LINEA DE BASE EN LA ZONA DE EXTRACCIÓN

The empirical evidence is not forthcoming upon comparing the performance of Lean in various sectors; nonetheless, the research reveals that larger organisations seem to perform better at Lean than their small- or medium-sized counterparts.

Numerous factors have been uncovered which have assisted to contribute the enhanced performance of larger organisations, namely that the organisations adopt Lean to a greater degree; essentially, they tend to function under Lean to a broader extent across the value chain. This concept was reiterated by the increased aspi-ration regarding the intention to involve suppliers to a greater degree. Furthermore, the subsidiary cultural considerations were found to exist to support a conducive Lean implementation in the larger organisations. Equally, the Lean inputs in ref-erence to the tools were discovered to have been embedded to a greater extent within the larger organisations. The research also indicates that Lean needs to be viewed as a business ideology; in this respect, it was interesting to find that the larger organisations were tracking the performance of their Lean initiatives more ardently than was the case with in the smaller and medium-sized companies.

Summary

Some of the differences between the sectors also included the following factors:

i. As Lucey et al. (2008) summarised that engineering had a much greater con-centration of Lean which was twice the amount to its nearest rival, electronics, automotive parts had a greater level of concentration than the general com-ponents sector,

ii. “Electronic weekly News” (2013) suggested that the main tools used within electronics are SMED, TPM, 5S, and efforts to improve the WIP; McKee and Ross (2012) suggested that this largely resembles the situation within the components sector; however, within the automotive components sector, supply chains have altered. The concept of “partnership philosophy” is much more evident with recent efforts of outsourcing rather than controlling the value chain through vertical integration,

iii. Prakash and Kumar (2011) stated that companies have instigated vertical integration to a much greater extent within the automotive parts sector, iv. Kohlbauer (2013) reiterated that the automotive components sector leads the

way in creating long-term partnerships with customers whilst looking to embrace the latest robotic technology,

v. Paloma Consulting (2013) suggested that within the automotive parts sector, supplier development is becoming more popular; Haber (2013) suggested this is not so apparent within the electronic sector or the components sector (McKee and Ross 2012),

vi. Titcomb (2013) argued that unlike other sectors, within electronics, skills shortage is a particular problem posing as a barrier,

vii. Pitcher (2013) suggested that the main factors effecting the UK electronics sector are

• access to new technology,

• skills,

• innovation pressures, and

• design pressures.

These are not so prevalent within the components (Lee2013) and automotive parts sector (Camp2013)

(i) Wincel and Kull (2013) forwarded that the automotive sector is more advanced in its Lean application which could be attributable to the history of Lean, (ii) Zokaei et al. (2013) discussed the whole issue of ecology and

environmen-talism which is more evident within the automotive parts sector,

(iii) Ironically, there are similarities too; Garcia and Bonavia (2012) proposed that despite the prevalence of Lean within the automotive parts sector, only a minority of companies manage to integrate the operations strategy into the overall business strategy adequately. This reflects the situation within the components (Lee2013) and electronics (Haber2013),

Summary 157

(iv) Camp (2013) continued to reiterate that despite Lean being popular within the automotive sector, that people and culture management remain crucial issues;

this situation is also reflected within the electronics and components sectors (Feng et al.2012).

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Chapter 9