The Cambridge International Handbook of Lean Production Diverging Theories and New Industries around the World
Book contents
- The Cambridge International Handbook of Lean Production
- The Cambridge International Handbook of Lean Production
- Copyright page
- Dedication
- Contents
- Tables
- Figures and Sidebars
- Preface
- Acknowledgments
- Contributors
- Abbreviations
- 1 Lean Production as the Dominant Division of Labor
- Part I Theories of Lean Production
- Part II Lean Production across Industries
- Part III Lean Production Around the World
- 17 Lean in Europe and the USA – A New Dominant Division of Labour?
- 18 The Development and Diffusion of the Hyundai Production System
- 19 Transferring Lean to the United States
- 20 Disseminating Lean across the UK: A Personal Reflection
- 21 Lean Production in Germany
- 22 Tricolore
- 23 Lean Production in China: A Case Study of the Automobile Industry
- 24 Lean Production in India and Australia
- 25 The Four Stages of Lean in Mexico
- 26 Lean Production in Post-Communist Europe
- Name Index
- Subject Index
- References
22 - Tricolore
Traditionalists, Taylorists, and Toyotists and the Historical Perspective of Lean in France
from Part III - Lean Production Around the World
Published online by Cambridge University Press: 11 March 2021
Book contents
- The Cambridge International Handbook of Lean Production
- The Cambridge International Handbook of Lean Production
- Copyright page
- Dedication
- Contents
- Tables
- Figures and Sidebars
- Preface
- Acknowledgments
- Contributors
- Abbreviations
- 1 Lean Production as the Dominant Division of Labor
- Part I Theories of Lean Production
- Part II Lean Production across Industries
- Part III Lean Production Around the World
- 17 Lean in Europe and the USA – A New Dominant Division of Labour?
- 18 The Development and Diffusion of the Hyundai Production System
- 19 Transferring Lean to the United States
- 20 Disseminating Lean across the UK: A Personal Reflection
- 21 Lean Production in Germany
- 22 Tricolore
- 23 Lean Production in China: A Case Study of the Automobile Industry
- 24 Lean Production in India and Australia
- 25 The Four Stages of Lean in Mexico
- 26 Lean Production in Post-Communist Europe
- Name Index
- Subject Index
- References
Summary
Lean development in France reflects in many ways the spread of lean all over the world, with some local specificities. France’s enduring national automotive industry had led very early pioneers to discover Toyota’s uniqueness and appreciate the transformative potential of the Toyota Production System (TPS) well before the term “lean” was coined. French companies then pursued the usual forms of lean, from “automotive” lean, to traditional consulting cost-saving programs disguised as lean, to genuine transformational efforts to understand and adapt the TPS in local conditions. Lean in France has also had some specific French offshoots, such as an obsession with “autonomous teams” and “liberated company” (Getz and Carney 2016), that can be traced to the socio-technical system approach of the Tavistock Institute. More recently, France stands out as the home of several CEOs that have adopted lean as their main business strategy, with very visible results in difficult market conditions and a high labor cost context. Lean and its application in French companies then seems to have become multifaceted, based on continuous and structured learning (Ballé et al. 2006), but also apprehended according to several theoretical frameworks to gradually lead to a richer understanding for researchers (Ballé et al. 2017). This chapter introduces the historical development of lean in France and, through an analysis of lean’s adoption, the three main “lean” perspectives of French companies.
- Type
- Chapter
- Information
- The Cambridge International Handbook of Lean ProductionDiverging Theories and New Industries around the World, pp. 529 - 548Publisher: Cambridge University PressPrint publication year: 2021
References
Algoé Consultants. 2008. Etude Management Opérationnel et Lean. [Operational Management and Lean Study]. Ecully, France: Algoé Consultants.Google Scholar
Alves, Anabela C., Dinis-Carvalho, José, and Sousa, Rui M.. 2012. “Lean Production as Promoter of Thinkers to Achieve Companies’ Agility.” Learning Organization 19(3): 219–237. doi.org/10.1108/09696471211219930.CrossRefGoogle Scholar
Baglin, Gérard and Capraro, Mario. 1999. L’entreprise Lean: production [Lean Production Company]. Lyon, France: Presses Universitaires de Lyon.Google Scholar
Ballé, Freddy. 2016. “1976–2016: quarante années de recherche de la voie Lean” [Forty years of research on the Lean pathway]. Conference presentation at the 25ième séance du Séminaire Lean en France, Télécom Paris, June 24. www.lean.enst.fr/wiki/pub/Lean/LesPresentations/F_Ball_-_La_Voie_du_Lean.pdf.Google Scholar
Ballé, Michael, Beauvallet, Godefroy, Smalley, Art, and Sobek, Durward K.. 2006. “The Thinking Production System.” Reflections 7(2): 1–12.Google Scholar
Ballé, Michael, Chartier, Nicolas, Coignet, Pascale, Olivencia, Sandrine, Powell, Daryl, and Reke, Eivind. 2019. The Lean Sensei. Boston, MA: Lean Enterprise Institute, Inc.Google Scholar
Ballé, Michael, Jones, Daniel, Chaize, Jacques, and Fiume, Orest. 2017. The Lean Strategy: Using Lean to Create Competitive Advantage, Unleash Innovation, and Deliver Sustainable Growth. New York: McGraw-Hill Higher Education.Google Scholar
Beauvallet, Godefroy and Houy, Thomas. 2010a. “Research on HRM and Lean Management: A Literature Survey.” International Journal of Human Resources Development & Management 10(1): 14–33.CrossRefGoogle Scholar
Beauvallet, Godefroy and Houy, Thomas 2010b. “L’adoption des pratiques de gestion lean” [The adoption of lean management practices]. Revue française de gestion, no. 197 (January): 83–106.Google Scholar
Belekoukias, Ioannis, Garza-Reyes, Jose Arturo, and Kumar, Vikas. 2014. “The Impact of Lean Methods and Tools on the Operational Performance of Manufacturing Organisations.” International Journal of Production Research 52(18): 5346–5366. doi.org/10.1080/00207543.2014.903348.CrossRefGoogle Scholar
Bertrand, Thierry and Stimec, Arnaud. 2011. “Santé au travail” [Occupational health]. Revue francaise de gestion 214(5): 127–144.CrossRefGoogle Scholar
Bortolotti, Thomas, Boscari, Stefania, and Danese, Pamela. 2015. “Successful Lean Implementation: Organizational Culture and Soft Lean Practices.” International Journal of Production Economics 160 (February): 182–201. doi.org/10.1016/j.ijpe.2014.10.013.CrossRefGoogle Scholar
Bounine, Jean and Suzaki, Kiyoshi. 1986. Produire Juste à Temps – Les Sources de La Productivité Industrielle Japonaise – Préface de François Dalle, 2nd ed. [Just-in-Time Production – The Sources of Japanese Industrial Productivity – An Introduction by François Dalle]. Paris: Masson et Cie.Google Scholar
Boyer, Robert and Freyssenet, Michel. 2000. Les Modèles productifs. [The Productive Models]. Paris: La Découverte.CrossRefGoogle Scholar
Boyer, Robert and Freyssenet, Michel. 2001. “The World That Changed the Machine: Synthesis of GERPISA Research Programs 1993–1999.” Actes Du GERPISA 31: 7–71.Google Scholar
Bozdogan, Kirk, Milauskas, Ronald, Mize, Joe, Nightingale, Deborah, Taneja, Abhinav, and Tonaszuck, David. 2000. Transitioning to a Lean Enterprise: A Guide for Leaders, Volume III, Roadmap Explorations. Cambridge, MA: Massachusetts Institute of Technology. http://dspace.mit.edu/handle/1721.1/81894.Google Scholar
Byrne, Art. 2012. The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company. New York: McGraw-Hill Education.Google Scholar
Chabiron, Catherine. 2018. “An Interview with Lean Thinking Pioneer Freddy Ballé.” Planet Lean [blog], May 21. https://planet-lean.com/freddy-balle-lean-management-toyota.Google Scholar
Chemla-Lafay, Annie. 2011. “La Lean Administration: Un Choix Managérial Dangereux” [Lean Administration: A Dangerous Managerial Choice]. Cadres-CFDT 445–446 (September): 43–51.Google Scholar
Coriat, Benjamin. 1991. Penser à l’envers: Travail et organisation dans l’entreprise japonaise, nouv. éd. [Thinking Backwards: Work and Organization in the Japanese Company]. Paris: Christian Bourgois Editeur.Google Scholar
Crabill, John, Harmon, Ed, Meadows, Don, Milauskas, Ron, Miller, Craig, Nightingale, Deborah, Schwartz, Brian, Shields, Tom, and Torrani, Bob. 2000. Production Operations Level Transition to Lean Roadmap: Production Operations Transition-To-Lean Team. Cambridge, MA: Massachusetts Institute of Technology.Google Scholar
Dorigatti, Lisa and Rinaldini, Matteo. 2019. “World Class Involvement: Workers’ Participation in a 4.0 Lean Production System.” Presented at the 27th International Colloquium of GERPISA, Paris, June 12–14.Google Scholar
Dorison, Alain. 2009. Rapport Sur l’enseignement de l’excellence Opérationnelle Dans Les Grandes Écoles d’ingénieurs et de Management [Report on Operational Excellence Teaching in Engineering and Business Schools]. Paris: Ministère de l’économie de l’industrie et de l’emploi, Juin. https://archives.entreprises.gouv.fr/2012/www.industrie.gouv.fr/portail/pratique/qualite/rapport-dorison.pdf.Google Scholar
Frerejean, Alain. 2006. Les Peugeot: Deux siècles d’aventure. [The Peugeots : Two Centuries of Adventure]. Paris: Flammarion.Google Scholar
Gaudichau, Olivier, Matsumoto, Eduardo Hiroshi, and Magnani, Florian. 2019. 540° to Lean: When Common Sense Doesn’t Work, Turn 180° and Explore in 360°. Paris: AFNIL.Google Scholar
Getz, Isaac and Carney, Brian. 2016. Liberté & cie: Quand la liberté des salariés fait le succès des entreprises. [Freedom, Inc.: How Corporate Liberation Unleashes Employee Potential and Business Performance]. Paris: Flammarion.Google Scholar
Goutard, Noël. 1994. “Réussir Par La Fermeté” [Succeed Through Firmness]. Séminaire Vie des affaires. Paris: L’école de Paris du management. www.ecole.org/fr/seance/8-reussir-par-la-fermete.Google Scholar
Haour, Georges. 2004. “The CEO as Innovation Champion,” in: Resolving the Innovation Paradox: Enhancing Growth in Technology Companies, edited by Haour, Georges, pp. 15–29. London: Palgrave Macmillan UK. doi.org/10.1057/9780230510555_2.CrossRefGoogle Scholar
Hermel, Philippe. 1997. “The New Faces of Total Quality in Europe and the US.” Total Quality Management 8(4): 131–143. doi.org/10.1080/0954412979578.CrossRefGoogle Scholar
Hermel, Philippe, Edgeman, Rick, and Dahlgaard, Jens. 1999. “History and Specifics of the Quality Movement in France.” Quality Engineering 11(4) (June): 619–624. doi.org/10.1080/08982119908919282.CrossRefGoogle Scholar
Hines, Peter, Rich, Nick, Bicheno, John, Brunt, David, Taylor, David, Butterworth, Chris, and Sullivan, James. 1998. “Value Stream Management.” The International Journal of Logistics Management 9(1): 25–42. doi.org/10.1108/09574099810805726.CrossRefGoogle Scholar
Hurd, Annie-Pierre. 2004. “Implementation of Lean Processes at a High-Mix Low-Volume Aerospace Manufacturing Facility in France.” Thesis, Massachusetts Institute of Technology. https://dspace.mit.edu/handle/1721.1/34795.Google Scholar
Ikeda, Masayoshi and Nakagawa, Yoichiro. 2002. “Globalization of the Japanese Automobile Industry and Reorganization of Keiretsu-Suppliers.” Actes Du GERPISA 33: 29–40.Google Scholar
International Organization for Standardization. 2018. “The ISO Survey of Management System Standard Certifications.” Geneva, Switzerland: International Organization for Standardization. www.iso.org/the-iso-survey.html.Google Scholar
Jacot, Jacques-Henri. 1998. Du fordisme au toyotisme? / les voies de la modernisation du systeme automobile en France et au Japon [From Fordism to Toyotism? The Paths of Modernization of the Automotive System in France and Japan]. Collection Etudes et Recherches n°7–8. Paris: La Documentation Française.Google Scholar
Jones, Daniel T., Hines, Peter, and Rich, Nick. 1997. “Lean Logistics.” International Journal of Physical Distribution & Logistics Management 27(3/4): 153–173. doi.org/10.1108/09600039710170557.CrossRefGoogle Scholar
Krzywdzinski, Martin, Butollo, Florian, and Jürgens, Ulrich. 2018. “The Role of Labor in Lean Production and Industrie 4.0: Continuities and Differences.” Presented at the 26th International Colloquium of GERPISA, Paris, June 11–14.Google Scholar
Liker, Jeffrey, Meier, David, Ballé, Michael, and Sperry, Monique (translator). 2008. Talent Toyota: Les hommes au coeur de la réussite. [Toyota Talent : Developing Your People the Toyota Way]. Paris: Pearson.Google Scholar
Lorino, Philippe. 2014. “La fuite managériale devant la complexité: l’exemple historique du ‘lean management’” [Managerial evasion in the face of complexity: the historical example of ‘lean management’]. ESSEC Working paper 1410. https://hal-essec.archives-ouvertes.fr/hal-01023701/document.Google Scholar
Loubet, Jean-Louis. 1990. Automobiles Peugeot: une réussite industrielle, 1945–1974. [Peugeot Automotive: An Industrial Success]. Paris: Économica. http://gallica.bnf.fr/ark:/12148/bpt6k33282765.CrossRefGoogle Scholar
Loubet, Jean-Louis 1998. “Citroën et l’innovation (1915–1996)” [Citroënand innovation]. Vingtième Siècle. Revue d’histoire 57(1): 45–56. doi.org/10.3406/xxs.1998.3709.CrossRefGoogle Scholar
Magnani, Florian. 2016. “Historical Evolution of a Lean System: Case Study of the PSA Group.” Logistique & Management 24(3–4): 199–206. doi.org/10.1080/12507970.2016.1269620.CrossRefGoogle Scholar
Magnani, Florian, Carbone, Valentina, and Moatti, Valérie. 2019. “The Human Dimension of Lean: A Literature Review.” Supply Chain Forum: An International Journal 20(2): 132–144. doi.org/10.1080/16258312.2019.1570653.CrossRefGoogle Scholar
Marodin, Giuliano Almeida and Saurin, Tarcisio Abreu. 2013. “Implementing Lean Production Systems: Research Areas and Opportunities for Future Studies.” International Journal of Production Research 51(22): 6663–6680. doi.org/10.1080/00207543.2013.826831.CrossRefGoogle Scholar
McKinsey Global Institute. 2002. Dynamiser La Productivité En France et En Allemagne. [Boosting Productivity In France and Germany]. New York: McKinsey & Company.Google Scholar
McKinsey Global Institute 2006. Donner Un Nouvel Élan à l’industrie En France [Giving a New Impetus to the Industry in France]. New York: McKinsey & Company, revised in 2008.Google Scholar
Mostafa, Sherif, Dumrak, Jantanee, and Soltan, Hassan. 2013. “A Framework for Lean Manufacturing Implementation.” Production & Manufacturing Research 1(1): 44–64. doi.org/10.1080/21693277.2013.862159.CrossRefGoogle Scholar
Neirotti, Paolo. 2018. “Work Intensification and Employee Involvement in Lean Production: New Light on a Classic Dilemma.” The International Journal of Human Resource Management 31(15): 1958–1983. doi.org/10.1080/09585192.2018.1424016.CrossRefGoogle Scholar
Netland, Torbjørn H. 2012. “Managing Strategic Improvement Programs: The XPS Program Management Framework.” Journal of Project, Program & Portfolio Management 3(1): 31–44.CrossRefGoogle Scholar
Netland, Torbjørn H. and Ferdows, Kasra. 2014. “What to Expect From a Corporate Lean Program.” MIT Sloan Management Review 55(4): 83–89.Google Scholar
Netland, Torbjørn H. and Powell, Daryl J.. 2016. The Routledge Companion to Lean Management, 1st ed. New York: Routledge.CrossRefGoogle Scholar
Ohno, Taiichi. 1989. L’esprit Toyota. [Toyota Production System: Beyond Large-scale Production]. Paris, France: Masson.Google Scholar
Pardi, Tommaso. 2013. “Crise et Rejet de La Greffe Toyota à Valenciennes?” [Crisis and Rejection of the Toyota graft in Valenciennes]. Le Journal de l’école de Paris Du Management 1(99): 29–36.Google Scholar
Pellerin, François and Cahier, Marie-Laure. 2019. Organisation et Compétences Dans l’usine Du Futur: Vers Un Design Du Travail? [Organization and Competencies in the Factory of the Future: Towards a Work Design?]. Paris: Presses des Mines, p. 132.Google Scholar
Pettersen, Jostein. 2009. “Defining Lean Production: Some Conceptual and Practical Issues.” TQM Journal 21(2): 127–142. doi.org/10.1108/17542730910938137.CrossRefGoogle Scholar
Rosin, Frédéric, Forget, Pascal, Lamouri, Samir, and Pellerin, Robert. 2019. “Impacts of Industry 4.0 Technologies on Lean Principles.” International Journal of Production Research 58(6): 1644–1661. doi.org/10.1080/00207543.2019.1672902.CrossRefGoogle Scholar
Sanders, Adam, Subramanian, Karthik R. K., Redlich, Tobias, and Wulfsberg, Jens P.. 2017. “Industry 4.0 and Lean Management – Synergy or Contradiction?” in: Advances in Production Management Systems. The Path to Intelligent, Collaborative and Sustainable Manufacturing, edited by Lödding, Hermann, Riedel, Ralph, Thoben, Klaus-Dieter, von Cieminski, Gregor, and Kiritsis, Dimitris, pp. 341–349. IFIP Advances in Information and Communication Technology. New York: Springer International Publishing.CrossRefGoogle Scholar
Shah, Rachna and Ward, Peter T.. 2007. “Defining and Developing Measures of Lean Production.” Journal of Operations Management 25(4): 785–805. doi.org/10.1016/j.jom.2007.01.019.CrossRefGoogle Scholar
Shimizu, Koichi. 1999. Le Toyotisme [Toyotism]. La Découverte. Paris: Cairn.info. www.cairn.info/le-toyotisme–9782707129215.htm.CrossRefGoogle Scholar
Sim, Khim L. and Rogers, John W.. 2009. “Implementing Lean Production Systems: Barriers to Change.” Management Research News 32(1): 37–49. doi.org/10.1108/01409170910922014.CrossRefGoogle Scholar
Soulié, Olivier. 2007. “Que Sais-Je? Sur Le Développement et La Conception Chez Toyota” [What Do I Know? About Development and Design at Toyota]. Internal document from Groupe PSA.Google Scholar
The Boston Consulting Group. 2018. “The Most Innovative Companies 2018: Innovators Go All In on Digital.” Paris: The Boston Consulting Group. www.bcg.com/fr-fr/publications/collections/most-innovative-companies-2018.aspx.Google Scholar
Tortorella, Guilherme Luz, Marodin, Giuliano, Fettermann, Diego, and Fogliatto, Flavio. 2015. “Relationships between Lean Product Development Enablers and Problems.” International Journal of Production Research 54(10)(November): 2837–2855. doi.org/10.1080/00207543.2015.1106020.CrossRefGoogle Scholar
Tsukada, Osamu and Ibusuki, Ugo. 2018. “Can the Toyota Production System Be Implemented Abroad? A Case Study of the Brazilian Automobile Industry.” Presented at the 26th International Colloquium of GERPISA, Paris, June 11–14.Google Scholar
Ughetto, Pascal. 2009. “Une Réorganisation Au Concret: L’implantation Du Lean Manufacturing Comme Travail Managérial” [A Concrete Reorganization: Implementing Lean Manufacturing as Managerial Work]. Actes des XIIèmes journées internationales de sociologie du travail, halshs–00376835. Nancy, France. https://halshs.archives-ouvertes.fr/halshs-00376835.Google Scholar
Ughetto, Pascal 2015. “Le lean représente-t-il le travail du futur?” [Does Lean represent the work of the future?] Colloque Quel travail dans l’usine du futur? GERPISA et ENS Cachan, Cachan, France, March. https://hal-enpc.archives-ouvertes.fr/hal–01247255.Google Scholar
Womack, James and Jones, Daniel. 2009. Système Lean: Penser l’entreprise au plus juste [Lean Thinking: Banish Waste and Create Wealth in Your Corporation]. Paris: Pearson.Google Scholar
Womack, James P., Jones, Daniel T., and Roos, Daniel. 1990. The Machine That Changed the World: The Story of Lean Production, reprint ed. 2000. New York: Free Press.Google Scholar