Implementation of Lean Manufacturing through the Reconstruction of its Trajectory:
An Experience of an Auto Parts Company in Mexico
DOI:
https://doi.org/10.24275/uam/azc/dcsh/ae/2021v36n93/MartinezPalabras clave:
Manufactura Esbelta, participación de los trabajadores, observación, herramientas blandas, factores institucionales, autopartistaResumen
El objetivo de este artículo es analizar la implementación de la estrategia de Manufactura Esbelta en una empresa multinacional autopartista ubicada en León, Guanajuato a través de la reconstrucción de su trayectoria durante el período 1997 a 2018. Para ello, se realizó una investigación cualitativa, longitudinal, a través de un estudio de caso. La investigación de campo se realizó en tres momentos: de agosto a septiembre de 2012, de junio a julio de 2015 y abril de 2018; Se aplicaron entrevistas a profundidad a operarios, gerentes de primera línea, gerentes de nivel medio y gerentes de alto nivel. Se identificaron tres etapas: a) Manufactura Esbelta naciente: Los inicios, b) Fundamentos del Sistema de Producción Alpha, y c) Hacia un Sistema de Producción Alpha inclusivo. Con especial énfasis en el análisis de la tercera etapa, los principales hallazgos fueron el papel importante que desempeñan las herramientas blandas de Manufactura Esbelta: observación y participación de los trabajadores; así como los factores institucionales: sector de pertenencia, tamaño de la empresa, propiedad del capital y relación con su principal cliente.
Clasificación JEL: M11; L62; O39.
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Arumugam, V., Antony, J. & Douglas, A. (2012). Observation: A Lean tool for improving the effectiveness of Lean Six Sigma, The TQM Journal, 2 (3), 275-287, http://dx.doi.org/10.1108/17542731211226781
Brau, S. J. (2016). Lean 4.0 Manufacturing. USA: American Lean SD LLC.
Bhuiyan, N. and Baghel, A. (2005). An overview of continuous improvement: from the past to the present, Management Decision, 43(5), 761-771. http://dx.doi.org/10.1108/00251740510597761
Chen, J. C., Li, Y., and Shady, B.D. (2010). From value stream mapping toward a lean / sigma continuous improvement process: an industrial case study, International Journal of Production Research, 48 (4), 2069-1086. http://dx.doi.org/10.1080/00207540802484911
Covarrubias, A. (2014). Explosión de la Industria Automotriz en México: de sus encadenamientos actuales a su potencial transformador. México: Friedrich Ebert Stiftung.
Dhiravidamani, P., Ramkumar, A.S., Ponnambalam, S.G., and Subramanian, N. (2018). Implementation of lean manufacturing and lean audit system in an autoparts manufacturing industry – an industrial case study, International Journal of Computer Integrated Manufacturing, 31(6), pp. 579-594. https://doi.org/10.1080/0951192X.2017.1356473
Durakovic, B., Demir, R., Abat, K., and Emek, C. (2018). Lean Manufacturing: Trends and Implementation Issues, Periodicals of Engineering and Natural Sciences, 6(1), pp. 130-143. http://dx.doi.org/10.21533/pen.v6i1.45
García-Lozano, A., Prado-Prado, C. and García-Arca, J. (2000). Continuous improvement and participation in SMEs. The TQM Magazine, 12 (4), pp- 290-294. https://doi.org/10.1108/09544780010325930
Hosono, A., Page, J. and Shimada, G. (2020). Chapter 1. Overview in A. Hosono, J. Page and G. Shimada (eds.) (pp. 1-28), Workers, Managers, Productivity. Kaizen in Developing Countries. Singapore: Palgrave McMillan, https://doi.org/10.1007/978-981-15-0364-1_1
Ingvaldsen, J.A., Holtskog, H., and Ringen, G. (2013). Unlocking work standards through systematic work observation: implications for team supervision, Team Performance Management, 19(5/6), 279-291. https://doi.org/10.1108/TPM-11-2012-0039
Ishigame, K. (2020). Enhancing Learning Through Continuous Improvement: Case Studies of the Toyota Production System in the Automotive Industry in South Africa, in A. Hosono, J. Page & G. Shimada (eds.) (pp.197-219), Workers, Managers, Productivity. Kaizen in Developing Countries. Singapore: Palgrave McMillan. https://doi.org/10.1007/978-981-15-0364-1_1
Katai, K. (2020). The Role of Kaizen in Participation in the Global Value Chain: The Case of the Mexican Automotive Industry Workers, Managers, Productivity. Kaizen in Developing Countries. Singapore: Palgrave McMillan. https://doi.org/10.1007/978-981-15-0364-1_1
Larteb, Y., Haddout, A., and Benhadou, M. (2015). Successful lean implementation: the systematic and simultaneous consideration of soft and hard lean practices, International Journal of Engineering Research and General Science, 3(2), pp. 1258-1270, available at: http://pnrsolution.org/Datacenter/Vol3/Issue2/174.pdf
Liker, J.K. (2004). The Toyota Way. USA: Mc Graw Hill.
Marodin, G., Frank, A.G., Tortorella, G.L. and Saurin, T.A. (2016). Contextual factors and Lean Production Implementation in the Brazilian automotive supply chain, Supply Chain Management: An International Journal, 21(4), pp. 417-432, https://doi.org/10.1108/SCM-05-2015-0170
Martínez, A.M. (2006). Capacidades competitivas de la industria del calzado en León. Dos trayectorias de aprendizaje tecnológico. México: Plaza y Valdés Editores / UAM / ITESM / Concyteg.
Martínez, A.M. y Carrillo, J. (2017). Capítulo 5. ¿Hay política industrial en Guanajuato? Análisis de la industria automotriz, en A. Martínez y J. Carrillo (Coords.), Innovación, redes de colaboración y sostenibilidad. Experiencias regionales y tendencias internacionales de la industria automotriz (pp. 121-144), México: UNAM / El Colegio de Sonora / CIAD / AM Editores.
Martínez, A. M., García, A., y Santos, N.G. (2014). Nuevas formas de organización laboral en la industria automotriz: los equipos de trabajo en General Motors, Complejo Silao, Análisis Económico, 70 (XXIX), pp. 157-183. Disponible en:http://www.analisiseconomico.azc.uam.mx/index.php/rae/article/view/139/132
Martínez, A.M., García, A., y Murguía, J. (2009). Trayectoria productiva y tecnológica de General Motors en México: el caso del complejo Silao, Guanajuato. Ciencia @uaq, 2(2), pp. 79-93. Disponible en: https://www.uaq.mx/investigacion/revista_ciencia@uaq/ArchivosPDF/v2-n2/Trayectoria.pdf
Maware, C., Okechukwu, O. M., and Adetunji, O. (2021). A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries. International Journal of Lean Six Sigma, https://doi.org/10.1108/IJLSS-12-2020-0223
Micheli, J. y Carrillo, J. (2021, junio). La política industrial ante el nuevo paradigma tecnológico de la industria automotriz. Revista de Comercio Exterior. Disponible en: https://www.revistacomercioexterior.com/articulo.php?id=1091&t=la-politica-industrial-ante-el-nuevo-paradigma-tecnologico-de-la-industria-automotriz
Nilsson-Wintell, L., Antoni, M. and Dahlgaard, J. J. (2005), “Continuous improvement in product development. Improvement programs and quality principles” International Journal of Quality and Reliability Management, Vol. 22 No. 8, pp. 753-768. https://doi.org/10.1108/02656710510617210
Ohno, T. (1988). Toyota Production System. Beyond Large-Scale Production. New York: Taylor & Francis Group.
Sanders, A., Elangeswaran, Ch., and Wulfsberg, J. (2016). Industry 4.0 Implies Lean Manufacturing: Research Activities in Industry 4.0 Function as Enables for Lean Manufacturing, Journal of Industrial Engineering and Management, 9(3), 811-833. http://dx.doi.org/10.3926/jiem.1940
Shah, R. and Ward, P.T. (2003). Lean manufacturing: context, practice bundles, and performance, Journal of Operations Management, 21(29), 129-149. http://dx.doi.org/10.1016/S0272-6963(02)00108-0
Shingo, Sh. (2005). A Study of the Toyota Production System from an Industrial Engineering Viewpoint. Revised Edition. New York: Taylor & Francis Group.
Silva, I.B., Batalha, G.F., Stipkovik Filho, M., Ceccarelli, F.Z., Anjos, J.B., and Fesz, M. (2009). Integrated product and process system with continuous improvement in the auto parts industry, Journal of Achievements in Materials and Manufacturing Engineering, 34(2), 204-210. Disponible en: https://www.researchgate.net/profile/Gilmar-Batalha/publication/38106966_Integrated_product_and_process_system_with_continuous_improvement_in_the_auto_parts_industry/links/54313e8a0cf27e39fa9e77c0/Integrated-product-and-process-system-with-continuous-improvement-in-the-auto-parts-industry.pdf
Slack, F. and Rowley, K. (2001). “Observation: perspectives on research methodologies for leisure managers”, Management Research News, 24 (1/2), 35-42. Disponible en: http://www.adolphus.me.uk/emx/empirical_research/obs_leisure.pdf
Taj, Sh. and Berro, L. (2006). Application of constrained management and lean manufacturing in developing best practices for productivity improvement in an auto-assembly plant, International Journal of Productivity and Performance Management, 55(3/4), 332-345. https://doi.org/10.4236/ajibm.2018.89131
Vienazindiene, M., and Ciarniene, R. (2013). Lean Manufacturing Implementation and Progress Measurement, Economics and Management, 18(2), pp. 366-373, http://dx.doi.org/10.5755/j01.em.18.2.4732
Womack, J.P., Jones, D.T, and Roos, D. (2007) The machine that changed the world. United States of America: Free Press.
Womack, J. P. and Jones, D. T. (1996). Lean thinking: Banish Waste and Create Wealth in Your Corporation, New York: Simon and Schuster.
Brau, S. J. (2016). Lean 4.0 Manufacturing. USA: American Lean SD LLC.
Bhuiyan, N. and Baghel, A. (2005). An overview of continuous improvement: from the past to the present, Management Decision, 43(5), 761-771. http://dx.doi.org/10.1108/00251740510597761
Chen, J. C., Li, Y., and Shady, B.D. (2010). From value stream mapping toward a lean / sigma continuous improvement process: an industrial case study, International Journal of Production Research, 48 (4), 2069-1086. http://dx.doi.org/10.1080/00207540802484911
Covarrubias, A. (2014). Explosión de la Industria Automotriz en México: de sus encadenamientos actuales a su potencial transformador. México: Friedrich Ebert Stiftung.
Dhiravidamani, P., Ramkumar, A.S., Ponnambalam, S.G., and Subramanian, N. (2018). Implementation of lean manufacturing and lean audit system in an autoparts manufacturing industry – an industrial case study, International Journal of Computer Integrated Manufacturing, 31(6), pp. 579-594. https://doi.org/10.1080/0951192X.2017.1356473
Durakovic, B., Demir, R., Abat, K., and Emek, C. (2018). Lean Manufacturing: Trends and Implementation Issues, Periodicals of Engineering and Natural Sciences, 6(1), pp. 130-143. http://dx.doi.org/10.21533/pen.v6i1.45
García-Lozano, A., Prado-Prado, C. and García-Arca, J. (2000). Continuous improvement and participation in SMEs. The TQM Magazine, 12 (4), pp- 290-294. https://doi.org/10.1108/09544780010325930
Hosono, A., Page, J. and Shimada, G. (2020). Chapter 1. Overview in A. Hosono, J. Page and G. Shimada (eds.) (pp. 1-28), Workers, Managers, Productivity. Kaizen in Developing Countries. Singapore: Palgrave McMillan, https://doi.org/10.1007/978-981-15-0364-1_1
Ingvaldsen, J.A., Holtskog, H., and Ringen, G. (2013). Unlocking work standards through systematic work observation: implications for team supervision, Team Performance Management, 19(5/6), 279-291. https://doi.org/10.1108/TPM-11-2012-0039
Ishigame, K. (2020). Enhancing Learning Through Continuous Improvement: Case Studies of the Toyota Production System in the Automotive Industry in South Africa, in A. Hosono, J. Page & G. Shimada (eds.) (pp.197-219), Workers, Managers, Productivity. Kaizen in Developing Countries. Singapore: Palgrave McMillan. https://doi.org/10.1007/978-981-15-0364-1_1
Katai, K. (2020). The Role of Kaizen in Participation in the Global Value Chain: The Case of the Mexican Automotive Industry Workers, Managers, Productivity. Kaizen in Developing Countries. Singapore: Palgrave McMillan. https://doi.org/10.1007/978-981-15-0364-1_1
Larteb, Y., Haddout, A., and Benhadou, M. (2015). Successful lean implementation: the systematic and simultaneous consideration of soft and hard lean practices, International Journal of Engineering Research and General Science, 3(2), pp. 1258-1270, available at: http://pnrsolution.org/Datacenter/Vol3/Issue2/174.pdf
Liker, J.K. (2004). The Toyota Way. USA: Mc Graw Hill.
Marodin, G., Frank, A.G., Tortorella, G.L. and Saurin, T.A. (2016). Contextual factors and Lean Production Implementation in the Brazilian automotive supply chain, Supply Chain Management: An International Journal, 21(4), pp. 417-432, https://doi.org/10.1108/SCM-05-2015-0170
Martínez, A.M. (2006). Capacidades competitivas de la industria del calzado en León. Dos trayectorias de aprendizaje tecnológico. México: Plaza y Valdés Editores / UAM / ITESM / Concyteg.
Martínez, A.M. y Carrillo, J. (2017). Capítulo 5. ¿Hay política industrial en Guanajuato? Análisis de la industria automotriz, en A. Martínez y J. Carrillo (Coords.), Innovación, redes de colaboración y sostenibilidad. Experiencias regionales y tendencias internacionales de la industria automotriz (pp. 121-144), México: UNAM / El Colegio de Sonora / CIAD / AM Editores.
Martínez, A. M., García, A., y Santos, N.G. (2014). Nuevas formas de organización laboral en la industria automotriz: los equipos de trabajo en General Motors, Complejo Silao, Análisis Económico, 70 (XXIX), pp. 157-183. Disponible en:http://www.analisiseconomico.azc.uam.mx/index.php/rae/article/view/139/132
Martínez, A.M., García, A., y Murguía, J. (2009). Trayectoria productiva y tecnológica de General Motors en México: el caso del complejo Silao, Guanajuato. Ciencia @uaq, 2(2), pp. 79-93. Disponible en: https://www.uaq.mx/investigacion/revista_ciencia@uaq/ArchivosPDF/v2-n2/Trayectoria.pdf
Maware, C., Okechukwu, O. M., and Adetunji, O. (2021). A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries. International Journal of Lean Six Sigma, https://doi.org/10.1108/IJLSS-12-2020-0223
Micheli, J. y Carrillo, J. (2021, junio). La política industrial ante el nuevo paradigma tecnológico de la industria automotriz. Revista de Comercio Exterior. Disponible en: https://www.revistacomercioexterior.com/articulo.php?id=1091&t=la-politica-industrial-ante-el-nuevo-paradigma-tecnologico-de-la-industria-automotriz
Nilsson-Wintell, L., Antoni, M. and Dahlgaard, J. J. (2005), “Continuous improvement in product development. Improvement programs and quality principles” International Journal of Quality and Reliability Management, Vol. 22 No. 8, pp. 753-768. https://doi.org/10.1108/02656710510617210
Ohno, T. (1988). Toyota Production System. Beyond Large-Scale Production. New York: Taylor & Francis Group.
Sanders, A., Elangeswaran, Ch., and Wulfsberg, J. (2016). Industry 4.0 Implies Lean Manufacturing: Research Activities in Industry 4.0 Function as Enables for Lean Manufacturing, Journal of Industrial Engineering and Management, 9(3), 811-833. http://dx.doi.org/10.3926/jiem.1940
Shah, R. and Ward, P.T. (2003). Lean manufacturing: context, practice bundles, and performance, Journal of Operations Management, 21(29), 129-149. http://dx.doi.org/10.1016/S0272-6963(02)00108-0
Shingo, Sh. (2005). A Study of the Toyota Production System from an Industrial Engineering Viewpoint. Revised Edition. New York: Taylor & Francis Group.
Silva, I.B., Batalha, G.F., Stipkovik Filho, M., Ceccarelli, F.Z., Anjos, J.B., and Fesz, M. (2009). Integrated product and process system with continuous improvement in the auto parts industry, Journal of Achievements in Materials and Manufacturing Engineering, 34(2), 204-210. Disponible en: https://www.researchgate.net/profile/Gilmar-Batalha/publication/38106966_Integrated_product_and_process_system_with_continuous_improvement_in_the_auto_parts_industry/links/54313e8a0cf27e39fa9e77c0/Integrated-product-and-process-system-with-continuous-improvement-in-the-auto-parts-industry.pdf
Slack, F. and Rowley, K. (2001). “Observation: perspectives on research methodologies for leisure managers”, Management Research News, 24 (1/2), 35-42. Disponible en: http://www.adolphus.me.uk/emx/empirical_research/obs_leisure.pdf
Taj, Sh. and Berro, L. (2006). Application of constrained management and lean manufacturing in developing best practices for productivity improvement in an auto-assembly plant, International Journal of Productivity and Performance Management, 55(3/4), 332-345. https://doi.org/10.4236/ajibm.2018.89131
Vienazindiene, M., and Ciarniene, R. (2013). Lean Manufacturing Implementation and Progress Measurement, Economics and Management, 18(2), pp. 366-373, http://dx.doi.org/10.5755/j01.em.18.2.4732
Womack, J.P., Jones, D.T, and Roos, D. (2007) The machine that changed the world. United States of America: Free Press.
Womack, J. P. and Jones, D. T. (1996). Lean thinking: Banish Waste and Create Wealth in Your Corporation, New York: Simon and Schuster.
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2021-09-01
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Martínez Martínez, A. (2021). Implementation of Lean Manufacturing through the Reconstruction of its Trajectory:: An Experience of an Auto Parts Company in Mexico. Análisis Económico, 36(93), 99–118. https://doi.org/10.24275/uam/azc/dcsh/ae/2021v36n93/Martinez
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