Quality issues in lean production implementation: a case study of a French automotive supplies

Klas Soderquist; Jaideep Motwani

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Quality issues in lean production implementation: a case study of a French automotive supplies

机译：精益生产实施中的质量问题：以法国汽车用品为例

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Among the major changes related to the emergence of lean production that the European automotive component sector has undergone over the last 5 years, new approaches to quality management is one of the most significant. However, there is very little literature, in terms of case studies or examples, that focuses on the daily struggle in companies of transforming these strategies into working practice. The research reported in this paper illustrates, by means of a case study, how a French automotive supplier has confronted the challenge and adopted quality management-related concepts of lean production in its operation. Lean quality management is analysed in six domains: top management support-leadership policy, customer relationships, product design process, process flow management, continuous improvement and market outcomes. It is concluded that it quality is managed in an integrated way where management support and customer relationships condition the operations context, quality management can become a resource enabling suppliers to create distinctive competitive advantage and thus achieve positive market outcomes.

机译：在过去的5年中，欧洲汽车零部件行业发生了与精益生产的兴起有关的重大变化，其中，质量管理的新方法是最重要的方法之一。但是，从案例研究或示例方面来看，很少有文献关注公司将这些策略转化为工作实践的日常斗争。本文所报道的研究通过案例研究说明了一家法国汽车供应商如何应对挑战并在其运营中采用了与质量管理相关的精益生产概念。精益质量管理在六个领域中进行了分析：最高管理层支持-领导政策，客户关系，产品设计过程，流程管理，持续改进和市场成果。结论是，质量是以一种集成的方式进行管理的，其中管理支持和客户关系决定了运营环境，质量管理可以成为一种资源，使供应商能够创造独特的竞争优势，从而获得积极的市场成果。

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《Total Quality Management》 |1999年第8期|共16页
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Klas Soderquist; Jaideep Motwani;
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1. Quality issues in lean production implementation: a case study of a French automotive supplies [J] . Klas Soderquist, Jaideep Motwani Total Quality Management . 1999,第8期

机译：精益生产实施中的质量问题：以法国汽车用品为例
2. Contextual factors and lean production implementation in the Brazilian automotive supply chain [J] . Marodin Giuliano Almeida, Frank Alejandro German, Tortorella Guilherme Luz, Supply Chain Management . 2016,第4期

机译：巴西汽车供应链中的背景因素和精益生产实施
3. Studies on preventive strategies and alternative treatments against roundworm in organic pig production systems. (Special Issue: Improving production efficiency, quality and safety in organic and 'low-input' food supply chains.) [J] . Borgsteede F. H. M., Gaasenbeek C. P. H., Krimpen M. M. van, NJAS Wageningen Journal of Life Sciences . 2011,第3a4期

机译：研究有机猪生产系统中round虫的预防策略和替代疗法。（特刊：提高有机和“低投入”食品供应链的生产效率，质量和安全性。）
4. Aspects about Implementation of Lean Manufacturing Principles for Quality Improvement in a Production System for Automotive Industry [C] . PASCU Cristina Ileana, GHEORGHE Stefan, DUMITRU Ilie, International Conference of Mechanical Engineering . 2016

机译：关于实现汽车工业生产系统质量改进的精益制造原则的实施
5. Implementing Lean Six Sigma Principles in the Automotive Collision Repair Industry: A Three Case Study Analysis [D] . Houseworth, Matthew A. 2020

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6. The Patient-Reported Experience Measure for Improving qUality of care in Mental health (PREMIUM) project in France: study protocol for the development and implementation strategy [O] . Sara Fernandes, Guillaume Fond, Xavier Zendjidjian, 2019

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7. La démarche qualité est née dans les grandes entreprises en raison du développement de la production de masse et de la division du travail. Dans l’entreprise artisanale en revanche, la division du travail est peu développée et l’entrepreneur-artisan occupe des différentes fonctions (productives et administratives). Aussi la qualité en tant que processus normatif n’a pas de raison d’être. La qualité est une qualité informelle fait d’un ensemble de pratiques qui ne sont pas le monopole d’un service particulier. Cette conclusion s’appuie sur une enquête qui a été menée dans 12 entreprises artisanales dans le Nord/Pas-de-Calais à partir du concept du Potentiel de Ressources de l’entrepreneur. Quality, as an industrial standard, was born in big companies with the development of mass production and the division of labour. In the small enterprise, the division of labour is not very developed and the entrepreneur has in charge different functions (production and management). In the small enterprise, quality as a normative process doesn’t exist and quality is thus informal. There is a set of practices which are not implemented by a special service. This conclusion is based on a research study in 12 small enterprises in the Nord/Pas-de-Calais region in France. This research study is based on the concept of the potential of resources of the entrepreneur. [O] . Sophie Boutillier 100

机译：Laémarchequaléesténdansles grandes entreprises en raisondudéveloppementdela production de masse et de la division du travail。 Dans l'entreprise artisanale en revanche，la division du travail estpeudéveloppéeetl'enterprise-artisan occuppedesdifférentesfonctions（productives et administratives）。 aussilaqualitéentant que processus normatif n'a pas de raison d'être。 Laqualitéestunequalitéinformellefait d'un ensemble de pratiques qui ne sont pas le monopole d'un service particulier。 Cette结论s'appuie suruneenquêtequiaétémenéedans12 entreprises artisanales dans le Nord / pas-de-Calaisàpartirdu concept du potentiel de Ressources de l'corporateur。质量作为一种工业标准，诞生于大公司，随着大规模生产和劳动分工的发展。在小企业中，分工不是很发达，企业家负责不同的职能（生产和管理）。在小型企业中，质量作为规范过程并不存在，因此质量是非正式的。有一套实践没有由特殊服务实施。该结论基于对法国Nord / pas-de-Calais地区12家小企业的研究。该研究基于企业家资源潜力的概念。

Quality issues in lean production implementation: a case study of a French automotive supplies

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