The concept of quality in Formula 1, has long been linked to ensure that the components to be inspected would respond to the specific design, without a strategyc value; moreover, quality control was tied to the characteristic of an expensive, inefficient activity and an end in itself. With the changing of the technical rules, the idea of quality has been re-evaluated, becoming a key driver for ensuring the performance of the car under all racing conditions. At the same time, in the world of Formula 1, an increased focus on costs has been developed and this has obliged to rebuild all the activities in order to improve a better overall efficiency. Recently, through the introduction of a budget-cap, the required attention to economic efficiency has even become more exasperated : minimizing collateral activities to merge the largest possible budget to the design and research activities. For this reason, it is requested the need for a system of evaluation and quality control of the supplier, through which it could limit the resources used for testing the components and it will enable to free up resources to invest in other activities. To obtain this result, two steps have been developed : first, structuring the existing qualitative and quantitative information in order to have a complete overview of quality of the supplier and allow to define the targets of improvement; second, classifying the suppliers in class of performance in order to adapt control strategies to the performance of the supplier in terms of resources, so saving time and money. Starting from the study of the vendor rating actually in use by Ferrari, through the analysis of innovative logics of calculation (AHP, DEA, Fuzzy Logic and Neural Network), it has been proposed a vendor rating, based on the results of quality control and on the ability to manage non-compliance by the vendor, that can assess quantitatively the supplier, allowing to classify it in a class performance. The result of this work let identify the critical components and suppliers, distinguishing from each other, and indicating the cause of this assessment objectively, it made possible to define a strategy to manage the quality before it turns into defect during a sporting event, anticipating problems rather than chasing a possible non-compliance. Finally, by optimizing the control of components supplied by a really low quality supplier, it was possible to reduce the cost of quality, allowing to free up budgets to other activities of design and research.
Il concetto di qualità, in Formula 1, è rimasto a lungo legato al garantire che le componenti oggetto del controllo rispondessero alle specifiche di progetto, senza alcuna valenza strategica; inoltre si legava al controllo qualità la caratteristica di attività costosa, inefficiente e fine a se stessa. Con il mutare del regolamento sportivo e tecnico l’idea di qualità si è rivalutata, diventando un driver fondamentale per garantire la prestazione della vettura in tutte le condizioni di gara. Parallelamente si è sviluppata, in tutto il mondo della Formula 1, una maggiore attenzione ai costi che ha obbligato i Team a ristrutturare tutte le attività nell’ottica di una migliore efficienza complessiva. Recentemente, attraverso l’introduzione di un budget-cap, si è ancora più esasperata l’attenzione all’efficienza economica: ridurre al minimo le attività collaterali per confluire il maggior budget possibile nelle attività di progettazione e ricerca. In quest’ottica nasce la necessità di un sistema di valutazione e controllo della qualità del fornitore che, limitando le risorse da investire nel controllo a priori e posteriori delle componenti, permetta di liberare risorse da investire in altre attività. Per ottenere questo risultato sono stati necessari due passaggi: primo, strutturare al meglio le informazioni qualitative e quantitative esistenti al fine di avere una visione complessiva e completa della qualità del fornitore e poter definire dei target di miglioramento; secondo, classificare i fornitori in classi prestazionali così da adattare le logiche di controllo alle loro performance risparmiando risorse in termini di tempo e denaro. Partendo dallo studio dell’attuale sistema di valutazione dei fornitori in Ferrari, attraverso l’analisi di innovative logiche di calcolo (AHP, DEA, Fuzzy Logic, e Reti Neurali), si è proposto un vendor rating che, basandosi sui dati esito dei controlli in ingresso e sull’abilità di gestione delle non conformità, valuta quantitativamente il fornitore, permettendo così di classificarlo in una classe prestazionale. Il risultato di questo lavoro ha permesso di individuare le componenti ed i fornitori critici, discernendo gli uni dagli altri, ed, indicando con oggettiva valenza le cause di tale valutazione, ha reso possibile definire una strategia operativa per gestire la qualità prima che questa si tramuti in difetto durante un evento sportivo anticipando piuttosto che rincorrendo una possibile problematica di non conformità. Infine, attraverso l’ottimizzazione dei controllo sulle componenti e sui fornitori effettivamente di bassa qualità, si è potuto ridurre il costo della qualità permettendo di liberare budget verso altre attività di ricerca a progettazione
La valutazione della qualità dei fornitori : l'esperienza in Ferrari Gestione Sportiva
CASTRUCCI, ALESSANDRO
2010/2011
Abstract
The concept of quality in Formula 1, has long been linked to ensure that the components to be inspected would respond to the specific design, without a strategyc value; moreover, quality control was tied to the characteristic of an expensive, inefficient activity and an end in itself. With the changing of the technical rules, the idea of quality has been re-evaluated, becoming a key driver for ensuring the performance of the car under all racing conditions. At the same time, in the world of Formula 1, an increased focus on costs has been developed and this has obliged to rebuild all the activities in order to improve a better overall efficiency. Recently, through the introduction of a budget-cap, the required attention to economic efficiency has even become more exasperated : minimizing collateral activities to merge the largest possible budget to the design and research activities. For this reason, it is requested the need for a system of evaluation and quality control of the supplier, through which it could limit the resources used for testing the components and it will enable to free up resources to invest in other activities. To obtain this result, two steps have been developed : first, structuring the existing qualitative and quantitative information in order to have a complete overview of quality of the supplier and allow to define the targets of improvement; second, classifying the suppliers in class of performance in order to adapt control strategies to the performance of the supplier in terms of resources, so saving time and money. Starting from the study of the vendor rating actually in use by Ferrari, through the analysis of innovative logics of calculation (AHP, DEA, Fuzzy Logic and Neural Network), it has been proposed a vendor rating, based on the results of quality control and on the ability to manage non-compliance by the vendor, that can assess quantitatively the supplier, allowing to classify it in a class performance. The result of this work let identify the critical components and suppliers, distinguishing from each other, and indicating the cause of this assessment objectively, it made possible to define a strategy to manage the quality before it turns into defect during a sporting event, anticipating problems rather than chasing a possible non-compliance. Finally, by optimizing the control of components supplied by a really low quality supplier, it was possible to reduce the cost of quality, allowing to free up budgets to other activities of design and research.| File | Dimensione | Formato | |
|---|---|---|---|
|
2011_10_Castrucci.pdf
solo utenti autorizzati dal 16/09/2012
Descrizione: Testo della tesi
Dimensione
3.58 MB
Formato
Adobe PDF
|
3.58 MB | Adobe PDF | Visualizza/Apri |
I documenti in POLITesi sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
https://hdl.handle.net/10589/28181