Lean production from the perspective of the resource-based view: A study in an organization in the footwear industry

Abstract

This study aims to analyze the strategic resources contribution to the implementation of lean production (LP) in an organization in the footwear industry, from the perspective of the resource-based view (RBV). Based on the theoretical assumptions of LP and RBV, an analytic procedure embracing 5 steps was developed: the description of the operations strategy, the identification of lean production practices, the description of the LP implementation path, the relationship between LP practices and resources, and the evaluation of resources according to RBV. Field research was carried out by a longitudinal case study in which the main data collection technique was the interview (semi-structured and structured) addressed to employees and managers of the industrial engineering department of the chosen plant as the unit of analysis. It was found that the company adopted 15 practices, in which 9 were implemented in all sectors. Subsequently, 17 resources that supported the implementation were identified. Through the analysis, it was found that the resources denominated operational workforce, qualified managers, heavy machinery, culture, and training were essential to LP, aspect confirmed by the assessment of the criteria of value, versatility and sustainability. Although LP is often advocated as a universal model, the case study raised the issue that the LP implementation process may have the difficulty of imitation because it is intrinsically linked to unique historical conditions and the causal ambiguity and social complexity of the resources.