The Relation of Lean Manufacturing Practices and Operational Performance: A Study in the Auto Parts Industry

Objective of the study: to investigate how the adoption of lean manufacturing practices relates to the operational performance of organizational processes, measured by the OEE (Overall Equipment Effectiveness) indicator. Methodology / approach: A case study was conducted in an automotive filter manufacture using a mixed qualitative and quantitative approach. Data were collected through a focus group with six production coordinators and the analysis of the historical data of the OEE indicator from 2015 to 2017 in the company studied. Originality / Relevance: The study provides a more direct and immediate approach to the practical adoption of the concept of lean manufacturing its relationship to real indicators that measure a company's operating performance. Main results: It was observed in the study that the processes that have better operational performance are necessarily those that have a higher degree of adherence to lean practices. Theoretical / Methodological Contributions: Significant evidence has been identified that lean practice adoptions and operational performance are directly related. These results converge with the theoretical framework raised in the study, which shows that the adoption of lean practices as an operations strategy has the potential to eliminate a series of wastes and, consequently, create value for the operation. Contributions to management area: the tool developed in the study allows measuring the degree of adherence to lean manufacturing and may be useful for future studies of analysis and diagnosis of lean practices in the business environment.