Conducting Action Research to Improve Operational Efficiency in Manufacturing: The Case of a First-Tier Automotive Supplier

Abstract

Optimising available resources and minimising production costs and throughput time is vital for first-tier suppliers in the worldwide automotive sector. To develop this type of optimisation and efficiency, MAHLE applied Action Research (AR) in one of its factories located in Spain. A multidisciplinary collaborative work team was created with the aim of deploying the AR initiative in combination with Lean Manufacturing and Six Sigma tools. Four improvement and learning cycles were deployed and key performance metrics were defined to collect and measure data in order to analyse the improvements achieved. The application of the AR initiative in the production line of a power filter device enabled improvements in both production times and quality indicators in the manufacturing process. The most outstanding results were the improvements made in the decrease in initial throughput time (34.78%) and in average daily rejections (73.53%). In addition, the AR initiative generated practical and theoretical contributions for business and academia, allowing the AR initiative to be applied in other areas of the company, and contributing to the current state of the art in the industrial application of this methodology.

Improving the Performance of a SME in the Cutlery Sector Using Lean Thinking and Digital Transformation

“…However, all this work had its origin in a project proposed by the CR Company, to improve the performance of its production system, and which was developed by a final year student of the master's in industrial engineering and management. Considering this purpose, the research-action method was adopted for the project in the CR company, as it should tackle real organizational problems, involving the organization stakeholders [51] with the researchers, aiming to solve identified problems, and improve organizational performance [52]. For this paper, the case study methodology was adopted, precisely about the referred improvement project.…”

Expectations of manufacturing companies towards suppliers in terms of implementing improvement activities

“…In doing so, it is essential to address any potential supply chain disruptions, quality problems or other problems that might influence manufacturing operations (Urbaniak et al, 2023). It seems, therefore, that suppliers should reach for solutions that enable them to do effective risk management; these include, for example, standardized IT systems management systems or more efficient logistics activities (Zimon & Madz ık, 2020;Shan, Xiong, & Zhang, 2023;Li, Li, & Liu, 2022;T ebar-Rubio, Ram ırez, & Ruiz-Ortega, 2022). Manufacturers and suppliers should also join forces to develop joint long-term strategies to address disruptions and risks in the supply chain (Bø, Hovi, & Pinchasik, 2023).…”

A Hidden Semi-Markov Model for Predicting Production Cycle Time Using Bluetooth Low Energy Data

“…The key performance indicators (KPIs) of a production process can be defined by using temporal behaviors [3][4].…”

“…Examples of KPIs for production processes are cycle time and throughput time. Cycle time [3] refers to the time it takes to finish a cycle in a particular operation. In the meantime, throughput time [4] is the time it takes to process a certain material from raw material to a final product.…”