Roadmap for Lean implementation in Indian automotive component manufacturing industry: comparative study of UNIDO Model and ISM Model

The demands for automobiles increased drastically in last two and half decades in India. Many global automobile manufacturers and Tier-1 suppliers have already set up research, development and manufacturing facilities in India. The Indian automotive component industry started implementing Lean practices to fulfill the demand of these customers. United Nations Industrial Development Organization (UNIDO) has taken proactive approach in association with Automotive Component Manufacturers Association of India (ACMA) and the Government of India to assist Indian SMEs in various clusters since 1999 to make them globally competitive. The primary objectives of this research are to study the UNIDO–ACMA Model as well as ISM Model of Lean implementation and validate the ISM Model by comparing with UNIDO–ACMA Model. It also aims at presenting a roadmap for Lean implementation in Indian automotive component industry. This paper is based on secondary data which include the research articles, web articles, doctoral thesis, survey reports and books on automotive industry in the field of Lean, JIT and ISM. ISM Model for Lean practice bundles was developed by authors in consultation with Lean practitioners. The UNIDO–ACMA Model has six stages whereas ISM Model has eight phases for Lean implementation. The ISM-based Lean implementation model is validated through high degree of similarity with UNIDO–ACMA Model. The major contribution of this paper is the proposed ISM Model for sustainable Lean implementation. The ISM-based Lean implementation framework presents greater insight of implementation process at more microlevel as compared to UNIDO–ACMA Model.

[1]  S. Datta,et al.  Interrelationship of drivers for agile manufacturing: an Indian experience , 2012 .

[2]  Roger John Hilton.  Factors critical to a sustainable deployment of Lean Six Sigma in Australian business. , 2013 .

[3]  P. K. Mishra,et al.  MODELING OF INFORMATION SHARING ENABLERS FOR BUILDING TRUST IN INDIAN MANUFACTURING INDUSTRY: AN INTEGRATED ISM AND FUZZY MICMAC APPROACH , 2010 .

[4]  Lena Abrahamsson,et al.  The Good Work - an obsolete vision? , 2007 .

[5]  John N. Warfield,et al.  Developing Interconnection Matrices in Structural Modeling , 1974, IEEE Trans. Syst. Man Cybern..

[6]  Keith Popplewell,et al.  Interpretive structural modelling of risk sources in a virtual organisation , 2011 .

[7]  Richard J. Schonberger,et al.  Just-in-Time Purchasing: A Challenge for U.S. Industry , 1983 .

[8]  Dan Shunk,et al.  GROUP TECHNOLOGY PROVIDES ORGANIZED APPROACH TO REALIZING BENEFITS OF CIMS. , 1985 .

[9]  Dinesh Khanduja,et al.  DMAICT: A ROAD MAP TO QUICK CHANGEOVERS , 2010 .

[10]  Abdullah AlSagheer.  Applying Six Sigma To Achieve Enterprise Sustainability: Preparations And Aftermath Of Six Sigma Projects , 2011 .

[11]  Vanita Ahuja,et al.  Benefits of collaborative ICT adoption for building project management , 2009 .

[12]  Jose Arturo Garza-Reyes,et al.  A VSM improvement-based approach for lean operations in an Indian manufacturing SME , 2014 .

[13]  Muhammad Imran Qureshi,et al.  Critical elements in implementations of just-in-time management: empirical study of cement industry in Pakistan , 2013, SpringerPlus.

[14]  Mesut Yavuz,et al.  Iterated beam search for the combined car sequencing and level scheduling problem , 2013 .

[15]  Suresh Garg,et al.  EQUIPMENT FLEXIBILITY VS. INVENTORY: A SIMULATION STUDY OF MANUFACTURING SYSTEMS , 2001 .

[16]  Pat McNamara,et al.  PSYCHOLOGICAL FACTORS AFFECTING THE SUSTAINABILITY OF 5S LEAN , 2014 .

[17]  Kim Hua Tan,et al.  Managing lean capabilities through flexible workforce development: a process and framework , 2013 .

[18]  M. Feldman,et al.  Reconceptualizing Organizational Routines as a Source of Flexibility and Change , 2003 .

[19]  Shahrul Kamaruddin,et al.  IMPLEMENTING THE LEAN SIX SIGMA FRAMEWORK IN A SMALL MEDIUM ENTERPRISE (SME)—A CASE STUDY IN A PRINTING COMPANY , 2014 .

[20]  Rajesh Kumar Mehta,et al.  An Exploratory Study on Implementation of Lean Manufacturing Practices (With Special Reference to Automobile Sector Industry) , 2012 .

[21]  A K Gupta,et al.  A CONCEPTUAL JIT MODEL OF SERVICE QUALITY , 2011 .

[22]  C. K. Hahn,et al.  “Just‐In‐Time” Production and Purchasing , 1983 .

[23]  Michael N. Kennedy.  Product Development for the Lean Enterprise: Why Toyota''''s System Is Four Times More Productive an , 2003 .

[24]  Divesh Ojha,et al.  A competitive progression perspective of JIT systems: evidence from early US implementations , 2010 .

[25]  Ravi Shankar,et al.  IT-enablement of supply chains: understanding the barriers , 2005, J. Enterp. Inf. Manag..

[26]  R. Shankar,et al.  Modelling the barriers of green supply chain practices: an Indian perspective , 2010 .

[27]  John N. Pearson,et al.  Jit Manufacturing: a Survey of Implementations in Small and Large U.S. Manufacturers , 1999 .

[28]  S. Vinodh,et al.  Leanness assessment using multi-grade fuzzy approach , 2011 .

[29]  Stefan Tengblad,et al.  Experiences from Implementation of Lean Production: Standardization versus Self-management: A Swedish Case Study , 2013 .

[30]  Rosemary R. Fullerton,et al.  AN EXAMINATION OF THE RELATIONSHIPS BETWEEN JIT AND FINANCIAL PERFORMANCE , 2003 .

[31]  J.A.C. de Haan,et al.  Creative tension in a lean work environment: Implications for logistics firms and workers , 2012 .

[32]  Mohammad D. Al-Tahat,et al.  Investigation of the potential of implementing Kaizen principles in Jordanian companies , 2010 .

[33]  Mark Pagell,et al.  When does lean hurt? – an exploration of lean practices and worker health and safety outcomes , 2013 .

[34]  P. Garengo,et al.  Lean manufacturing in developing countries: evidence from Indian SMEs , 2012 .

[35]  S. Deshmukh,et al.  Vendor Selection Using Interpretive Structural Modelling (ISM) , 1994 .

[36]  Geir Ringen,et al.  How enablers for lean product development motivate engineers , 2013, Int. J. Comput. Integr. Manuf..

[37]  Rodolfo de Castro,et al.  Evaluation of value stream mapping in manufacturing system redesign , 2008 .

[38]  Andrew P. Sage,et al.  On the use of interpretive structural modeling for worth assessment , 1975 .

[39]  Jochen Deuse,et al.  Leveling of low volume and high mix production based on a Group Technology approach , 2011 .

[40]  Andrew P. Sage,et al.  On group assessment of utility and worth attributes using interpretive structural modeling , 1977 .

[41]  James C. Green,et al.  Managing lean manufacturing in material handling operations , 2010 .

[42]  Zoe Radnor,et al.  Implementing Lean in Health Care: Making the Link Between the Approach, Readiness and Sustainability , 2009, International Journal of Industrial Engineering and Management.

[43]  Shaligram Pokharel,et al.  A hybrid approach using ISM and fuzzy TOPSIS for the selection of reverse logistics provider , 2009 .

[44]  Ivica Veža,et al.  Lean PLM - Information Technology Strategy for Innovative and Sustainable Business Environment , 2012 .

[45]  Hale Kaynak,et al.  Using replication research for just-in-time purchasing construct development , 2006 .

[46]  A. Haleem,et al.  Customer involvement in greening the supply chain: an interpretive structural modeling methodology , 2013 .

[47]  Ravi Shankar,et al.  Supply chain agility: analysing the enablers , 2007 .

[48]  Richard J. Schonberger,et al.  “Just‐In‐Time” Purchasing Can Improve Quality , 1984 .

[49]  R. Schonberger.  The Transfer of Japanese Manufacturing Management Approaches to U.S. Industry , 1982 .

[50]  Suchismita Satapathy,et al.  A customer oriented systematic framework to extract business strategy in Indian electricity services , 2013 .

[51]  Ram N. Roy,et al.  A proposed model of JIT purchasing in an integrated steel plant , 1999 .

[52]  Ali H. Diabat,et al.  Supply chain risk management and its mitigation in a food industry , 2012 .

[53]  Satyaki Roy,et al.  The Development of Auto Component Industry in India , 2010 .

[54]  R. Shankar,et al.  ANALYSIS OF INTERACTIONS AMONG THE BARRIERS OF REVERSE LOGISTICS , 2005 .

[55]  Peter Hasle,et al.  Lean and the working environment: a review of the literature , 2012 .

[56]  R. Schroeder,et al.  Relationships between implementation of TQM, JIT, and TPM and manufacturing performance , 2001 .

[57]  J. Antonakis,et al.  Could lean production job design be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues , 2006 .