Factors |
|
|
100 | (9) |
|
|
100 | (3) |
|
Localization in the Product Development Process |
|
|
103 | (1) |
|
Localization in Its Most Extreme Form: Customization |
|
|
104 | (1) |
|
Platform and Module Strategies |
|
|
105 | (2) |
|
Upcoming Strategic Challenges |
|
|
107 | (2) |
|
A Case Study in Global Automotive Engineering: The German-Mexican Partnership |
|
|
109 | (2) |
|
Localization Influence Factors and the Mexican Auto Industry |
|
|
111 | (13) |
|
|
111 | (3) |
|
|
114 | (3) |
|
|
117 | (1) |
|
Economic Situation and System |
|
|
118 | (2) |
|
Sociopolitical Situation and System |
|
|
120 | (2) |
|
|
122 | (2) |
|
|
124 | (1) |
|
Review and Study Questions |
|
|
125 | (2) |
|
|
127 | (4) |
|
Section III Case Studies: Engineering Predominance |
|
|
|
|
131 | (20) |
|
Culture, Communication, and Decision Making |
|
|
134 | (3) |
|
|
137 | (8) |
|
|
138 | (2) |
|
Why Wouldn't You Move to Mexico? |
|
|
140 | (3) |
|
|
143 | (2) |
|
|
145 | (3) |
|
Review and Study Questions |
|
|
148 | (1) |
|
|
148 | (3) |
|
Do What You're Told, and Don't Confuse Me with Facts |
|
|
151 | (24) |
|
Cultures, Decision Making, and Organizational Learning |
|
|
151 | (4) |
|
|
155 | (5) |
|
TMG008 Demand and Inventory Analysis |
|
|
156 | (1) |
|
|
157 | (1) |
|
Dealing with Transportation Costs |
|
|
158 | (2) |
|
Back to Inventory Control |
|
|
160 | (1) |
|
|
160 | (7) |
|
|
162 | (1) |
|
|
163 | (2) |
|
Complications with Sharing Information |
|
|
165 | (2) |
|
|
167 | (4) |
|
Review and Study Questions |
|
|
171 | (1) |
|
|
171 | (1) |
|
|
172 | (3) |
|
The Wisdom of Getting Everyone Involved: Communication and (Un)coordination at HOCH |
|
|
175 | (26) |
|
Long Histories, Different Cultures |
|
|
176 | (6) |
|
|
177 | (5) |
|
|
182 | (7) |
|
Power and Politics Complicate Network Structures |
|
|
183 | (1) |
|
Communication Processes Complicate Network Structures |
|
|
184 | (1) |
|
Potential Sources of Communication Breakdowns |
|
|
184 | (3) |
|
|
187 | (2) |
|
Postscript on Life in Network Organizations |
|
|
189 | (5) |
|
Creating Effective Integrating Structures |
|
|
190 | (1) |
|
Creating Effective Communication Technologies |
|
|
191 | (1) |
|
Power, Politics, and Incentives in Network Organizations |
|
|
192 | (2) |
|
Review and Study Questions |
|
|
194 | (1) |
|
|
195 | (6) |
|
Section IV Case Studies: Applying Concepts |
|
|
|
Technical Consulting and Organizational Recovery at CHips |
|
|
201 | (16) |
|
The Paradox of Cross-National Operations |
|
|
202 | (2) |
|
Does Technology Transcend Culture? |
|
|
204 | (1) |
|
|
204 | (5) |
|
|
205 | (2) |
|
|
207 | (2) |
|
|
209 | (4) |
|
|
210 | (2) |
|
Relational Consulting at CHips |
|
|
212 | (1) |
|
Review and Study Questions |
|
|
213 | (1) |
|
|
214 | (3) |
|
Bucket Brigades Work, but Why? |
|
|
217 | (16) |
|
|
218 | (12) |
|
Analyzing the Causes of the Problem |
|
|
219 | (2) |
|
|
221 | (1) |
|
Dynamic Work Allocation Methods (Bucket Brigades) to the Rescue |
|
|
222 | (2) |
|
|
224 | (1) |
|
|
225 | (2) |
|
|
227 | (1) |
|
|
228 | (1) |
|
A Turnover Interpretation |
|
|
228 | (1) |
|
A Motivational Interpretation |
|
|
229 | (1) |
|
Review and Study Questions |
|
|
230 | (1) |
|
|
231 | (1) |
|
|
232 | (1) |
Index |
|
233 | |