Development and implementation of a lean manufacturing framework at a selected South African steering wheel manufacturer

Abstract

National and international market pressures have compelled South African local manufacturers to prioritise quality and productivity improvements to remain competitive and reduce product costs. This study examines a South African steering wheel manufacturer’s process cost benchmarking against a European affiliate, highlighting significant cost variances. Using Lean Manufacturing principles, the research identifies and addresses inefficiencies across manufacturing processes, focusing on waste categories: overburden (muri), variation (mura), and waste (muda). Given the paucity of directly related South African literature, this research employs an exploratory qualitative methodology. Data collection involved focus group discussion, interviews, and participant observation, allowing the researcher to interact closely with participants and observe contextual details firsthand. The target population comprised managers, operators, and support staff directly involved in the manufacturing process at the steering wheel manufacturer. A purposive sample of 25 participants across these roles was selected to capture diverse perspectives and insights into the existing process inefficiencies. Thematic analysis, supported by the NVivo software was utilised to identify patterns and themes, which facilitated a detailed examination of the findings. Triangulation was used to ensure data consistency across the research instruments, supporting a well-rounded thematic proposition. The literature review provided insights into Lean Manufacturing’s drivers and barriers, informing the creation of a Lean framework tailored to the South African context. The investigation uncovered that Lean Manufacturing is shaped not just by internal tools and cultural enablers, but by interconnected themes that collectively reveal the functioning of drivers and barriers throughout the value chain. The resulting Lean Manufacturing Framework represents a pivotal development for South Africa's automotive components sector, addressing competitive and operational challenges within the industry. It offers a replicable model for other component manufacturers facing similar market pressures. The research makes a significant contribution to the literature by providing a novel dual lens framework that combines themes, moving lean practices beyond a tool-centric perspective to strategically integrated operations, finance, and stakeholder relations.