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manufacturing strategies
Angel MartõÂnez SaÂnchez and Manuela PeÂrez PeÂrez
University of Zaragoza, Spain 1433
Keywords Lean production, Manufacturing strategy, Flexibility
Abstract Develops and tests an integrated check-list to assess manufacturing changes towards
lean production. Using the results from a survey to manufacturing plants located in the Spanish
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region of Aragon, analyzes which lean production indicators are more used to assess the
company's improvements in their production systems, and the determinants on the use of these
indicators.
Introduction
Lean production is a conceptual framework popularized in many Western
industrial companies since the early 1990s. Initially, the publication of the book
The Machine that Changed the World (Womack et al., 1990) started the
diffusion of some lean manufacturing practices developed by the most
competitive auto manufacturers in the world. Thereinafter, lean production
was studied in other industries (Womack and Jones, 1996; Moore and Gibbons,
1997). Some scholars have even suggested that rapid change industries have
adopted lean production versus mass production as a growth paradigm
(Duguay et al., 1997).
The interest on lean production is mostly based on the empirical evidence
that it improves the company's competitiveness (Billesbach, 1994; Oliver et al.,
1996; Lowe et al., 1997). The primary goal to introduce any lean production
program in a shop, factory or company is to increase productivity, reduce lead
times and costs, improve quality, etc. (Sriparavastu and Gupta, 1997). However,
according to AhlstroÈm and Karlsson (1996) it is not always easy to justify the
implementation of a lean production program due to productivity decreases in
the early implementation stages which are strongly discouraged under the
traditional management accounting systems. Therefore, some intermediate
indicators are needed to assess the changes taking place in the effort to
introduce lean production. Some scholars, like Karlsson and AhlstroÈm (1996)
have developed operational models based on the conceptual framework created
by Womack et al. (1990) and on case studies in manufacturing companies.
Other scholars have studied the diffusion of lean production strategies within
manufacturing companies (Avella et al., 1999).
However there are almost no empirical studies which have analyzed the use
of intermediate indicators to assess manufacturing changes towards lean
production. This paper is intended to contribute to the empirical literature on
lean production with an study on the use of lean indicators by manufacturing International Journal of Operations &
companies. Following the work of Karlsson and AhlstroÈm (1996), a check-list Production Management,
Vol. 21 No. 11, 2001, pp. 1433-1451.
model with 36 indicators is introduced founded in the literature and tests the # MCB University Press, 0144-3577
IJOPM model in a sample of manufacturing firms. The paper will add empirical
21,11 support to other surveys' results on the use of production indicators.
Another contribution of this paper is to the knowledge and diffusion of
Balance ScoreBoards. This technique requires the use of production
management indicators to establish an operative link between the company's
strategic vision and the employees' actions and jobs (Kaplan and Norton, 2000).
1434 However very little is known about the relationship between the use of
production indicators and the company's competitiveness. This paper is a first-
stage analysis in the search to find which indicators are the most used by
manufacturing companies. Later another follow-up study will check the
causality or the transformation process in implementing production indicators
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Figure 1.
A lean production model
company tries to implement all these groups at the same time as they do it step Lean indicators
by step. However, we assume that a company will eventually adopt all these
practices. Then the company will need a comprehensive check-list to assess
changes towards lean production.
The number of indicators in the check-list has been kept to a minimum. The
purpose is to make the model simple to use for small and medium sized
manufacturing firms. Some of these indicators have already been proposed in 1435
Karlsson and AhlstroÈm's model. Others were found in the literature on lean
production. Each indicator has been defined in order to be more quantitative
than qualitative, simple to understand and use, and based on user control
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magnitudes (Neely et al., 1997). The next paragraphs briefly describe each
check-list group before testing their application in a sample of manufacturing
companies.
Continuous improvement
Another lean production feature is the search for continuous improvement in
products and processes (Oakland, 1993). This process requires the involvement
of all production employees and the support of top management. Both are
necessary to create improvement teams (for example, quality circles) and to
train those workers. Table II shows the check-list indicators of continuous
improvement. The number of suggestions per employee and year is a basic
measure of the change towards this objective, while the percentage of these
suggestions that are eventually implemented in the company values the top
management support and the quality of the suggestions. Another technique
used in the search for continuous improvement is the involvement of
production line workers in the identification and adjustment of defective parts,
in order to prevent such defective parts arriving at the quality control
department. In some factories the workers may even give a warning to stop the
production line or do it himself or herself, to avoid any defective parts moving
along the next production stage (Hirano, 1990). Therefore, a lean production
factory should have fewer quality control employees.
Multifunctional teams
Work organization in multifunctional teams greatly facilitates task rotation
and flexibility to accommodate changes in production levels. A study of Italian
Integration of suppliers
The integration of suppliers is a lean production feature that influences several
departments like R&D or logistics. Some scholars (Dyer, 1996) have shown the
competitiveness that the automakers derive from some specific buyer-supplier
relationships with their first-tier suppliers. This section of the check-list
(Table V) deals primarily with the supplier involvement in information and
Note: "The indicator should increase to progress to lean production. #The indicator should indicators of suppliers
decrease to progress to lean production integration
component design, as the previous section has already dealt with the delivery
integration of suppliers.
The suppliers can play a significant role in the customer's components
design. The main advantage to the customer from the supplier's involvement in
component design is that it may help to shorten prototype development times,
and therefore to reduce costs and gain competitive advantage in the market.
When the suppliers are not involved in component design, the manufacturer
has to invest extra time and resources to solve any problem their suppliers will
encounter when manufacturing a part they have not designed. On the other
hand, the supplier has more time to provide for production problems and to
innovate (Cusumano, 1994). The check-list assesses the degree of supplier
involvement with the percentage of parts designed under a buyer-supplier
cooperation (I1), and with the number of suggestions made to the company's
suppliers (I2).
The other group of check-list indicators deals with information exchange,
measured by the number and length of visits and stays by engineers and
technicians between a manufacturer and their suppliers (I3 and I4), and the
number and value of the documents interchanged with suppliers (I5). An
increase in these indicators also represents a change towards lean production
because it reduces inefficiencies and eliminates activities that are not value
added (Banerjee and Srivam, 1995). For example, Dyer (1994) found an inverse
relationship between the number of man-days of face-to-face contacts among
engineers' manufacturers and suppliers, and two variables: the number of
defects by vehicle and the development time of a new model.
Similarly, the use of EDI gives more advantages to the companies with Just-
in-Time production and delivery systems than to those companies without them
(Banerjee and Golhar, 1993). Finally, another result of supplier involvement is
the reduction in the number of suppliers and the increase in length-contracts for
the main components (Cusumano and Takeishi, 1991; Sohal and Egglestone,
1994); this greater stability in the contracts allows the suppliers to reduce lot
production sizes and to increase the frequency of deliveries (Dyer, 1996).
IJOPM Flexible information system
21,11 Lean production implies a decentralization of responsibilities to production line
workers and a decrease of the hierarchic levels of the company. The efficient
operation of a lean organization requires the diffusion of information to all
levels (Womack et al., 1990; Womack and Jones, 1996). The aim is to deliver
timely and useful information down to the production line. The content of that
1440 information must be as much strategic as operational. The strategic
information type deals, for example, with the company's production plans or
sales forecast, while the operational information may be related to the factory's
productivity or quality performance. In the same way, the production
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information system should allow the operation of the different factory sections
or groups of machines to integrate between them and with the production
planning department. Table VI enumerates the indicators related to the flexible
information system.
Chi-square Likelihood
Hypothesis of indicator relationship test ratio
1. The frequency with which suppliers' technicians visit the 55.27*** 49.39***
company (I3) ± the frequency with which company's suppliers
are visited by technicians (I4)
2. Percentage of employees working in teams (EQ1) ± number 35.48*** 30.42***
and percentage of tasks performed by the teams (EQ2)
3. Percentage of common parts in company products (EF1) ± 21.11** 22.96***
percentage of parts co-designed with suppliers (I1)
4. Percentage of parts co-designed with suppliers (I1) ± number 25.68** 20.06*
of suggestions made to suppliers (I2)
5. Percentage of parts delivered just-in-time by the suppliers (P2) 22.81** 23.58**
± level of integration between suppliers' delivery and the
company's production information system (P3)
6. Percentage of preventive maintenance over total maintenance 25.96* 30.68**
(EF6) ± percentage of time machines are standing due to
malfunction (MC6)
7. Lead time of customers' orders (P1) ± percentage of parts 25.40* 28.62**
delivered just-in-time between sections in the production line (P4)
8. Percentage of documents interchanged with suppliers through 26.12* 23.70*
EDI or intranets (I5) ± percentage of production equipment that
is computer integrated (S4)
9. Number of suggestions per employee and year (MC1) ± Savings 25.21* 20.80
and/or benefits from the suggestions (MC3)
10. Number of suggestions per employee and year (MC1) ± 17.60 19.07*
percentage of implemented suggestions (MC2)
11. The frequency with which information is given to employees 15.91 18.24
(S1) ± number of suggestions per employee and year (MC1)
12. Percentage of team leaders that have been elected by their own 8.87 11.44
team co-workers (EQ5) ± number of decisions employees may Table VIII.
accomplish without supervisory control (S5) Contingency analysis
between different lean
Note: Level of significance ± *p<0.1 **p<0.05 ***p<0.01 production indicators
IJOPM of usefulness of an indicator is an indirect measure of the actual degree of
21,11 diffusion of that lean production technique in the company. Therefore if we test
the dependence interrelationship between two indicators we will be indirectly
testing the joint application of two lean production techniques.
Three of the hypotheses tested have a significant dependence at 99 percent,
and four other hypotheses at 95 percent. The results for the other hypotheses
1444 indicated that the relationship of dependency is very weak or non-existent. The
first relationship with a strong dependency is between the technical visits and
assistance to and from the suppliers. This implies that between these
companies and their suppliers there is a two-way technology flow which
suggests a joint approach to the resolution of technical problems. The second
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indicators with the company's age, size and manufacturing focus. The
company's age was measured by the number of years that the company had
been in operation, while the company's size was measured by the number of
employees. The manufacturing focus was valued asking the operation
managers to distribute 100 points among the objectives of cost, quality,
flexibility and lead time ± according to their relative importance in the
company's manufacturing strategy ± and calculating the standard deviation
of those values. When a company scores 25 points to each dimension the
standard deviation would be zero and it will indicate no manufacturing focus
whatsoever.
It was expected that the company's age was negatively correlated with the
average use of indicators because lean production implies organizational and
layout changes, which are costlier in an older factory. The older the factory, the
smaller number of indicators will be used because lean production will be less
implemented. On the contrary, it was expected that the relationship between
company size and average use would be positive because the largest companies
have more skills and resources to adopt some of the techniques involved in lean
production. Finally, the hypothesis established for the manufacturing focus
was a positive relationship because some of the indicators already suggest a
manufacturing focus such as the value of scrap for manufacturing operations
focused on quality. Table IX shows the results of the regression analysis
carried out to test these hypotheses. The variables behaved as expected but no
one was significant.
Given the lack of adjustment of the proposed model, a logistics regression
was also made for each indicator. The dependent variable has been the use of
Strategic
Constant Age Size focus
Significant
independent
Indicators variable Wald value Goodness of fit Chi-square
the ScoreBoard of Table XI may also be found suitable for small and medium
sized companies. Even though Balance ScoreBoards are being implemented
mainly in large and multiplant companies, small companies are also in need of
manufacturing information systems. Therefore these small companies could
also integrate and follow up the evolution of the indicators proposed in Table
XI to control their operations according to the specific manufacturing
objective.
Concluding remarks
This paper has tested the use of a check-list model by a sample of
manufacturing companies. The model includes 36 indicators to assess changes
towards lean production proposed from a review of the literature. The
indicators have been classified into six groups: elimination of zero-value
activities; continuous improvement; team work; JIT production and delivery;
suppliers' integration; and flexible information system.
The paper had three objectives: to evaluate the use of lean production
indicators, to analyze some relationships between the use of these indicators,
and to study the influence that the company's manufacturing objectives have
on the use of lean production indicators. These three objectives were achieved
by the paper's descriptive analysis. First, we measured the degree of use of
each indicator with a five-step Likert scale. Sixty percent of lean indicators
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31. Ifechukwude K. Dibia Regional Centre for Manufacturing Industries (RCMI), School Engineering,
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32. S.J. Thanki Department of Mechanical Engineering, S.V.M. Institute of Technology, Bharuch, India
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35. Manoj Dora Ghent University, Ghent, Belgium Dirk Van Goubergen Ghent University, Ghent, Belgium
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57. Seyed Mohammad Seyedhosseini, Ahmad Ebrahimi Taleghani, Arash Bakhsha, Solmaz Partovi. 2011.
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Institute Inc., West Lafayette, Indiana, USA Mark A. JohnsonAssistant Professor, Mechanical Engineering
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76. Dag NäslundCoggin College of Business, University of North Florida, South Jacksonville, Florida, USA
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78. Purba RaoAsian Institute of Management, Makati, Philippines Diane HoltMiddlesex University Dubai,
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The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong.W.B. LeeW.B. Lee is
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