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Shop floor control systems are generally major points of discussion in production planning and control literature. The purpose of this paper is to investigate how lean production control principles can be used in a make-to-order (MTO) job shop, where the volume is typically low and there is high variety. This paper examines the procedures involved in implementing a constant work-in-process (CONWIP)/Kanban hybrid system in the shop floor environment and also provides insights and guidelines on the implementation of a hybrid system in a high-variety/low-volume environment.

The authors review literature on Kanban, CONWIP, and CONWIP/Kanban hybrid systems to analyze how lean production control principles can be used in a MTO job shop. The second part focuses on the process of implementation. Using a case study of a manufacturer of electromechanical components for valve monitoring and controls, the paper describes how the operation is transformed by for more efficient shop floor control systems. Real experiments are used to compare pre- and post-improvement performance.

The study shows that the proposed hybrid Kanban-CONWIP system reduced the cycle time and achieved an increase of 38 percent in inventory turnover. The empirical results from this pilot study provide useful managerial insights for a benchmarking analysis of the actions to be taken into consideration by companies that have similar manufacturing systems.

The statistic generalization of the results is impossible due to the use of a single case method of study.

This paper provides insights and guidelines on the implementation of a hybrid system in a high-variety/low-volume environment. The literature on real applications of hybrid CONWIP/Kanban by case study is limited.

The study aims to explore the argument of implementing the lean method to part or whole of an operation by examining the moderating impact of varying levels of the extent of implementation of four different lean methods, along with their functionalities, in predicting productivity improvement (PI).

As the focus of understanding the efficacy of lean principles is shifting from process to industry level, this study tried to generalize the approach by gathering data from 132 large Indian auto component manufacturers. This involves an assessing/monitoring approach rather than measurement.

Results highlighted the interdependence or individuality of the extent of implementation of lean methods and their functionalities. Findings revealed a significant moderating effect in improving productivity to a greater extent of 50%.

Adopting an assessment approach to a measurement study provides a noteworthy contribution to bridging theory and practical consequences. The findings can be appropriately extrapolated to medium and small enterprises forming a critical connection in the entire automobile manufacturing ecosystem.

The study showed that even if a lean method is applied to a certain extent of operations the chances of PI are significant. This is important for decision makers as they confront problems of optimum resource allocation.

PI, reduced cost and generalization of results would enable the auto component industry to become more competitive.

The examination of the moderation effect of a lean principle implementation extent, along with that of its functionalities to predict the improvement in productivity from its existing level, is a major outcome of this study.