You are here

Home » Content

Facilitadores y barreras para la sostenibilidad de la mejora continua: Un estudio cualitativo en proveedores del automóvil de la Comunidad Valenciana

Enablers and inhibitors for sustainability of continuous improvement: A qualitative study in the automotive industry suppliers in the Valencia Region

Journal Name:

  • Intangible Capital

Publication Year:

  • 2009
DOI: 
doi: 10.3926/ic.2009.v5n2.p183-209

Key Words:

Keywords (Original Language):

Author NameUniversity of Author
Abstract (2. Language): 
In recent years it has been widely discussed the use of continuous improvement in all kind of business and particularly in companies belonging to the automotive industry. Many authors mention improvements, in key indicators of production through the use of continuous improvement tools. At the same time, different authors talk about how to sustain the continuous improvement over time, and try to identify inhibitors and enablers for the sustainability of continuous improvement. But despite this, one can still find first tier suppliers in the automotive industry which have not implemented systems of continuous improvement. This study aims to identify, classify, prioritize and discuss the different enablers and inhibitors which can be found in automotive suppliers companies. For that reason some interviews were conducted with first tier suppliers in the automotive industry that have succeeded or failed in implementing continuous improvement. We have tried to understand better the problems for the implementation and sustainability of continuous improvement.
Bookmark/Search this post with
Abstract (Original Language): 
En los últimos años se ha descrito ampliamente el uso de la mejora continua en todo tipo de empresas y fundamentalmente, en las empresas pertenecientes al sector del automóvil. Muchos autores citan las mejoras de los principales indicadores productivos a través del uso de herramientas de mejora continua. Al mismo tiempo, diferentes autores hablan de cómo poder sostener dicha mejora continua a través del tiempo y tratan de identificar barreras y facilitadores para la sostenibilidad de la mejora continua. Pero, a pesar de ello, se pueden encontrar proveedores de primer nivel del sector del automóvil que no tienen implantados sistemas de mejora continua. El presente estudio tiene por objeto identificar clasificar y priorizar las diferentes barreras y facilitadores que se pueden encontrar en las empresas proveedoras de la industria del automóvil. Para ello se han realizado entrevistas con empresas de primer nivel del sector del automóvil de la Comunidad Valenciana que han tenido éxito o han fracasado en la implantación de la mejora continua. A través de sus experiencias se pretende comprender mejor la problemática de la implantación y sostenibilidad de la mejora continua.
FULL TEXT (PDF): 
PDF icon arastrmx_141134_5_pp_183-209.pdf
  • 2
183-209
  • English

REFERENCES

References: 

BARBUTO, J. E.; XU, Y. (2006). Sources of Motivation, Interpersonal Conflict
Management Styles, and Leadership Effectiveness: A Structural Model.
Psychological Reports, 98 (1): 3-20.
BATEMAN, N. (2005). Sustainability: the Elusive Element of Process Improvement.
International Journal of Operations & Production Management, 25 (3-4): 261-276.
BATEMAN, N.; RICH, N. (2003). Companies' Perceptions of Inhibitors and Enablers
for Process Improvement Activities. International Journal of Operations &
Production Management, 23 (2): 185.
BESSANT, J. (1998). Developing Continuous Improvement Capability. Internation
Journal of Innovation Management, 2 (4): 409-429.
BESSANT, J.; BURNELL, J.; HARDING, R.; WEBB, S. (1993). Continuous
Improvement in British Manufacturing. Technovation, 13 (4): 241-254.
BESSANT, J.; CAFFYN, S.; GALLAGHER, M. (2001). An Evolutionary Model of
Continuous Improvement Behaviour. Technovation, 21 (2): 67-77.
©© Intangible Capital, 2009 – 5(2):183-209 – ISSN: 1697-9818
doi: 10.3926/ic.2009.v5n2.p183-209
Facilitadores y barreras para la sostenibilidad de la mejora continua 205
J. J. Garcia-Sabater – J. A. Marin-Garcia
BESSANT, J.; CAFFYN, S.; GILBERT, J. (1994). Mobilising Continuous Improvement
for Strategic Advantage. EUROMA, 1: 175-180.
BONAVÍA MARTÍN, T.; QUINTANILLA PARDO, I. (1994). La Participación En Las
Organizaciones. Revista de Psicología Social Aplicada, 2(1): 5-23.
BONAVÍA MARTÍN, T.; QUINTANILLA, I. (1999). Reflexiones En Torno Al Constructo
De La Participación En Las Organizaciones. Anuario de Psicología, 30 (1): 65-84.
BOND, T. C. (1999). The Role of Performance Measurement in Continuous
Improvement. International Journal of Operations & Production Management, 19
(12): 1318.
BROWN, A.; EATOCK, J.; DIXON, D.; MEENAN, B. J.; ANDERSON, J. (2008). Quality
and Continuous Improvement in Medical Device Manufacturing. The TQM Journal,
20(6): 541-555.
BURKE, C. S.; STAGL, K. C.; KLEIN, C.; GOODWIN, G. F.; SALAS, E.; HALPIN, S. A.
(2006). What Type of Leadership Behaviors Are Functional in Teams? A Meta-
Analysis. Leadership Quarterly, 17 (3): 288-307.
CHARMAZ, K. (2006). Constructing grounded theory. A practical guide through
qualitative analysis. London: SAGE.
CHOI, T. Y.; RUNGTUSANATHAM, M.; KIM, J. S. (1997). Continuous Improvement
on the Shop Floor: Lessons From Small to Midsize Firms. Business Horizons, 40
(6): 45-50.
CUTCLIFFE, J. R. (2005). Adapt or Adopt: Developing and Transgressing the
Methodological Boundaries of Grounded Theory. Journal of Advanced Nursing, 21
(4): 421.
DALE, B. G.; BOADEN, R. J.; WILCOX, M.; MCQUATER, R. E. (1997). Sustaining
Total Quality Management: What Are the Key Issues? The TQM Magazine, 9 (5):
372-380.
DE LANGE-ROS, E.; BOER, H. (2001). Theory and Practice of Continuous
Improvement in Shop-Floor Teams. International Journal of Technology
Management, 22 (4): 344-358.
©© Intangible Capital, 2009 – 5(2):183-209 – ISSN: 1697-9818
doi: 10.3926/ic.2009.v5n2.p183-209
Facilitadores y barreras para la sostenibilidad de la mejora continua 206
J. J. Garcia-Sabater – J. A. Marin-Garcia
GARCIA-LORENZO, A.; PRADO PRADO, J. C. (2003). Employee Participation
Systems in Spain. Past, Present and Future. Total Quality Management & Business
Excellence, 14 (1): 15-24.
GLASER, B. G.; STRAUSS, A. L. (1967). The discovery of grounded theory. New
York: Aldine deGruyter.
GÓMEZ MEJÍA, L.; BALKIN, R.; CARDY, R. (1997). Gestión de Recursos Humanos.
Madrid: Prentice Hall.
GRÜTTER, A. W.; FIELD, J. M.; FAULL, N. H. B. (2002). Work Team Performance
Over Time: Three Case Studies of South African Manufacturers. Journal of
Operations Management, 20 (5): 641-657.
HERSEY, P.; BLANCHARD, K. H.; DEWEY, E. J. (1998). Management of
organizational behavior: Utilizing human resources. Englewood Cliffs: Prentice-
Hall International.
HYLAND, P. W.; DI MILIA, P.; SLOAN, T. R. (2004). CI Tools and Techniques: Are
There Any Differencies Between Firms?. 5th International CINet Conference:
Sidney
IMAI, M. (1986). Kaizen, the key to Japan's competitive success. New York:
Random House Bussines Division.
JAGER, B. D.; MINNIE, C.; JAGER, J. D.; WELGEMOED, M.; BESSANT, J.; FRANCIS,
D. (2004). Enabling Continuous Improvement: a Case Study of Implementation.
Journal of Manufacturing Technology Management, 15 (4): 315-324.
JORGENSEN, F.; BOER, H.; GERTSEN, F. (2003). Jump-Starting Continuous
Improvement Through Self-Assessment. International Journal of Operations &
Production Management, 23 (10): 1260-1278.
JORGENSEN, F.; KOFOED, L. (2004). Defining the Role of Middle Management in
Continuous Improvement. 5th International CINet Conference: Sidney
JORGENSEN, F.; LAUGEN, B.; BOER, H. (2006). Human Resource Management for
Continuous Improvement. 7th International CINet: Lucca
©© Intangible Capital, 2009 – 5(2):183-209 – ISSN: 1697-9818
doi: 10.3926/ic.2009.v5n2.p183-209
Facilitadores y barreras para la sostenibilidad de la mejora continua 207
J. J. Garcia-Sabater – J. A. Marin-Garcia
KAN, M. M.; PARRY, K. W. (2004). Identifying Paradox: A Grounded Theory of
Leadership in Overcoming Resistance to Change. The Leadership Quarterly, 15
(4): 467-491.
KAYE, M.; ANDERSON, R. (1999). Continuous Improvement: the Ten Essential
Criteria. International Journal of Quality & Reliability Management, 16 (5): 485-
509.
KERRIN, M.; OLIVER, N. (2002). Collective and Individual Improvement Activities:
the Role of Reward Systems. Personnel Review, 31 (3): 320-337.
LAKSHMAN, C. (2006). A Theory of Leadership for Quality: Lessons From TQM for
Leadership Theory. Total Quality Management & Business Excellence, 17 (1): 41-
60.
MARIN-GARCIA, J. A.; BONAVIA, T.; MIRALLES, C. (2008a). The Use of Employee
Participation in the USA and Spanish Companies. International Journal of
Management Science and Engineering Management, 3 (1): 71-80.
MARIN-GARCIA, J. A.; PARDO DEL VAL, M.; BONAVÍA MARTÍN, T. (2008b).
Longitudinal Study of the Results of Continuous Improvement in an Industrial
Company. Team Performance Management, 14 (1/2): 56-69.
MORAN, J.; AVERGUN, A. (1997). Creatin Lasting Change. Total Quality
Management, 9 (2): 146-151.
PACE, S. (2004). A Grounded Theory of the Flow Experiences of Web Users.
International Journal of Human-Computer Studies, 60 (3): 327-363.
PRADO PRADO, J. C. (2000). El proceso de mejora continua en la empresa. Madrid:
Pirámide.
PRADO, J. C. (2001). Beyond Quality Circles and Improvement Teams. Total Quality
Management, 12 (6): 789-798.
RAPP, C.; EKLUND, J. (2002). Sustainable Development of Improvement Activities:
The Long-Term Operation of a Suggestion Scheme in a Swedish Company. Total
Quality Management, 13 (7): 945-969.
©© Intangible Capital, 2009 – 5(2):183-209 – ISSN: 1697-9818
doi: 10.3926/ic.2009.v5n2.p183-209
Facilitadores y barreras para la sostenibilidad de la mejora continua 208
J. J. Garcia-Sabater – J. A. Marin-Garcia
READMAN, J.; BESSANT, J. (2007). What Challenges Lie Ahead for Improvement
Programmes in the UK? Lessons From the CINet Continuous Improvement Survey
2003. International Journal of Technology Management, 37 (3-4): 290-305.
RIJNDERS, S.; BOER, H. (2004). A Typology of Continuous Improvement
Implementation Processes. Knowledge and Process Management, 11 (4): 283-
296.
SCHURING, R. W.; LUIJTEN, H. (2001). Reinventing Suggestion Systems for
Continuous Improvement. International Journal of Technology Management, 22
(4): 359-372.
SILLINCE, J. A. A.; SYKES, G. M. H.; SINGH, D. P. (1996). Implementation,
Problems, Success and Longevity of Quality Circle Programmes: A Study of 95 UK
Organizations. International Journal of Operations and Production Management,
16 (4): 88-111.
SLOAN, T. R.; SLOAN, K. (2008). Dispersion of Continuous Improvement and Its
Impact on Continuous Improvement. 9th International CINet Conference:
Valencia
SOSIK, J. J.; DIONNE, S. D. (1997). Leadership Styles and Deming's Behavior
Factors. Journal of Business and Psychology, 11 (4): 447-462.
TENNANT, C.; WARWOOD, S. J.; WU, Y. C. (2001). The Application of Business
Process Re-Engineering in the UK - a Study of the Key Factors for Success.
Advances in Manufacturing Technology-Xvi:81-86.
TERZIOVSKI, M.; SOHAL, A. S. (2000). The Adoption of Continuous Improvement
and Innovation Strategies in Australian Manufacturing Firms. Technovation, 20
(10):539-550.
UPTON, D. (1996). Mechanisms for Building and Sustaining Operations
Improvement. European Management Journal, 14 (3): 215-228.
VROOM, V. H.; JAGO, A. (1988). Managing Participation: A Critical Dimension of
Leadership. Journal of Management Development, 7 (5): 32-42.

Thank you for copying data from http://www.arastirmax.com