TPM PIRAMIDAL MODEL FOR THE DEPLOYMENT AND SUSTAINABILITY: CASE IN A MULTINATIONAL AUTOMOTIVE SUPPLIER COMPANY IN BARCELONA

This article presents the design of an innovative model for the visual implementation of the TPM in a multinational company that provides the automotive sector located in Barcelona. It is a structured and standardized pyramid-shaped model that allows the strategic objectives of the company to be aligned with the objectives of the TPM project and is intended to guarantee the sustainability of the TPM and to achieve an impact on the company's results. This visual and pyramidal standard allows an easy and agile review of the TPM deployment, and allows the detection of new gaps that consolidate its sustainability and allow it to meet new challenges. This innovative model of the TPM, sets a standard on the classic pillars of the TPM, adapted and personalized for this company that positively affects the OEE and the results of the company. It is based on the same principle as the standardized model of the House of Toyota for the deployment and sustainability of Lean Management, but this model is for the deployment and sustainability of the TPM in this company. This model can be adapted and serve as benchmarking for companies of different sectors and sizes for the implementation and sustainability of the TPM, allowing it to improve its positioning with respect to its competitors.

Factors influencing swift and effective resolution of supplier problems

PurposeHow might an organization swiftly resolve supplier problems such that the issue does not reoccur? The purpose of this study seeks to understand the impact of different knowledge-sharing routines on measures of effective problem resolution.Design/methodology/approachData are collected from an automotive manufacturer's (buyer) database. A hierarchical linear model analyzes dyadic data collected from 155 problems across 24 suppliers.FindingsThis study reveals that different ways of communicating have differing impact on measures of effective problem-solving. Communication involving face-to-face interaction slows the process, whereas frequent communication can lead to swift resolution. Furthermore, management teams are more likely to lead to a “better” fix in that these teams are more likely to implement changes in the process or product.Research limitations/implicationsThe data are for a tier-one automotive supplier. Hence, the findings are limited by the extent to which other organizations may differ.Practical implicationsThe results provide insights for managers experiencing supply issues. Some forms of communication should be encouraged as they enhance the process. Moreover, the findings suggest there are consequences to pressuring a supplier to resolve a complaint quickly.Originality/valueVery few researchers can claim to have investigated observed collaborative mechanisms that occur between a buyer and its suppliers when resolving a problem. This research adds to the literature on the relational view theory as it applies to supply chain management and problem resolution.

Lean accounting and applications in an automotive supplier industry

<p>Lean accounting is an approach that supports Lean Manufacturing in a financial concept. It has a different perspective than traditional costing approach and the main key point in lean manufacturing is removing or reducing the wastes in the system. In this study, the aspect of lean accounting was analyzed in a wiring harness production firm which is in an automotive supplier industry. Lean manufacturing methods were applied in the firm and line balancing applications with their results were evaluated in the study based on the lean accounting system.</p>