Abstract
Lean manufacturing (LM) is a management system focused on eliminating waste and activities that do not add value, with the aim of reducing costs and improving the quality and productivity of organizations. LM has been adopted in diverse industries and several countries due to its advantages in cost, flexibility and rapid response (Muslimen et al., 2013). The objective of this investigation is to analyze the implementation level to the Lean System via the SAE J4000 (SAE 1999a) standard carried out among companies of the State of Mexico automotive industry. In addition, this investigation shows the inferential and descriptive statistics data analysis of Mexican companies compared to the automotive industries in Spain and Brazil. Results show that the implementation level of the automotive industry is at 48.4% in the State of Mexico according to the SAE J4000 standard. Moreover, the involvement of suppliers and the use of lean tools in processes are higher in the State of Mexico compared to automotive industries in Spain and Brazil. However, previous studies ranked the State of Mexico at a lower level of LM in contrast with Spain and Brazil production lines.
Highlights
The Toyota Production System (TPS) is a rational manufacturing method that seeks to eliminate waste, with the aim of increasing productivity and quality in organizations (Monden, 1983)
The results are divided in two sections: the first one focuses on the analysis of the implementation level to the Lean Production System in Mexico State; The second comprises a comparison between Mexico, Brazil, and Spain, with the corresponding statistical inferential analysis
Based on the information gathered through the methodology mentioned above, the information for the State of Mexico is compared with the data from Spain and Brazil, according to Araújo et al 2012
Summary
The Toyota Production System (TPS) is a rational manufacturing method that seeks to eliminate waste, with the aim of increasing productivity and quality in organizations (Monden, 1983). As copying Ford’s mass production system was not possible, Toyota had to think of another way to do it For this reason and based on several fundamental principles, Taiichi Ohno has implemented a series of groups in order to find the best way to perform operations with their new way of visualizing the production system. These types of groups were the precursors of quality circles and Kaizen equipment (continuous improvement). Taiichi Ohno focuses on small batch production, developing a new system that coordinated the flow of parts and materials where each part or material could only be produced if the production step demanded the part. The key instrument developed by Ohno was the Kanban (information card), which represented the link of the entire new production system (Hosseini et al, 2015) (Ohno, 1988)
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