Lean Production, Market Share and Value Creation in the Agricultural Machinery Sector in Brazil

By adopting Lean Manufacturing firms wants to see the value created in its results at the bottom line. The agricultural machinery and implements sector in Brazil had experienced in Lean and saw its results affected by the program. Using an established analytical model, the paper tests three hypotheses: H1: firms with a high degree of management commitment to the program simultaneously support this commitment with investments in support of the plant infrastructure and problem-solving groups; H2: firms that adopt lean principles have made changes in the direction of these principles; H3: firms that made continuous investments in plant infrastructure in to support lean principles have better performances. All hypotheses H1, H2 and H3 were fully accepted and corroborated.

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