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/MartinezKeywords:
lean manufacturing, workers’ involvement, observation, soft lean tools, institutional factors, auto parts manufacturerAbstract
The objective of this article is to analyze the implementation of the Lean Manufacturing (LM) strategy in a multinational auto parts company located in León, Guanajuato through the reconstruction of its trajectory during the period 1997 to 2018. To do that, a qualitative research was carried out, longitudinal, through a case study. Field work research was performed in three moments: from August to September of 2012, from June to July of 2015, and April 2018; in-depth interviews were applied with blue-collar workers, front-line managers, mid-level managers as well as top-level managers. Three stages were identified: a) Nascent Lean Manufacturing: The Beginnings, b) Foundations of the Alpha Production System, and c) Towards and inclusive Alpha Production System. With special emphasis on the analysis of the third stage, the main findings were the important role played by soft lean tools: observation and workers’ involvement; as well as institutional factors: sector of belonging, size of the company, ownership of capital and relationship with its main client.
JEL Classification: M11; L62; O39.
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References
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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
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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
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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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Implementation of Lean Manufacturing through the Reconstruction of its Trajectory:: An Experience of an Auto Parts Company in Mexico. (2021). Análisis Económico, 36(93), 99-118. https://doi.org/10.24275/uam/azc/dcsh/ae/2021v36n93/Martinez
