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The purpose of this paper is to address the following issues: first, the significance of the three independent variables (the chassis, trim, and assembly departments) on the three outputs (direct run loss first time capability, jobs per hour (JPH) lost, and injury rate); second, the optimal level of span of control based on the best achieved outputs; and third, whether increasing the span of control post 2009 improved manufacturing outputs in comparison with a span of control pre 2009.

The optimal level of span of control at the automotive Big Three (Chrysler LLC, Ford, General Motors) is investigated using design of experiments.

The analysis shows that the variables are significant for all outputs, except for chassis on injury. All three variables deteriorate as the span of control increases. The paper indicates that the lower the span of control the better the output variables.

Based on the recommendations given by the managers at the Big Three facilities visited, the top three variables that were utilized from the assembly facilities for this study are the span of control at the Chassis, Trim, and Assembly departments, and the outputs are Direct Run Loss First Time Capability, JPH Lost, and Injury Rate.

The purpose of this paper is to identify the mediating effect of lean management (LM) dimensions on the relationship between flexible manufacturing systems (FMS) dimensions and operational performance metrics.

A survey questionnaire was developed based on previous literature and interviews conducted at the automotive facilities visited that identified 28 lean dimensions, 15 flexibility dimensions and 8 operational performance metrics. The survey was presented to 175 North American automotive manufacturing managers through interviews conducted at 64 automotive facilities. A total of 164 usable responses were studied.

Lean and FMS are multi-dimensional philosophies, the results demonstrate that the automotive industry in North America has implemented many dimensions of both philosophies. Each dimension is categorized based on specific organizational metrics. The 64 facilities studied use common dimensions identified by this study for lean and flexibility. Data analysis indicates a direct link between lean, flexibility and operational metrics. It shows that LM plays a critical role in improving the impact of flexibility on performance metrics. The results also indicate that specific lean and FMS dimensions or categories have higher significant roles than others in the relationship between LM, FMS and operational performance metrics.

Since the sample size only considered automotive manufacturing facilities, the results need to be considered with caution.

This research empirically develops a framework linking FMS and LM to operational performance metrics. This research addresses an area within which there is little consensus on the relationship between LM, FMS and their impact on operational performance metrics. The study is unique due to the depth and breadth of the investigation that far exceeds previous literature conducted. In addition, this research highlights the LM and FMS practices on which managers should focus on when attempting to improve operational performance metrics at their facility.

This paper empirically examines the implementation pattern of different types of lean management (LM) techniques on the shop-floor. Based on the socio-technical systems framework, LM techniques are classified as social improvement tools and technical process standardization and stability practices. This categorization facilitates investigating their implementation relationship in a complex production system.

Based on the survey data from managers of the three major US auto-manufacturers and their suppliers (n = 137), measurement scales are developed using confirmatory factor analysis for the LM process improvement, stability, and standardization constructs. Hypotheses are tested by applying the Sobel test technique for mediating regression.

Statistical results confirm the mediation role of LM improvement tools between standardization and stability goal practices, indicating that technical process-oriented practices are not directly related and that their association is impacted by the corresponding implementation of social tools on the shop-floor.

The results indicate that LM practices should not be randomly implemented on the shop-floor but rather adopted and executed based on a systematic pattern. In LM systems, the implementation of process stability, standardization, and improvement practices on the shop-floor are more tightly integrated than traditionally assumed.

This study establishes a new categorization of specific LM tools based on social and technical characteristics. The conclusions highlight the importance of adopting a social emphasize of continuous improvement to establish a technical focus of process standardization and stability for LM implementation success.

The purpose of this paper is to investigate lean tools correlation, interactions and implementation in manufacturing industry at multinational corporation and its impact on operational performance.

This paper used a survey questionnaire based on previous work done in the US industry. The questionnaire was distributed to 340 firms in 11 countries in the MENA region. These firms are multinational companies operating in this region post-2001, i.e. Greenfield manufacturing facilities. Total usable responses were 139 from 340 contacted by emails and phone, whereas 15 were face-to-face. The survey included 139 companies of which 66 companies were from North America, 40 from Europe and the rest were from South-East Asia (mainly Japan and South Korea).

Multinational manufacturing companies in MENA region are at an advanced level of lean implementation. Results present a detailed analysis of the top 16 lean practices and their impact on 15 operational performance metrics. In addition, the results also reveal a correlation and grouping/bundling of the 16 lean tools and their direct influence on the top 8 operational metrics.

Because the sample size only includes multinational companies operating in MENA region, the countries’ social, economic and political issues will directly influence them. For example, some of the countries have no or very weak unions, whereas other countries give the power to the organizations to force restrictions and guidelines that cannot be followed by other organizations. Therefore, the results need to be considered with caution.

Research about lean implementation in MENA region is rare, although few companies implemented lean since day one of their establishment. This research paper provides operations managers and practitioners with a guide that links lean tools implementation to operational performance metrics objectives with more depth and breadth in comparison with previous empirical studies on the topic.

Sustainability focuses on the effect of present actions on societies, environments and ecosystems of the future. The purpose of this paper is to discover to what extent the MENA (Middle East and North Africa) region corporations carry out various aspects of corporate sustainability. This paper studies corporate sustainability practices and examines the association between corporate sustainability practices and performance in the MENA region.

A thorough literature review was conducted. The findings indicate six key categories/constructs that can be used as indicators for measuring corporate sustainability and performance. Based on the literature review, a theoretical framework was constructed and tested. Data for this quantitative and explanatory study were obtained through a self-administered survey which was distributed to senior managers at corporations in the MENA region.

The findings of this study show that the corporations operating in the MENA region are underachieving in all aspects of sustainability except for the energy management facet. Larger-sized companies tend to be more involved in corporate sustainability practices in the categories of internal and external education, external health and resources and energy management. This study finds the existence of a strong positive relationship between each sustainability category and each performance category.

Most studies on sustainability focus on North America, Europe and East Asia, not the MENA region. The findings will help corporations in the MENA region become aware of the importance of increasing their engagement in the sustainability aspects that they lack, as this will lead to a boost of their overall performance.

The paper presents a benchmarking analysis that investigates the efficiency gap in relation to spot welding robots in automotive body shops at foreign and domestic companies in North America. The main purpose of this paper is to determine body shop efficiency improvement opportunities for the domestic companies or the Big Three, therefore reducing the competitive gap and improving business performance.

The following paper is an extension of an earlier dissertation study conducted by EL-Khalil that focused on improving body shop overall efficiency. The Harbour Report was utilized to determine the best in class facilities that must be visited for benchmarking purposes. The data and information presented were obtained from the facilities visited through observations and interviews. The research utilized the corresponding facilities' labs in order to perform measurements and inspect product welding efficiency. The data obtained were a result of a two-year benchmarking study.

The inspection results of spot welds applied on the door flange do not justify the utilization of additional spot welding arm designs and/or robots for the domestic companies. The data presented provide a good opportunity for improving business performance at the body shop Big Three facilities. In order to reduce the current competitive gap, decrease cost, and improve utilization, the Big Three must adopt new strategies (i.e. communization of specific vehicles parts).

The benchmarking study was limited to the aperture area. Researchers are encouraged to test the propositions further on different types of vehicles and different areas of the vehicle body.

Based on the actual findings, this paper presents a case that impacts the improvements of the body shop overall performance in relation to reducing the number of spot welding arm and robot designs at the automotive industry in North America.

The presented gap analysis on body shop spot welding efficiency for automotive companies in North America was not conducted previously. Therefore, the data can be utilized as a benchmark target to drive improvements at the domestic automotive body shops.

The current economic crisis increased the demand on management to improve process efficiency. The purpose of this paper is to identify and resolve inefficiencies within the car assembly system utilizing discrete simulation modeling and analysis in order to improve productivity at one of the original equipment manufacturers (OEM) body shops in North America.

This research was driven by a manager’s recommendation from one of the Big Three (GM, Ford, Chrysler LLC) companies in order to improve operational performance. The data utilized in creating the simulation model was obtained from one of the assembly facilities that produce three different vehicles over a period of one year. All model simulation, inputs and outputs were discussed and agreed upon by facility management.

The established base model was verified and validated to mimic the actual facility outputs indicating all process bottlenecks. Two model scenarios were considered: the first scenario focussed on the top bottleneck processes flexibility with a ROI of 497 percent, while the second considered changing the model mix percentage leading to a cost improvement of $1.6 million/annually.

The model only considered management decision on buffer sizes, batch size and the top bottleneck station alternatives to make improvements. Simulating improvements in labor efficiency, robots uptime, scrap root cause, and maintenance response to downtime where not considered.

This paper indicated the importance of discrete simulation modeling in providing alternatives for improving process efficiency under certain financial limitations. Given the similarity of the automotive manufacturing processes among the various companies, the findings for this particular facility remain valid for other facilities.

Investment cost and process improvement are currently the two biggest challenges facing operations managers in the manufacturing industry. This study allows managers to gain a broader perspective on discrete simulation ability to simulate complicated systems and present different process improvement alternatives.