Resumo

Many companies have implemented lean production (LP). However, they face many difficulties that can be associated with the absence of strategic resources that help the implementation of LP and the development of a sustainable competitive advantage (Gibbons & Henderson, 2012; Hansen & Møller, 2016). Therefore, differences in performance after the implementation of LP can be explained by its resources and capabilities (Hansen & Møller, 2016).

By recognizing its degree of leanness, a company can better allocate its strategic resources since they are essential to the implementation of LP and competitive advantage. However, how can companies allocate their resources to reach an adequate degree of leanness? This paper presents a case study of resource allocation to improve the degree of leanness in a footwear plant, relying upon the resource-based view (RBV) of the firm. The research also included a mathematical formulation to determine which resources should receive the largest portion of investment regarding its leanness.

An LP system is constantly evolving (kaizen), and its level of maturity tends to increase with the experience and the development of resources to support the system implementation and maintenance. Thus, besides evaluating the degree of leanness associated to lean practices, it is important to identify which resources support those practices. This paper is supported by theories such as LP, assessment of LP, and the RBV, which focuses on strategic resources that are fundamental for competitive advantages. For this paper, they are fundamental to the successful implementation of the LP.

The study developed a case study in a manufacturing plant of a large corporation in the footwear industry. The case was chosen due to the presence of (i) a well-defined business strategy with previously established objectives and (ii) the adoption of LP practices. The methodological procedure for data collection and analysis consists of three phases: (i) identification of lean practices and strategic resources; (ii) leanness assessment and relationship determination between LP and resources; and (ii) resource allocation. Data were collected through interviews, documents, and observations.

We identified 12 LP practices and 17 strategic resources. Following, we made an assessment of lean practices and analyzed the relationship between practices and resources, making it possible to verify that Training, Operational labor, and Qualified managers were the resources that have the strongest influence on lean practices in general. We inserted all this information into a mathematical model to optimize the decision of which resources to invest to achieve an adequate degree of leanness in key practices.

This paper analyzed the relationship between lean practices and strategic resources. Through a case study, we proposed a quali-quantitative methodology to determine the influence of each resource on each practice and used a mathematical model to support decision-making in different scenarios. Besides the fact that relating lean practices to strategic resources is a new procedure in LP, its applicability with simple optimization as linear programming provides a useful tool for managers interested in investing in improving their degree of leanness.

Gibbons, P. M., Kennedy, C., Burgess, S. C., & Godfrey, P. (2012). The development of a lean resource mapping framework : introducing an 8th waste. International Journal of Lean Six Sigma, 3, 4–27. https://doi.org/10.1108/20401461211223704 Gibbons, R., & Henderson, R. (2012). Relational Contracts and Organizational Capabilities. 23(5), 1350–1364. Hansen, D., & Møller, N. (2016). Conceptualizing Dynamic Capabilities in Lean Production: What are They and How Do They Develop? EMJ - Engineering Management Journal, 28(4), 194–208. https://doi.org/10.1080/10429247.2016.1238727