Productivity‐based hybrid model: learning from the Indo‐Japanese and Indian auto sector

Gupta, Shruti; Prasad, Asha

doi:10.1108/09727981111129354

Cited by 7 publications

(6 citation statements)

References 33 publications

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“…Gupta and Prasad (2011) examined a survey of 76 Indian-Japanese and Indian manufacturing facilities to find the HRM factors that affect productivity and overall firms’ performance. The authors used factorial analysis to examine the various HRM factors that affect the organizations’ productivity.…”

Section: Literature Reviewmentioning

confidence: 99%

“…They found that talent planning and engagement, talent motivations, and assessment training needs are common factors that affect productivity in both Indian-Japanese and Indian facilities. However, service training and talent acquisition are only significant for Indian-Japanese and Indian, respectively (Gupta and Prasad, 2011). Even though surveys have several advantages, their validity can sometimes be a real issue.…”

Section: Literature Reviewmentioning

confidence: 99%

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Productivity enhancement in North American automotive industry

Abolhassani

Jaridi

2016

IJPPM

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Purpose The purpose of this paper is to identify effective factors, their impact, and find estimation models of the most well-known productivity measurement, hours-per-vehicle (HPV), in the automotive industry in North American manufacturing plants. Design/methodology/approach Data used in this study were from North American plants that participated in the Harbour’s survey from 2002 to 2006. Data are synthesized using a uniform methodology from information supplied by the plants and supplemented with plant visits by Harbour Consulting auditors. Overall, there are 355 manufacturing plants in the statistical sample from ten different automakers’ brands including DCX, Ford, GM, Honda, Cami, Nummi, Auto Alliance, Mitsubishi, Nissan, and Toyota. The multiple linear regression was used to analyze the data and derive the HPV regression equations. Findings HPV is a widely recognized production performance indicator that is used by a significant percentage of worldwide automakers. During the study period, the HPV was reduced 54.75 minutes on average in each year. Annual production volume, platform sharing (PS), and flexible manufacturing (FM) factors improve HPV. However, vehicle variety, salaried employees’ percentage of the workforce, available annual working days, and launching a new model penalize HPV. Launching a new model and adding a new variety in body styles or chassis configurations raise the HPV about 2.189 and 0.642 hours, respectively, depending on the car class; however, manufacturing plants compensate for this issue by using PS and FM strategies. Research limitations/implications The plants which stopped production of a specific product also are included in this study and were treated similar to the regular plants. The medium duty segment was excluded from the data set due to the fact that the number of observations available was too low. The study can be repeated with additional new factors such as the level of plants’ automation and lean manufacturing either for North American or European companies. Originality/value The research investigates current strategies that help automakers to enhance their production performance and reduce their productivity gap. HPV regression equations that are provided in this research may be used effectively to help car makers to set guidelines to improve their productivity with respect to internal and external constraints, strength, weakness, opportunities, and threats.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Productivity enhancement in North American automotive industry

Abolhassani

Jaridi

2016

IJPPM

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“…Gupta and Prasad’s (2011) study has identified factors like job rotation, in-service training and requisite qualifications besides teamwork, compensation, participation in decision making and performance appraisal significantly impact productivity of Indian and Indo-Japanese firms in automobile sectors. However, Indian firms need to accord greater emphasis to in-house training, compared to the Japanese ventures (p. 168).…”

Section: Strategic Nature Of Learning Functionmentioning

confidence: 99%

“…Findings of Singh's (2004) study, conducted across 82 Indian firms, revealed that there is a significant relationship between the two human resources practices, namely, training and compensation, and perceived organizational and market performance of the firm. Gupta and Prasad's (2011) study has identified factors like job rotation, inservice training and requisite qualifications besides teamwork, compensation, participation in decision making and performance appraisal significantly impact productivity of Indian and Indo-Japanese firms in automobile sectors. However, Indian firms need to accord greater emphasis to in-house training, compared to the Japanese ventures (p. 168).…”

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confidence: 99%

Aligning Learning & Development Strategy with Business: Strategy to Operations

Panda

Karve²,

Mohapatra

2014

South Asian Journal of Human Resources Management

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This research note presents the current challenges for the learning leaders in India, and what they should do to ensure that learning function is treated as a strategic function by the business leaders. The need is to align learning function with the business, assessing the current level of organizational capabilities vis-à-vis what is needed now and in the future to remain competitive. Such assessment helps to identify the capability gaps, which should be bridged through developmental interventions, conceptualized and executed by the Learning & Development function. Execution is vital for this as most often well-crafted strategy goes awry, if not properly executed. A template to operationalize Learning & Development strategy is also discussed in this article.

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“…They found that talent planning and engagement, talent motivations, and assessment training needs are common factors that affect productivity in both Indian-Japanese and Indian facilities. However, service training and talent acquisition are only significant for Indian-Japanese and Indian, respectively (Gupta &Prasad, 2011). Even though, surveys have several advantages, their validity can sometimes be a real issue.…”

Section: Studies That Have Been Done To Improve Productivitymentioning

confidence: 99%

Developing Statistical Models to Assess Productivity in the Automotive Manufacturing Sector

Abolhassani¹

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The purpose of this study is to identify the most important activity in a value chain, effective factors, their impact, and to find estimation models of the most well-known productivity measurement, Hours per Vehicle (HPV), in the automotive industry in North American manufacturing plants. HPV is a widely recognized production performance indicator that is used by a significant percentage of worldwide automakers. During a comprehensive literature review, 13 important factors that affect HPV were defined as launching a new vehicle, ownership, car segment, model types, year, annual available working days, vehicle variety, flexibility, annual production volume, car assembly and capacity (CAC) utilization, outsourcing, platform strategy, and hourly employee's percentage. Data used in this study was from North American plants that participated in the Harbour's survey from 1999 to 2007. Data are synthesized using a uniform methodology from information supplied by the plants and supplemented with plant visits by Harbour Consulting auditors. Overall, there are 682 manufacturing plants in the statistical sample from 10 different multinational automakers. Several robust and advanced statistical methods were used to analyze the data and derive the best possible HPV regression equations. The final statistical models were validated through exhaustive cross-validation procedures. Mixed integer distributed ant colony optimization (MIDACO) algorithm, a nonlinear programming algorithm, that can robustly solve problems with critical function properties like high non-convexity, non-differentiability, flat spots, and even stochastic noise was used to achieve HPV target value. During the study period, the HPV was reduced 48 minutes on the average each year. Annual production volume, flexible manufacturing, outsourcing, and platform strategy improve HPV. However, vehicle variety, model types, available annual working days, CAC, percentage of the hourly employees, and launching a new model penalize HPV. Japanese plants are the benchmark regarding the HPV followed by joint ventures and Americans. On average, the HPV is lower for Japanese and joint ventures in comparison to American automakers by about 1.83 and 1.28 hours, respectively. Launching a new model and adding a new variety in body styles or chassis configurations raises the HPV, depending on the car class; however, manufacturing plants compensate for this issue by using platform sharing and flexible manufacturing strategies. While launching a new vehicle common platform sharing, flexible manufacturing, and more salaried employees (lower hourly) strategies will help carmakers to overcome the effect of launching new vehicles productivity penalization to some extent. The research investigates current strategies that help automakers to enhance their production performance and reduce their productivity gap. The HPV regression equations that are developed in this research may be used effectively to help carmakers to set guidelines to improve their productivity with respect to interna...

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Productivity‐based hybrid model: learning from the Indo‐Japanese and Indian auto sector

Cited by 7 publications

References 33 publications

Productivity enhancement in North American automotive industry

Productivity enhancement in North American automotive industry

Aligning Learning & Development Strategy with Business: Strategy to Operations

Developing Statistical Models to Assess Productivity in the Automotive Manufacturing Sector

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