Lean production from the perspective of the resource-based view: a study in an organization in the footwear industry

Silva, Alline Thamyres Claudino da; Gohr, Cláudia Fabiana; Santos, Luciano Costa

Alline Thamyres Claudino da Silva

Departamento de Engenharia de Produção, Universidade Federal da Paraíba, Centro de Tecnologia, Campus I, Bloco G, Cidade Universitária, João Pessoa-PB, Caixa Postal: 5045, CEP: 58., João Pessoa, PB, Brasil, e-mail: allinethamyres@hotmail.com; claudiagohr@ct.ufpb.br; claudiafgohr@gmail.com; luciano@ct.ufpb.br; lucosantos@gmail.com

https://orcid.org/0000-0002-8936-8017

Cláudia Fabiana Gohr

Departamento de Engenharia de Produção, Universidade Federal da Paraíba, Centro de Tecnologia, Campus I, Bloco G, Cidade Universitária, João Pessoa-PB, Caixa Postal: 5045, CEP: 58., João Pessoa, PB, Brasil, e-mail: allinethamyres@hotmail.com; claudiagohr@ct.ufpb.br; claudiafgohr@gmail.com; luciano@ct.ufpb.br; lucosantos@gmail.com

https://orcid.org/0000-0001-9774-7140

Luciano Costa Santos

Departamento de Engenharia de Produção, Universidade Federal da Paraíba, Centro de Tecnologia, Campus I, Bloco G, Cidade Universitária, João Pessoa-PB, Caixa Postal: 5045, CEP: 58., João Pessoa, PB, Brasil, e-mail: allinethamyres@hotmail.com; claudiagohr@ct.ufpb.br; claudiafgohr@gmail.com; luciano@ct.ufpb.br; lucosantos@gmail.com

https://orcid.org/0000-0002-7271-8607

PRACTICES	CONCEPTS	AUTHORS
Autonomation (jidoka)	Providing operators and machines the ability to detect problems and stop the production process immediately when abnormalities occur.	Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman.
Zero defects quality control	Set of methods that prevent and eliminate defects by identifying and controlling the causes.	Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman.
Visual management	A management approach that suggests the utilization of visual communication devices installed broadly on the work environment to transmit information about the process and its performance indicators.	Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman., Feld (2000)Feld, W. M. (2000). Lean manufacturing: tools, techniques, and how to use them. Boca Raton: CRC Press. http://dx.doi.org/10.1201/9781420025538. http://dx.doi.org/10.1201/9781420025538... , Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Liker (2004)Liker, J. K. (2004). The toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill., Galsworth (2004), Monden (2012)Galsworth, G. (2004). The value of vision: the language of lean production is self-ordering and self-improving. Industrial Engineering (American Institute of Industrial Engineers), 36(8), 44-50.
Just in time (JIT)	A system that provides inventory reductions by producing and delivering only the necessary amount on the time required.	Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman., Ohno (1997)Ohno, T. (1997). O sistema Toyota de produção: além da produção em larga escala. Bookman: Porto Alegre.
Kaizen (continuous improvement)	Permanent and incremental improvement program that covers the whole organization and results in a continuous effort to solve problems.	Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman., Feld (2000)Feld, W. M. (2000). Lean manufacturing: tools, techniques, and how to use them. Boca Raton: CRC Press. http://dx.doi.org/10.1201/9781420025538. http://dx.doi.org/10.1201/9781420025538... , Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Liker (2004)Liker, J. K. (2004). The toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill., Monden (2012)Monden, Y. (2012). Toyota production system: an integrated approach to just-in-time (4th ed.). Boca Raton: CRC Press.
Total productive maintenance	Structured maintenance approach that gathers a set of techniques that avoid unexpected interruptions on production flow by autonomous and planned maintenance.	Ljungberg (1998)Ljungberg, Õ. (1998). Measurement of overall equipment effectiveness as a basis for TPM activities. International Journal of Operations & Production Management, 18(5), 495-507. http://dx.doi.org/10.1108/01443579810206334. http://dx.doi.org/10.1108/01443579810206... , Feld (2000)Feld, W. M. (2000). Lean manufacturing: tools, techniques, and how to use them. Boca Raton: CRC Press. http://dx.doi.org/10.1201/9781420025538. http://dx.doi.org/10.1201/9781420025538... , Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Liker (2004)Liker, J. K. (2004). The toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill.
Value stream mapping (VSM)	Support tool for the implementation of lean production that maps material and information flows, helping the identification of activities that do not add value and driving the improvement of the value flow.	Barber & Tietje (2008)Barber, C. S., & Tietje, B. C. (2008). A research agenda for value stream mapping the sales process. Journal of Personal Selling & Sales Management, 28(2), 155-165. http://dx.doi.org/10.2753/PSS0885-3134280204. http://dx.doi.org/10.2753/PSS0885-313428... , Chen et al. (2010)Chen, J. C., Li, Y., & Shady, B. D. (2010). From value stream mapping toward a lean/sigma continuous improvement process: an industrial case study. International Journal of Production Research, 48(4), 1069-1086. http://dx.doi.org/10.1080/00207540802484911. http://dx.doi.org/10.1080/00207540802484... , Chen & Meng (2010)Chen, L., & Meng, B. (2010). The application of value stream mapping based lean production system. International Journal of Business and Management, 5(6), 203-209. http://dx.doi.org/10.5539/ijbm.v5n6p203. http://dx.doi.org/10.5539/ijbm.v5n6p203...
Production leveling (heijunka)	Heijunka means leveling the mix and quantity of production over a fixed period in order to reduce the variability of the production schedules.	Swanson (2008)Swanson, R. E. (2008). A generalized approach to demand buffering and production levelling for JIT make‐to‐stock applications. Canadian Journal of Chemical Engineering, 86(5), 859-868. http://dx.doi.org/10.1002/cjce.20093. http://dx.doi.org/10.1002/cjce.20093... , Kasul & Motwani (1997)Kasul, R. A., & Motwani, J. G. (1997). Successful implementation of TPS in a manufacturing setting: a case study. Industrial Management & Data Systems, 97(7), 274-279. http://dx.doi.org/10.1108/02635579710191707. http://dx.doi.org/10.1108/02635579710191... , Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press.
Standardized work	Establishment of precise procedures to execute tasks documented and exposed in the workstations.	Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman., Feld (2000)Feld, W. M. (2000). Lean manufacturing: tools, techniques, and how to use them. Boca Raton: CRC Press. http://dx.doi.org/10.1201/9781420025538. http://dx.doi.org/10.1201/9781420025538... , Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Liker (2004)Liker, J. K. (2004). The toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill., Monden (2012)Monden, Y. (2012). Toyota production system: an integrated approach to just-in-time (4th ed.). Boca Raton: CRC Press.
Kanban system	Pull production mechanism that controls the flow of materials and information using devices that inform the need of parts between two workstations.	Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman., Feld (2000)Feld, W. M. (2000). Lean manufacturing: tools, techniques, and how to use them. Boca Raton: CRC Press. http://dx.doi.org/10.1201/9781420025538. http://dx.doi.org/10.1201/9781420025538... , Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Liker (2004)Liker, J. K. (2004). The toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill., Monden (2012)Monden, Y. (2012). Toyota production system: an integrated approach to just-in-time (4th ed.). Boca Raton: CRC Press.
Multifunctional teams	Groups of workers trained to perform different tasks, allowing system flexibility to keep the production flow stable.	Åhlström & Karlsson (1996)Åhlström, P., & Karlsson, C. (1996). Change processes towards lean production: the role of the management accounting system. International Journal of Operations & Production Management, 16(11), 42-56. http://dx.doi.org/10.1108/01443579610131447. http://dx.doi.org/10.1108/01443579610131... , Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman.; Feld (2000)Feld, W. M. (2000). Lean manufacturing: tools, techniques, and how to use them. Boca Raton: CRC Press. http://dx.doi.org/10.1201/9781420025538. http://dx.doi.org/10.1201/9781420025538... , Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Liker (2004)Liker, J. K. (2004). The toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill., Monden (2012)Monden, Y. (2012). Toyota production system: an integrated approach to just-in-time (4th ed.). Boca Raton: CRC Press.
Single minute exchange of die (SMED)	Methodology for simplifying machine setups in order to reduce the time spent in this activity.	Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman., Feld (2000)Feld, W. M. (2000). Lean manufacturing: tools, techniques, and how to use them. Boca Raton: CRC Press. http://dx.doi.org/10.1201/9781420025538. http://dx.doi.org/10.1201/9781420025538... , Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Liker (2004)Liker, J. K. (2004). The toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill., Monden (2012)Monden, Y. (2012). Toyota production system: an integrated approach to just-in-time (4th ed.). Boca Raton: CRC Press.
5S	A set of concepts and practices that have as main objectives the organization and rationalization of the work environment (housekeeping).	Shah & Ward (2003)Shah, R., & Ward, P. T. (2003). Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management, 21(2), 129-149. http://dx.doi.org/10.1016/S0272-6963(02)00108-0. http://dx.doi.org/10.1016/S0272-6963(02)...
Pull production	A method of production control in which each workstation requests from the previous station the precise amount of products that is needed and when it is needed.	Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Shah & Ward (2003)Shah, R., & Ward, P. T. (2003). Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management, 21(2), 129-149. http://dx.doi.org/10.1016/S0272-6963(02)00108-0. http://dx.doi.org/10.1016/S0272-6963(02)...
Poka yoke	Devices incorporated into the production process to detect and prevent failures.	Womack & Jones (2003)Womack, J. P., & Jones, D. T. (2003). Lean thinking: banish waste and create wealth for your corporation. 2nd ed. New York, NY: Free Press., Shingo (1996)Shingo, S. (1996). O sistema Toyota de produção: o ponto de partida da engenharia de produção. Porto Alegre: Bookman.

Interviewees		Number of interviews
1	PPC Coordinator	02
2	Process Specialist	05
3	Lean Analyst	03
4	Support Analyst	01
TOTAL INTERVIEWS		11

LEAN IMPLEMENTATION
When?	When the practices were implemented.
What?	Which LP practice was implemented.
How?	How the practice was implemented.
Why?	Explain the reason the practice was implemented, to identify the needs of the company at the time of implementation.
Necessary resources?	To identify the resources needed to implement each LP practices, generating the final list of resources.

RESOURCE
QUESTIONS	SCORE
QUESTIONS	1	2	3	4	5
What is its effect on the organization's profitability?	Highly negative impact	Negative impact	Nil impact	Positive impact	Highly positive impact
What is its effect on the organization’s ability to defuse threats?	Highly negative impact	Negative impact	Nil impact	Positive impact	Highly positive impact
What is its effect on the organization’s ability to capitalize on opportunities?	Highly negative impact	Negative impact	Nil impact	Positive impact	Highly positive impact
How many competitors already have it?	All	Most	Half	Some	None
What level of performance does it offer compared to competitors?	Well below industry average	Below industry average	Average for industry	Above industry average	Indisputable leadership
TOTAL SCORE			RANKING

RESOURCE
QUESTIONS	SCORE
QUESTIONS	1	2	3	4	5
How easily can competitors recognize it?	Very easily	Quite easily	With some difficulty	Hardly	The resource is unique
How long would it take to get a payback on this resource?	< 1 month	1 - 6 months	6 - 24 months	2 - 5 years	> 5 years
Was the resource acquired through interpersonal relationships, trust and culture, acquired over the long term?	Not at all	Hardly	Partly	Largely	Completely
Was the resource acquired through organizational learning?	Not at all	Hardly	Partly	Partly	Largely
Can the resource be replaced by another resource for a similar result?	Completely	Largely	Partly	Hardly	No way
TOTAL SCORE			RANKING

RESOURCE
QUESTIONS	SCORE
QUESTIONS	1	2	3	4	5
Can the resource be transferred to other processes elsewhere in-house?	Impossible	With difficulty	With some effort	Easily	Very easily
How long would it take to reproduce elsewhere in-house?	> 5 years	2 - 5 years	6 - 24 months	1 - 6 months	< 1 month
Does the organization recognize when there is a rare, valuable and difficult resource to be copied by competitors?	Not at all	Very weak	Partly	Largely	Completely
Are the company's policies and procedures organized to support the exploitation of its resources?	Not at all	Very weak	Partly	Largely	Completely
How deeply is it tied to its surroundings?	Total link	Strong link	Partial link	Weak link	No link
TOTAL SCORE			RANKING

SCORE INTERVALS	INTENSITY OF RESOURCE
5 to 8 points	Very low
9 to 12 points	Low
13 to 17 points	Medium
18 to 21 points	High
22 to 25 points	Very high

Operations strategy details
Main objectives	- Market leader
Main objectives	- To invest in quality policies
Competitive priorities	1. Product quality;
	2. Flexibility;
	3. Dependability;
	4. Costs;
	5. Speed.
Strategic actions	- To detail what is to be produced;
	- To define the time for production to be completed;
	- To maintain good relationships with suppliers;
	- To organize and develop training.
Strategic Perspective	Top-down, unfolding the parent’s strategic planning for its subsidiary.

IMPLEMENTED PRACTICES	PRACTICES IN THE TEST
- VPM	- Pull production
- Standardized work	- Poka yoke devices
- Production leveling (heijunka)	- Autonomation (jidoka)
- Multifunctional teams	- Kanban system
- Visual management	- Just in time
- Zero defects quality control
- 5S
- Kaizen
- Single Minute Exchange of Die
- Total productive maintenance

When?	What?	How?	Why?	Resources?
1^st semester/ 2011	Value stream mapping	Hiring a consulting team.	Need to know the process and plan a future state.	Qualified managers; outsourced service; software.
	Standardized work	Definition of the working method based on time studies and, after, workforce training.	Assure the process consistency to keep the system stability.	Qualified managers; training; operational workforce; culture; heavy machinery.
	*Production leveling (heijunka)*	Board of directors’ assistance and support from the PPC department.	Better utilization of workforce, balance the workload and assure the accomplishment of the takt time.	Qualified managers; training; culture; operational workforce, support equipment.
	Multifunctional teams	Performing a pilot study in a specific department before the complete implementation.	Increase the versatility of the operator and reduce the fatigue at work.	Qualified managers; training; operational workforce; culture; heavy machinery; support equipment.
2^nd semester/ 2011	Visual management	Fixing visual devices through the factory.	Enable queries to inform the accomplishment of goals and document information and instructions established during training.	Qualified managers; training; operational workforce; culture; organizational climate.
2^nd semester/ 2011	Zero defects quality control	Personnel training and definition of quality standards and tools.	Solve problems related to product quality.	Qualified managers; brand; relationship with suppliers; experience; training; strategic alliances and partnerships; raw material; heavy machinery; culture; customers; support equipment; operational workforce.
1^st semester/ 2012	Kaizen (continuous improvement)	Improvement teams and periodical Kaizen events.	Promote continuous improvement with the participation of workers, also to implement the best practices and stimulate innovation management.	Qualified managers; experience; training; relationship with suppliers; culture; operational workforce; organizational climate.
	5s	Through the gradual implementation of each sense. Lectures were made on the implementation of each sense.	To have a favorable, clean and healthy working environment and to disseminate a positive organizational culture.	Qualified managers; experience; operational workforce; culture; training; organizational climate.
	Pull production	Reduced inventory in process.	Avoid large amount of inventory.	Qualified managers; experience; software; training; relations with suppliers; culture; customer data; raw material; heavy machines; support equipment.
2^nd semester/ 2012	SMED	Through the partnership between the production and maintenance areas	Enable the reduction of production batches and increase the availability of equipment.	Qualified managers; operational workforce; training; heavy machines; culture; support equipment; software.
2^nd semester/ 2012	*Poka yoke*	Through jigs and use of ready sandal patterns to assist in the visualization of the final product.	Avoid operational errors or failures and guarantee product quality and standardization.	Qualified managers; operational workforce; experience; training; culture; heavy machines; support equipment.
1^st semester/ 2013	Total productive maintenance	Partnerships between production and maintenance areas.	Assure availability and functioning of equipment.	Qualified managers; operational workforce; training; heavy machinery; culture; support equipment; organizational climate; experience; raw material.
2^nd semester/ 2013	*Autonomation (jidoka)*	Studies to grant operators autonomy to detect problems and stop the production line.	For everybody to realize the notion of quality and assure process reliability.	Qualified managers; experience; operational workforce; training; culture; organizational climate; support equipment.
	Kanban system	Pilot implementation in a department, based on the consultant's instructions.	Assist the synchronization activities and keep intermediate inventory levels under control.	Qualified managers; experience; software; training; relationship with suppliers; customers data; culture; raw material; operational workforce.
	Just in time (JIT)	Still in its initial phase; lacks the training of strategic, tactic and operational personnel, also to expand the system to the supply chain.	Assure the least process lead-time and minimize inventory.	Qualified managers; experience; training; relationship with suppliers; operational workforce; culture; organizational climate; software; customers data; raw materials; strategic partnerships and alliances; heavy machinery; support equipment; location.

PRACTICES	RESOURCES
PRACTICES	Operational workforce	Qualified managers	Raw material	Customers	Heavy machinery	Location	Support equipment	Culture	Organizational climate	Strategic partnerships and alliances	Training	Brand	Software	Customers data	Relationship with suppliers	Outsourced services	Experience
Value stream mapping		2											1			2
Standardized work	3	3			2			2			3
Production leveling (heijunka)	3	2					1	1			2
Multifunctional teams	3	2			2		1	3			3
Visual management	2	3						3	2		3
Zero defects quality control	2	3	3	1	1		3	2		3	2	1			3		3
5S	3	3						3	3		3						3
Pull production		2	2		1		1	1			1		2	1	1		1
Kaizen	3	3						3	3		3				3		1
SMED	2	2			3		1	1			3		1
Poka yoke	2	3			2		1	2			3						1
Total productive maintenance	1	2	2		3		1	2	1		3						1
Autonomation (jidoka)	3	3					2	2	2		3						1
Kanban system	2	1	2					1			3		1	1	1		1
Just in time	2	2	3		2	2	2	2	3	3	3		1	3	1		3
TOTAL	31	36	12	1	16	2	13	28	14	6	38	1	6	5	9	2	15
Strong relation = 3 Medium relation = 2 Weak relation = 1

SCORING INTERVALS	LEVEL OF INFLUENCE
1 to 15 points	Weak
16 to 30 points	Medium
31 to 45 points	Strong

	CRITERIA
RESOURCES	VALUE	SUSTAINABILITY	VERSATILITY
Operational workforce	Medium	Medium	Medium
Qualified managers	High	Medium	High
Heavy machinery	High	Medium	High
Culture	High	Very high	High
Training	High	High	High

[1] Source: Adapted by Santos et al. (2015)Santos, L. C., Gohr, C. F., Cruz, I. K. H., & Cunha, H. S. (2015). Como dar suporte às estratégias de empresas hoteleiras? Uma análise segundo a visão baseada em recursos. Production, 25(2), 403-415. http://dx.doi.org/10.1590/0103-6513.036612.
http://dx.doi.org/10.1590/0103-6513.0366... .

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Lean production from the perspective of the resource-based view: a study in an organization in the footwear industry

Abstract