Implementation of Lean/RPS Tool: 5S Audit System
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Abstract
The acquisition of manufacturing companies by international corporations poses challenges that transcend administrative adjustments, as it requires transforming entire operating cultures to align them with new production standards. The objective of this research was to document how the adoption of the Rheem Production System (RPS), following the acquisition of Nordyne Manufacturing de Mexico by Rheem Manufacturing Company, modified the practices of standardization, safety, operational discipline and continuous improvement at the Saltillo plant. A qualitative approach of a descriptive nature was used, based on the direct observation of the processes during the six months after the merger and on the documentary monitoring of the changes implemented in each area, which allowed contrasting the inherited practices with the standards of the new corporate model. The results show that the adoption of RPS transcended the incorporation of tools or work formats, as it implied a cultural change that had to permeate all levels of the organization, from the production floor to supervision. It is concluded that a corporate merger, when accompanied by a robust production system, can become a real opportunity to consolidate more disciplined operations oriented towards continuous improvement.
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