The article gives information about the design and development process of The Volvo Uddevalla plant. By giving a holistic view, the article describes the parallel flow production using long cycle time assembly work and handling advanced material. In order to find out more about the design of the plant, some considerations were taken as a main objective and 2 of the authors were deeply involved from 1985 – 1993. In the beginning of the article, the authors present perspectives that has been considered and they are driven by something external. They decide to use ” internal logic” in order to interpret the process as a constraint driven process.It is only mentioned that the design process from the start of the plant in 1985 to its closing in 1993 and reopened in 1996. The article also brings up that the design processes are driven by something external and the authors decide to look into internal driven factors of the design processes. The discussion is based on the 3 assembly workshops and focuses on the decision about the final layout for the assembly workshops in 1987 and the constraints.Key aspects which are related to the design process reveal that the layout was accepted by force than what was expected in the beginning due to constraints that had to be considered are analyzedThe article has a qualitative approach and an inductive reasoning because the reader is able understand reasons of conclusion that is in this case based on experimental workshops and observations. In order to generalize the results, experiments and observations were made. After taking conclusions from this, the experimental workshop became the foundation for the final layout that included training workshops to observe and analyze the operators.The theoretical implications are based on the 2 of the authors own experiences which is one of the reason the validity is increased, and is somewhat combined with the literature but when they discuss the layouts, it is more referred to the 2 authors experience than theory which can be seen as slightly biased. However current and relevant theory has been usedThe actual design process for the Uddevalla plant involved series of choices that would have an impact on the following decision and therefor create constraints and restrictions on succeeding decisions. This led to the implementation of a parallel flow production by accident. Despite not recognizing and fully understand the potential of parallel flow production, this proved to be effective and more humane then traditional plants. Parallel flow production principles marked a radical break with the mass production tradition. Unorthodox production principles were recognized and led to a greater understandingThe result and main conclusion in this article, is that the Volvo project group responsible for the design of the Uddevalla plant that was forced to by constraints to accept a layout which led to the implementation of production principles that were considered more unorthodox then the project group had foreseen and desired.