Evaluation of Lean Manufacturing Practices in an Automotive Component Manufacturer

Wendeson Rodrigues Verçosa, Moisés Andrade Coelho

Resumo


Purpose: This study aims to evaluate lean manufacturing (LM) practices used in a company in the automotive component industry located in Polo Industrial de Manaus (PIM), a manufacturing hub in the city of Manaus.

Theoretical framework: The AME Lean Assessment instrument was used as the research framework in this study. This instrument was developed by the Association for Manufacturing Excellence (AME) to benchmark where a company is on its lean journey.

Design/methodology/approach: An exploratory case study was carried out, and since a more detailed study was needed, a research framework was used, composed of 14 attributes on lean manufacturing.

Findings: The findings point to a high level of LM practices adopted by the company, in addition to allowing the practical application of the fundamental concepts to be observed for the Toyota Production System (TPS) at Polo Industrial de Manaus. The findings have increased the understanding in organizational behavior relating to LM.

Research, Practical & Social implications: the study contributes to the body of knowledge on lean manufacturing considering its application in the Amazonian context. The study has made a substantial contribution to the understanding of lean manufacturing in the context of an important industrial park in Brazil.

Originality/value: Originality is the adoption of a research framework for evaluating lean manufacturing practices in an Amazonia context, allowing the specific characteristics of lean manufacturing to be understood in Amazonia, from an in-depth case.

Keywords: Lean manufacturing; Lean Assessment; Industry; Automotive components; Amazonas.


Palavras-chave


Lean manufacturing; Lean Assessment; Industry; Automotive components; Amazonas.

Texto completo:

PDF (English)

Referências


Al-Najem, M., Dhakal, H., & Bennett, N. (2013). Lean readiness level within Kuwaiti manufacturing industries. International Journal of Lean Six Sigma, 4(3), 280-320.

Alvarez, R.R., & Antunes Júnior, J.A. (2001). Takt-time e contextualização dentro do Sistema Toyota de Produção. Gestão & Produção, 8(1), 1-18.

Antunes Júnior, J.A.V., Kliemann Neto, F., &Fensterseifer, J.E. (1989). Do “Just-in-Time” ao “Just-in-Case”. Revista de Administração de Empresas, 29(3), 49-64.

Bardin, L. (1977). L'Analyse de contenu. PressesUniversitaires de France.

Barrat, M., Choi, T., Li, M. (2011). Qualitative case studies in operations management: trends, research outcomes and future research implications. Journal of Operations Management, 29(4), 329-342.

Baxter, P., & Jack, S. (2008). Qualitative case study methodology: study design and implementation for novice researchers. The qualitative Report, 13(4), 544-559.

Bayou, M.E., &Korvin, A. (2008). Measuring the leanness of manufacturing system: A case study of Ford Motor Company and General Motors. Journal of Engineering and Technology Management, 25(4), 287-304.

Bezuidenhout, C.N. (2016). Quantifying the degree of leanness and agility at any point within a supply chain. British Food Journal, 118(1), 60-69.

Bonavia, T., & Marin, J. A. (2006). An empirical study of lean production in the ceramic tile industry in Spain. International Journal of Operations and Production Management, 26(5), 505-531.

Boyer, K.K. Longitudinal linkages between intended and realized operations strategies. International Journal of Operations & Production Management. 18(4), 356-373.

Cardoza, E., &Carpinetti, L.C.R. (2005). Indicadores de desempenho para o sistema de produção enxuto.Produção Online, 5(2).

Creswell, John W. (2009). Research design: qualitative, quantitative, and mixed methods approaches. 3. ed. California, USA: Sage.

Cumbo, D., Kline, D. E., & Bumgardner, M. S. (2006). Benchmarking performance measurement and lean manufacturing in the rough mill. Forests Product Journal, 56(6), 25-30.

Doolen, T.L., & Hacker, M.E. (2005). A review of lean assessment in organizations: an exploratory study of lean practices by electronics manufacturers.Journal of Manufacturing Systems, 24(1), 55-67.

Eisenhardt, K.M. (1989). Building Theories from Case Study Research. Academy of Management Review, 14 (4), 532-550.

Garza-Reyes, J. A., Ates, E. M., & Kumar, V. (2015). Measuring lean readiness through the understanding of quality practices in the Turkish automotive suppliers industry. International Journal of Productivity and Performance Management, 64(8), 1092–1112.

Ghinato, P. (1995). Sistema Toyota de Produção: Mais do Que Simplesmente Just-in-Time. Produção, 5(2), 169-189.

Goodson, E.R. (2002). Read a plant fast.Harvard Business Review, 80(5), 105-113.

Guérin, F. et al. (2001). Compreender o trabalho para transformá-lo: a prática da ergonomia. São Paulo: Blücher: FundaçãoVanzolini.

Gummesson, E. (1991). Qualitative Methods in Management Research. Newbury Park, California: Sage Publications.

Gurumurthy, A., &Kodali, R. (2009). Application of benchmarking for assessing the lean manufacturing implementation. Benchmarking: AnInternationalJournal, 16(2), 274-308.

Hino, S. (2009). O pensamento Toyota: princípios de gestão para um crescimento duradouro. Porto Alegre: Bookman.

Hopp, W.J., & Spearman, M.L. (2004). To pull or not to pull: what is the question? Manufacturing & Service Operations, 6(2), 133-148.

Hopp, W.J., & Spearman, M.L. (2013). A ciência da fábrica. 3. ed. Porto Alegre: Bookman.

Hussain, M., Al-Aomar, R., &Melhem, H. (2019). Assessment of lean-green practices on the sustainable performance of hotel supply chains. International Journal of Contemporary Hospitality Management, 31(6), 2448–2467.

Karlsson, C., & Ahlstrom, P. (1996). Assessing changes towards lean production.International Journal of Operations and Production Management, 16(2), 21-41.

Kojima, S., &Kaplinski, R. (2004). The use of a lean production index in explaining the transition to global competitiveness:the auto components sector in South Africa. Technovation, 24(3), 199-206.

Kumar, A., & Thomas, S. (2002). A Software tool for screening analysis of lean practices.Environmental Progress, 21(3), 12-16.

Liker, J.K., & Meier, D. (2007). O Modelo Toyota: manual de aplicação. Porto Alegre: Bookman.

Maasouman, M. A., &Demirli, K. (2016). Development of a lean maturity model for operational level planning. International Journal of Advanced Manufacturing Technology, 83(5–8), 1171–1188.

Marconi, M.A., & Lakatos, E.M. (2002). Técnicas de pesquisa: planejamento e execução de pesquisas, amostragens e técnicas de pesquisa, elaboração, analise e interpretação de dados. 5. Ed. São Paulo: Atlas.

Matawale, C.R., Datta, S., &Mahapatra, S.S. (2014). Leanness estimation procedural hierarchy using interval-valued fuzzy sets (IVFS). Benchmarking, 21(2), 150–183.

Matawale, C. R., Datta, S., & Mahapatra, S. S. (2015a). Evaluation of leanness, agility and leagility for supply chain of automotive industries. International Journal of Agile Systems and Management, 8(2), 85–115.

Matawale, C. R., Datta, S., & Mahapatra, S. S. (2015b). Leanness metric evaluation platform in fuzzy context. Journal of Modelling in Management, 10(2), 238–267.

Matsui, Y. (2007). An empirical analysis of Just-in-time production in japanese manufacturing Companies. International Journal of Production Economics, 108(1-2), 153-164.

McCutcheon, D.M., & Meredith, J.R. (1993). Conducting case study research in operations management. JournalofOperations Management, 11(3), 239-256.

Miguel, Paulo Augusto Cauchick (Org.). (2012). Metodologia de pesquisa em engenharia de produção e gestão de operações. 2. ed. Rio de Janeiro: Elsevier: ABEPRO.

Monden, Y. (1984). Produção sem estoques: uma abordagem prática ao sistema de produção da Toyota. São Paulo: Instituto de Movimentação e Armazenagem de Materiais (IMAM).

Narayanamurthy, G., &Gurumurthy, A. (2016). Systemic leanness: An index for facilitating continuous improvement of lean implementation. Journal of Manufacturing Technology Management, 27(8), 1014–1053.

Nightingale, D.J., & Mize, J.H. Development of a Lean Enterprise Transformation Maturity Model. InformationKnowledge Systems Management, 3(1), 15-30.

Ohno, T. (1997). O Sistema Toyota de Produção: além da produção em larga escala. Porto Alegre: Bookman.

Pakdil, F., & Leonard, K.M. (2014). Criteria for a lean organization: development of a lean assessment Tool. International Journal of Production Research, 52(15), 4587-4607.

Pakdil, F., Toktaş, P., & Leonard, K. M. (2018). Validation of qualitative aspects of the Lean Assessment Tool (LAT). Journal of Manufacturing Technology Management, 29(7), 1094–1114.

Pavnaskar, S.J., &Gerhenson, J.K., &Jambekar, A.B. (2003). Classification scheme for lean manufacturing tools.International Journal of Production Research, 41(13), 3075-3090.

Ray, C.D. et al. (2006). The lean index: operational “lean” metrics for the wood products industry. Wood and Fiber Science, 38(2), 238-255.

Rehman, A. U., Alkhatani, M., &Umer, U. (2018). Multi criteria approach to measure leanness of a manufacturing organization. IEEE Access, 6, 20987–20994.

Rother, M., & Shook, J. (1998). Learning to see: value stream mapping to add value and eliminate muda. Massachusetts (USA): The Lean Enterprise Institute.

Saleeshya, P. G., & Veda Vyass, G. V. (2017). Assessment and quantification of leanness in manufacturing systems - An investigative study. International Journal of Business and Systems Research, 11(3), 309–324.

Sanchez, M. A., & Pérez, M.P. (2001). Lean indicators and manufacturing strategies. International Journal of Operations and Production Management, 21(11), 1433-1451.

Schonberger, R. (1982). Japanese manufacturing techniques: nine hidden lessons in simplicity. New York: The Free Press.

Silvério, L., Trabasso, L. G., & Pereira Pessôa, M. V. (2020). A roadmap for a leanness company to emerge as a true lean organization. Concurrent Engineering Research and Applications, 28(1), 3–19.

Singh, B., & Sharma, G. (2010). Development of index for measuring leanness: study of an Indian auto component industry. Measuring Business Excellence, 14(2), 46-53.

Singh, B., Garg, S.K., & Sharma, S.K. (2010). Development of index for measuring leanness: study of an Indian auto component industry. Measuring Business Excellence, 14(2), 46-53.

Shafiq, M., &Soratana, K. (2020). Lean readiness assessment model – a tool for Humanitarian Organizations’ social and economic sustainability. Journal of Humanitarian Logistics and Supply Chain Management, 10(2), 77–99.

Shah, R., & Ward, P. T. (2003). Lean manufacturing: context, practice bundles and performance. Journal of Operations Management, 21(2), 129-149.

Shah, R., & Ward, P. T. (2007). Defining and developing measures of lean production. JournalofOperations Management, 25(4), 785-805.

Shingo, S. (2000). O Sistema de Troca Rápida de Ferramentas. Porto Alegre: Bookman.

Soriano-Meier, H.S., &Forrester, P.L. (2002). A model for evaluating the degree of leaness of manufacturing firms.Integrated manufacturing systems, 13(2), 104-109.

Spearman, M.L., &Zazanis, M.A. (1992). Push and pull production systems: issues and comparisons. Operations Research, 40(3), 521-532.

Srinivasaraghavan, J., &Allada, V. (2006). Application of Mahalanobis distance as a lean assessment metric. InternationalJournalofAdvanced Manufacturing Technology, 29(11), 1159-1168.

Superintendência da Zona Franca de Manaus – SUFRAMA. (2019). Indicadores de desempenho do Polo Industrial de Manaus 2014-2019. Manaus: Suframa.

Taj, S. (2005). Applying lean assessment tools in Chinese hi-tech industries. Management Decision, 43(4), 628-643.

Taj, S. (2008). Lean manufacturing performance in China: assessment of 65 manufacturing plants. Journal of Manufacturing Technology Management, 19(2), 217-234.

Thanki, S., & Thakkar, J. (2018). A quantitative framework for lean and green assessment of supply chain performance. International Journal of Productivity and Performance Management, 67(2), 366–400.

Tortorella, G., Augusto, B. P., França, S. L. B., & Sawhney, R. (2019). Assessment methodology for Lean Practices in healthcare organizations: Case study in a Brazilian public hospital. Producao, 29.

Tortorella, G. L., Rosa, M. V. L. L., Caiado, R., Nascimento, D., &Sawhney, R. (2019). Assessment of Lean implementation in Hotels’ supply chains. Producao, 29.

Vergara, S.C. (2009). Métodos de coleta de dados no campo. São Paulo: Atlas.

Villarreal, O. (2017). Is it desirable, necessary and possible to perform research using case studies? Cuadernos de Gestion, 17 (1), 147-172.

Villarreal, O., & Calvo, N. (2015). From the triple helix model to the global open innovation model: a case study based on international cooperation for innovation in Dominican Republic. Journal of Engineering and Technology Management, 35 (1), 71-92.

Villarreal, O., &Landeta, J. (2010). Case study as a scientific research methodology in business economics and strategic management. An application to internationalisation. Investig. Eur. Direccion Econ. Empres., 16(3), 31-52.

Vinodh, S., &Chintha, S. K. (2011). Leanness assessment using multigrade fuzzy approach. International Journal of Production Research, 49(2), 431-444.

Vinodh, S., Prakash, N.H., & Selvan, K.E. (2011). Evaluation of leanness using fuzzy association rules mining. The International Journal of Advanced Manufacturing Technology, 57(1-4), 343-352.

Voss, C., Tsikriktsis, N., & Frohlich, M. (2002). Case research in operations management. International Journal of Operations & Production Management, 22(2), 195–219.

Wan, H.D., & Chen, F.F. (2008). A leanness measure of manufacturing systems for quantifying impacts of lean initiatives. International Journal of Production Research, 46(23), 6567-6584.

Wilson, L. (2010). How to implement lean manufacturing. USA: McGraw-Hill.

Womack, J.P., Jones, D. T., & Ross, D. (1992). A Máquina que mudou o mundo. Rio de Janeiro: Campus.

Yadav, V., Khandelwal, G., Jain, R., &Mittal, M. L. (2019). Development of leanness index for SMEs. International Journal of Lean Six Sigma, 10(1), 397–410.

Yin, R.K. (1994). Case Study Research, Design and Methods, 2nd ed. Newbury Park, Sage Publications.




DOI: https://doi.org/10.15675/gepros.v17i2.2853

Apontamentos

  • Não há apontamentos.




Licença Creative Commons

Está licenciado com uma Licença Creative Commons - Atribuição-NãoComercial 4.0 Internacional

e-ISSN: 1984-2430
GEPROS. Gest. prod. oper. sist., Bauru, São Paulo-SP (Brasil).

Departamento de Engenharia de Produção da Faculdade de Engenharia da UNESP - Bauru

Av. Eng. Edmundo Carrijo Coube, n° 14-01 Fone: 55-14-3103-6122