Abstract
German automotive suppliers started operating their manufacturing plants in China without much strategic planning or thoughtful implementation of the value stream, hastily pursuing the enormous promise of the fastest growing automobile market in the world. The objective of this paper is to explore the value stream shortcomings and possibilities to overcome these through a value stream mapping adapted to the Chinese culture. On the case of a German automotive supplier, the implementation of ‘enterprise resource planning’ and ‘lean production’ to increase efficiency, transparency, and control are researched. This is done with internal documents and interviews of the initiative sponsors and the responsible project manager. The relevant key is a mix of push and pull measures with extensive use of Kanban. The implementation of such a value stream mapping, involving the key success factors identified in this paper, allow Western suppliers to develop competitive advantages for the Chinese market in the long run.
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