CASO PRODUCCIÓN DE COMPONENTES PARA MODELO JETTA - VOLSWAGEN MEXICO
VOLKSWAGEN MEXICO REVS UP FOR JETTA COMPONENT PRODUCTION
PROJECT MANAGEMENT TECHNIQUES DELIVER RESULTS ON-TIME AND WITHIN BUDGET
To prepare for the production of its new Jetta, Volkswagen turned to a combination of
international plants and external suppliers to produce portions of the cars new motor and
Volkswagen Mexico Components (VW Mexico) won a competitive bid to produce several
motor and axle parts and assemblies, including the front axles and cornermodule
assemblies. The team at the VW Mexico plant had 21 months and a budget of $3.3 million
(US) to design and install the assembly line and begin mass production of parts.
VW Mexico won the competitive bid for thecomponent assembly project by proposing a
fixed cost for part production. This meant there would be no room for budget overruns. Any
work that exceeded the budget would be incurred as a loss.
The front axle and cornermodule assembly production was overseen by a Project
Management Professional (PMP®) and the project was one of the first to be managed by the
VW Mexico project office, which providedoversight for the entire portfolio of programs and
projects related to the production of Jetta components. The project manager and team
would have to help develop and introduce internal processes that future teams would follow.
In addition, a new supplier was selected for the project while the equipment procurement
process was underway. This late addition resulted in a two month delay in theacquisition of
the assembly lines.
The VW Mexico team used standard management processes, as described in A Guide to the
Project Management Body of Knowledge (PMBOK® Guide), to complete the assembly line
project on-time and under budget.
To oversee the complex project, VW Mexico established a project management office (PMO),
which was responsible for monitoring and controllingthe overall budget and schedules for
the Jetta-related projects. Once VW Mexico was awarded the assembly project, the PMO
coordinated with the finance department to obtain the resources necessary for the project.
A project manager was selected and the manufacturing department manager was named
The project manager, supported by a member of the planning department, integrated theplans submitted by various project participants and developed a work breakdown structure
(WBS) and detailed the timeline for the overall project. The WBS served as a roadmap for
each phase of the project. While the manufacturing and quality departments were involved
throughout the project, other departments could be consulted as necessary. The project
manager was responsible for overseeingthe WBS and involving other departments at
From initiation to closing, the project was divided into five phases with nine milestones over
two years. The timeline included all work from procurement and fabrication of equipment
through assembly line testing and optimization. The final phase ended with the start of axle
production and cornermodule assembly. Inaddition, a corresponding quality plan was
developed using the standards of the components plant, which was integrated into the
The project manager held regular meetings with the core team to keep all departments
informed of progress. The assembly line supplier visited the VW Mexico plant on several
occasions to review progress and provide assistance in addressing any issues. Additionaldepartments were involved when needed, and a project status report detailing
performance index to indicate progress relative to the overall timeline and budget was
distributed monthly to all departments. Because of the strict budget adherence
requirements for the project, financial resources were blocked to avoid overruns.
In each meeting, participants had the opportunity to request...
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