Knowledge-Based Assessment Applied to Lean Brazilian Toyota Plants: Employees' Perceptions (original) (raw)

Development of a lean assessment tool and measuring the effect of culture from employee perception

Journal of Manufacturing Technology Management, 2020

PurposeFew companies have had the success that Toyota Motor Corporation has experienced over the past 70 years. Many give credit for Toyota's success to the company's famous Toyota Production System. Companies outside of Toyota have tried to implement versions of Toyota's system as Lean production; however, few companies have experienced the success of Toyota, and none have experienced Toyota's sustained success. In 2001, Toyota released a publication entitled The Toyota Way 2001 as a set of globalized standards of the culture that drives the success of the Toyota Production System.Design/methodology/approachThis research examines the effect of the Toyota Way on the implementation of Lean production outside of Toyota. A survey was developed and a study was performed on a sample of 349 participants with Lean experience. Structural equation modeling was used to test the relationship between the Toyota Way culture, Lean production, and achieving the desired Lean product...

The Use of Lean Production Practices & Principles in the Brazilian Automotive Cluster of Paraná

The relevance of practices and principles of Lean to help automotive industries to become more competitive has been receiving more attention nowadays, mainly in a market like that with high pressure of costs and global competition. However it is necessary to research which tools have been used to improve this production system. This paper aims to identify the main Lean Production practices and principles (P&P) adopted in the auto parts industry of the second largest Brazilian automotive cluster. Therefore, it was applied the questionnaires of the HPM (High Performance Manufacturing), that is an international project conducted by several universities around the world. The methodology described here will be a survey; the questionnaires were applied to nine companies in the automotive cluster of Paraná. The consistency, reliability and validity of responses were verified by applying the Cronbach’s Alpha test. The results shown that there is a high level of understanding and application of Lean Production P&P in the automotive cluster of Paraná, especially with regard to the pull production (Pace Maker), continuous flow, visual control (Andon), autonomation (Jidoka), capacity leveling (Heijunka), multifunctionality, standardized working intructions tools (SWI), OEE (overall equipment effectiveness) and, mainly, understanding the Lean Culture of long term.

Work Organization Practices for Lean Production: A Study in Spanish and Brazilian Manufacturers

2008

This work aims to discuss particular work organization practices in human resources reported as successful by companies adopting lean production principles, and investigate them through real examples observed on manufacturing plants in Spain and Brazil. A set of work organization practices was previously established by one of the authors, through interviews with practitioners of lean production and review of the literature. A series of visits and informal interviews at Spanish and Brazilian automotive parts manufacturers that follow lean production were conducted to verify that the set of policies are indeed practiced. Examples obtained from these visits and interviews are presented for each practice. This working paper was written by undergraduate student Victor Rentes, with the guidance of Professor Dr. Jordi Olivella. A comparative study between the practices observed in the two different countries is not present here. It is a possible topic for future research.

Evaluation of Lean Manufacturing Practices in an Automotive Component Manufacturer

Revista Gestão da Produção Operações e Sistemas

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. Researc...

Diagnosing and understanding the ideal Lean Culture – based on the 14 principles of the Toyota Way

Few organizations achieve good performance of Lean implementation according to the Toyota model. Several authors agree that the principal reason of Lean failure is associated with the Organizational Culture. This article aims to explore an ideal Lean Culture, based on a Literature review and by a theoretical association of the Competing Values Framework (CVF) with The 14 Principles of the Toyota Way. The results show that the ideal Lean Culture would be more associated with the Hierarchy Culture. The contribution of this paper relies on inciting a discussion about Organizational Culture ideal for the implementation of Lean practices.