Hostname: page-component-cd9895bd7-jn8rn Total loading time: 0 Render date: 2024-12-25T02:35:42.586Z Has data issue: false hasContentIssue false

THE HOTDOG MODEL – HOW TURN A TIER 1 AUTOMOTIVE COMPANY INTO AN AGILE ORGANIZATION

Published online by Cambridge University Press:  19 June 2023

Alexander Atzberger*
Affiliation:
Webasto SE;
Conny Dethloff
Affiliation:
borisgloger consulting
*
Atzberger, Alexander, Webasto SE, Germany, [email protected]

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

The more dynamic the markets become, i.e., the more surprises the markets have in store for companies, the more important it becomes for companies to react quickly to these changes in order to have market-driven and individual solutions. This is especially important for tier 1 suppliers, as competition is fierce and the customers, the OEMs, also have to adapt to the changing market and thus customer needs.

In order to be best prepared for this, it is necessary to align one's own company in a flexible and responsive manner. In particular, the context-specific development and application of a framework as well as a model for the improvement of internal collaboration in companies is necessary.

In this paper, exactly such a framework has been developed in several pilot projects within the framework of an agile transformation at a tier 1 supplier over a period of two years by means of participative action research.

As a result, the conception and development of an individually scaled agile framework for a tier 1 supplier in the automotive industry, the AHEAD framework, is presented here. The Hotdog model is the central basis for the collaboration model, which is scalable to all company levels.

Type
Article
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2023. Published by Cambridge University Press

References

Atzberger, A. (2022) A value model for describing the interdependencies of agile development in mechatronics. Dissertation. Universität der Bundeswehr München.Google Scholar
Beer, S. (1994a) Decision and control: the meaning of operational research and management cybernetics. Chichester; New York: J. Wiley (The Stafford Beer classic library).Google Scholar
Beer, S. (1994b) The heart of enterprise. Chichester; New York: John Wiley & Sons (The Managerial cybernetics of organization).Google Scholar
Beer, S. (2007) Diagnosing the system for organizations. Chichester: Wiley (The managerial cybernetics of organization).Google Scholar
Bradbury, H. et al. (2019) ‘A call to Action Research for Transformations: The times demand it’, Action Research, 17(1), pp. 310. Available at: https://doi.org/10.1177/1476750319829633.CrossRefGoogle Scholar
Conway, M. (1968) ‘How do comittees invent?’, Datamation magazine, pp. 2831.Google Scholar
Dove, R. (1999) ‘Knowledge management, response ability, and the agile enterprise’, Journal of Knowledge Management, 3(1), pp. 1835. Available at: https://doi.org/10.1108/13673279910259367.CrossRefGoogle Scholar
Gericke, K., Meißner, M. and Paetzold, K. (2013) ‘Understanding the context of product development’, in Proceedings of the International Conference on Engineering Design. Seoul, pp. 191200.Google Scholar
Leffingwell, D. (2011) Agile software requirements: lean requirements practices for teams, programs, and the enterprise. Upper Saddle River, NJ: Addison-Wesley (The Agile software development series).Google Scholar
Michalides, M. et al. (2022) Agile Entwicklung physischer Produkte: Eine Studie zum aktuellen Stand in der industriellen Praxis. Universität der Bundeswehr München. Available at: https://doi.org/10.18726/2022_3.CrossRefGoogle Scholar
Nicklas, S.J. et al. (2021) ‘Agile Entwicklung physischer Produkte: Eine Studie zum aktuellen Stand in der industriellen Praxis während der COVID-19-Pandemie’. Available at: https://doi.org/10.18726/2021_3.Google Scholar
Patzak, G. (1982) Systemtechnik - Planung komplexer innovativer Systeme: Grundlagen, Methoden, Techniken, Springer Berlin, Heidelberg.Google Scholar
Pfiffner, M. (2020) Die dritte Dimension des Organisierens: Steuerung und Kommunikation. Wiesbaden Heidelberg: Springer Gabler. Available at: https://doi.org/10.1007/978-3-658-29247-8.CrossRefGoogle Scholar
VersionOne (2020) 14th Annual State of Agile Report. Available at: stateofagile.com.Google Scholar