Policies for sustainable growth of the SMEs: a study in Indian automotive component manufacturing industry

Purpose The purpose of this paper is to identify, rank, classify and establish the structural relationships between the preferred customer enablers (PCEs). This analysis would assist a manufacturer in selectively exercising the PCEs and effectively run-through the concept of reverse marketing in the buyer-supplier relationships. Design/methodology/approach In the current study, the interpretive structure modelling and Fuzzy Matriced’ Impacts Croisés Appliquée á un Classement methods are used to analyze and structurally relate the PCEs for Indian automotive component manufacturing industry. Furthermore, the structural relationships among the PCEs were confirmed by applying a Student’s t-test. Findings The classification of PCEs through driver dependence diagrams, structural digraphs of PCEs and statistical significance of the relationships between the PCEs are the main outcomes of this study. Further, certain PCEs (under supplier interest and common interest domains) were recommended in the Indian manufacturing environment to broadly control and monitor for achieving the preferred customer status (PCS). Research limitations/implications The current study provides certain basis for a manufacturer to selectively emphasize and monitor the right PCEs and in turn effectively achieve the PCS from its key suppliers. The findings from the current analysis are more applicable in the context of Indian automotive component manufacturing industry. Practical implications The outcomes from the methodology would provide a basis for a manufacturer to develop the right strategies to become a preferred supply chain partner. Originality/value Even though the concept of PCS or reverse marketing can make remarkable impact on the business practices, it has been an ignored topic of research and its practice has been passively prophesied. In this regard, the current study could be a worthy addition toward the practice of preferred customer concept.

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Determinants of SME integration into global value chains

Journal of Advances in Management Research ◽

10.1108/jamr-02-2017-0013 ◽

2017 ◽

Vol 14 (3) ◽

pp. 313-331 ◽

Cited By ~ 2

Author(s):

Chandra Mouli V.V. Kotturu ◽

Biswajit Mahanty

Keyword(s):

Manufacturing Industry ◽

Global Value Chains ◽

Value Chains ◽

Production Networks ◽

Global Production Networks ◽

Key Factors ◽

Automotive Component ◽

Content Type ◽

Factors Influencing ◽

Component Manufacturing

Purpose In recent years, due to intense competition, small and medium-sized enterprises (SMEs) are unable to meet performance expectations and find difficulty in fulfilling the needs of the original equipment manufacturers (OEMs). Consequently, the growth of the SMEs has slowed down considerably. Constrained by their infrastructural resources, SMEs’ participation in global value chains (GVCs) has the potential to bring significant benefits, such as enhancing technological learning and innovation and generating positive contributions to the development of the SMEs. The purpose of this paper is to explore competitive priorities, key factors, and causal relationships influencing SMEs to enter GVCs. Design/methodology/approach In this paper, the GVC framework is adopted and qualitative feedback loop analysis is used to identify the key factors influencing the competitive factors. A questionnaire survey was carried out with the automotive component manufacturers of a transnational corporation in India. Findings The survey in the automotive component manufacturing industry reveals product quality standards as the most important priority for joining global production networks, followed by price competitiveness, timely delivery, innovativeness, manufacturing flexibility, service, and dependability. The qualitative findings reveal continuous personnel training, capacity expansion, research development, and others as key factors influencing competitiveness. Practical implications To retain SMEs’ role in economic development and to accelerate the growth of global production networks in India, thereby realizing opportunities from the emerging GVCs, support is needed for SMEs regarding the aspects identified in this study. Originality/value The study explores the dynamics of each competitive priority of SMEs in Indian automotive component manufacturing industry to enter the GVCs. No study has explored the dynamics of SMEs competitiveness to enter GVCs in the automotive manufacturing industry.

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Improving Productivity using SMED

International Journal of Innovative Technology and Exploring Engineering - Special Issue ◽

10.35940/ijitee.b6319.019320 ◽

2020 ◽

Vol 9 (3) ◽

pp. 1889-1892

Keyword(s):

Manufacturing Industry ◽

Industrial Engineering ◽

Automotive Component ◽

Component Manufacturing ◽

Tools And Techniques

Single Minute exchange of Die is popularly known as SMED. The phrase is coined by Shigeo Shingo at Toyota Motors in sixties and used as a synonym for fast changeover of die. SMED was the result of a project that Toyota had assigned to Shigeo Shingo. It was realized that to succeed more than one model of car has to be made. Also it is realized that multiple car models meant multiple changeovers of stamping presses. Under this strategy, not more than 10 to 12 hour press changeovers. Shigeo Shingo had used standard industrial engineering techniques to analyze the changeover. These allowed Shigeo Shingo to reduce the typical press changeover from 12 hours to less than 10 minutes. The tools and techniques developed are widely known as SMED. This paper presents applications of similar SMED tools and techniques for improving productivity on 200 Ton press in an automotive component manufacturing industry. Overall productivity improved by 50% using some of the SMED tools and techniques.

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Roadmap for Lean implementation in Indian automotive component manufacturing industry: comparative study of UNIDO Model and ISM Model

Journal of Industrial Engineering International ◽

10.1007/s40092-014-0074-6 ◽

2014 ◽

Vol 11 (2) ◽

pp. 179-198 ◽

Cited By ~ 22

Author(s):

J. R. Jadhav ◽

S. S. Mantha ◽

S. B. Rane

Keyword(s):

Comparative Study ◽

Manufacturing Industry ◽

Automotive Component ◽

Lean Implementation ◽

Component Manufacturing

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Assessing lean implementation and benefits within Indian automotive component manufacturing SMEs

Benchmarking An International Journal ◽

10.1108/bij-07-2019-0299 ◽

2020 ◽

Vol 27 (3) ◽

pp. 1042-1084 ◽

Cited By ~ 1

Author(s):

Saumyaranjan Sahoo

Keyword(s):

Lean Manufacturing ◽

Manufacturing Industry ◽

Management Practices ◽

Manufacturing Sector ◽

Shop Floor ◽

Automotive Component ◽

Content Type ◽

Study Approach ◽

The Status ◽

Component Manufacturing

PurposeThe purpose of this paper is to investigate the status of lean manufacturing in Indian automotive sector, component manufacturing industries in terms of lean adoption, benefits, motivation, and challenges of implementing lean manufacturing practices.Design/methodology/approachThe research objectives were achieved by conducting a qualitative multicase study approach. Fourteen Indian automotive component manufacturing small and medium-sized enterprises (SMEs) were chosen based on their different product offerings as well as differing approaches to the introduction and implementation of lean initiatives. Data were collected through in-depth, semistructured interviews supported by shop-floor observations.FindingsThe findings from the present study suggest that some of the participating automotive component manufacturing SMEs have a relatively good understanding of lean concepts and philosophy. However, there is room for further improvement for most SMEs. Major top five lean practices being implemented were found to be cellular manufacturing, total productive maintenance, 5S, work standardization, and quality management practices. Also, leadership and organizational culture were found to be crucial factors for the success of lean manufacturing.Research limitations/implicationsThe fact that the data collected for the research study is based on subjective business evidence obtained from company representatives comprises the main limitation of the present study. So, the results should be considered with caution, as far as the lean adoption in Indian automotive component manufacturing sector is concerned.Practical implicationsBased on the present study, suggestions can be made regarding the successful adoption of lean principles, not only for the participating SMEs but also for the whole of the automotive component manufacturing sector. More specifically, by determining the strength and weakness of automotive component manufacturing SME's effort to adopt lean, suitable managerial initiatives can be undertaken by these companies as well as the whole sector to fully adopt lean and derive the respective benefits.Originality/valueThis paper explores the status of lean adoption in Indian automotive component manufacturing SMEs. Considering the unique characteristics of the automotive component manufacturing industry, the present research would be helpful for making strategies to implement lean in automotive component manufacturing industry setups.

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