Operations Strategic Objectives and Decisions as Support for Lean Manufacturing
DOI:
https://doi.org/10.15665/dem.v16i1.1233Palavras-chave:
Capacity, delivery, lean manufacturing, operations strategy, textile sectorResumo
The aim of this research consisted to identify coordination mechanisms among lean manufacturing tools and corporate operations strategy. The study was carried out in seven companies of the textile sector located in the Valle del Aburrá, Colombia. A case study methodology was used. The methodology was based on a quantitative approach and a descriptive - correlational scope. Among the main results, it was found that the delivery objective and the strategic decision of capacity are the main drivers for improving the bottom line. The operational profit improves because of the incorporation of the lean philosophy in daily organization activities. In organizations where the implementation of lean manufacturing is still limited, capacity and delivery must be strengthened from the corporate strategy. This is the case of textile companies.
Resumen
El objetivo de la presente investigación consistió en identificar los mecanismos de coordinación entre las herramientas de lean manufacturing y la estrategia de operaciones, en siete compañías del sector textil ubicadas en el Valle de Aburrá, Colombia. Se empleó una metodología de estudio de caso, con base en un enfoque cuantitativo y un alcance descriptivo -correlacional. Entre los principales resultados se encontró que el objetivo de entrega y la decisión estratégica de capacidad son los principales motores para el incremento de la utilidad operacional a partir de la incorporación de la filosofía lean en las actividades diarias de la organización. De manera particular en aquellas organizaciones donde su implementación aun es limitada, son estos dos elementos los que deben fortalecerse desde la estrategia corporativa, como es el caso de las compañías del sector textil.
Resumo
O objetivo desta pesquisa foi identificar mecanismos de coordenada entre ferramentas de fabricação enxuta e estratégia de operações corporativas. O estudo foi realizado em sete empresas do setor têxtil localizadas no Vale de Aburrá, na Colômbia. Foi utilizada uma metodologia de estudo de caso. A metodologia baseou-se em uma abordagem quantitativa e um escopo descritivo-correlacional. Entre os principais resultados, verificou-se que o objetivo de entrega e a decisão estratégica de capacidade são os principais impulsionadores do aumento do lucro operacional. O lucro operacional aumenta com a incorporação da filosofia lean nas atividades diárias da organização. Em organizações onde a implementação da manufatura enxuta ainda é limitada, a capacidade e a entrega devem ser fortalecidas a partir da estratégia corporativa. Este é o caso das empresas têxteis.
Referências
Aguirre, A. M. (2010) Aplicación de metodología seis sigma para mejorar la capacidad de proceso de la variable nivelación vertical en la aplicación de pintura (fondos) de una ensambladora de vehículos (masters). Universidad Nacional de Colombia. En: www.bdigital.unal.edu.co/3561/
Aiello, J. L. (2008) Rightsizing Inventory. Boca Raton: Auerbach Publications.
Alukal, G. & Manos, A. (2006) Lean Kaizen: A Simplified Approach to Process Improvements. Milwaukee, Estados Unidos: ASQ Quality Press.
Arrieta, J.; Domínguez, J.; Echeverri, A. & Gutiérrez, S. (2011) Aplicación lean manufacturing en la industria colombiana. Revisión de literatura en tesis y proyectos de grado. Revista Virtual Pro, 132. En: http://www.laccei.org/LACCEI2011-Medellin/RefereedPapers/PE298_Arrieta.pdf
Ballou, R. H. (2004) Logística: administración de la cadena de suministro. México: Pearson Educación.
Baril, C.; Gascon, V.; Miller, J. & Côté, N. (2016) Use of a discrete-event simulation in a Kaizen event: A case study in healthcare. European Journal of Operational Research, (249)(1), 327-339. DOI: https://doi.org/10.1016/j.ejor.2015.08.036
Barón Maldonado, D. I. & Rivera Cadavid, L. (2014) Cómo una microempresa logró un desarrollo de productos ágil y generador de valor empleando Lean. Estudios Gerenciales, (30)(130), 40-47. DOI: https://doi.org/10.1016/j.estger.2014.02.007
Batista, P. C. de S.; Lisboa, J. V. de O.; Augusto, M. G. & Almeida, F. E. B. de. (2016) Effectiveness of business strategies in Brazilian textile industry. Revista de Administração, (51)(2), 225-239. DOI: https://doi.org/10.5700/rausp1236
Becerra, M. (2009) Theory of the Firm for Strategic Management: Economic Value Analysis. Nueva York: Cambridge University Press.
Castro, W. A. S.; Castrillón, O. D. & Giraldo, J. A. (2011) Prioridades competitivas para la industria de la confección. Estudio de caso. Cuadernos de Administración, (24)(43). En: http://revistas.javeriana.edu.co/index.php/cuadernos_admon/article/view/2602
Chang, C. C.; Wu, T. H. & Wu, C.W. (2013) An efficient approach to determine cell formation, cell layout and intracellular machine sequence in cellular manufacturing systems. Computers & Industrial Engineering, (66)(2), 438- 450. DOI: https://doi.org/10.1016/j.cie.2013.07.009
Chary, S. (2009) Production and operations management. Nueva Delhi: Tata McGraw-Hill Education.
Chiromo, F.; Nel, A. & Sebele, T. (2015) Lean manufacturing challenges in a South African clothing Company, 1966-1974. International Association for Management of Technology. Cape Town. In:
Cirjaliu, B. & Draghici, A. (2016) Ergonomic Issues in Lean Manufacturing. Procedia - Social and Behavioral Sciences, (221), 105-110. DOI: https://doi.org/10.1016/j.sbspro.2016.05.095
Collis, D. J. & Montgomery, C. A. (2005) Corporate Strategy: A Resource-based Approach. Madrid: McGraw-Hill Higher Education.
Covin, J. G. & Slevin, D. P. (1989) Strategic management of small firms in hostile and benign environments. Strategic Management Journal, (10)(1), 75-87. DOI: https://doi.org/10.1002/smj.4250100107
Cuatrecasas, L. (2006) Claves de Lean Management. Barcelona: Ediciones Gestión.
Cuatrecasas, L. & Torrell, F. (2010) TPM en un entorno Lean Management: Estrategia competitiva. Barcelona, España: Profit Editorial.
Gaither, N. & Frazier, G. (2000) Administración de producción y operaciones. Madrid: Ediciones Paraninfo.
García, A.; García, G.; Pérez, M.; Sánchez, L. & Serrano, A. M. (2013) Manual de dirección de operaciones: Decisiones estratégicas. España: Ed. Universidad de Cantabria.
Gonçales, M.; Campos, F. C. de & Pontes, M. R. P. (2016) Systematic literature review with bibliometric analysis on Lean Strategy and manufacturing in industry segments. Gestão & Produção, (23)(2), 408-418. DOI: https://doi.org/10.1590/0104-530X1683-14
Hay, E. J. (2003) Justo a tiempo: la técnica japonesa que genera mayor ventaja competitiva. Grupo Editorial Norma.
Heizer, J. & Render, B. (2007) Dirección de la producción y de operaciones: decisiones estratégicas. México: Pearson Prentice Hall.
Hernández, J. C. & Vizán, A. (2013) Lean manufacturing : concepto, técnicas e implantación. Barcelona: E.O.I. Escuela de Organización Industrial.
Imai, M. (2012) Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy. New York: McGraw Hill Professional.
Jajodia, S.; Minis, I.; Harhalakis, G. & Proth, J. M. (1992) CLASS: Computerized LAyout Solutions using Simulated annealing. International Journal of Production Research, (30)(1), 95-108. DOI: https://doi.org/10.1080/00207549208942880
Jayaram, J.; Tan, K. C. & Laosirihongthong, T. (2014) The contingency role of business strategy on the relationship between operations practices and performance. Benchmarking: An International Journal, (21)(5), 690-712. DOI: https://doi.org/10.1108/BIJ-10-2012-0066
Keyte, B. & Locher, D. A. (2004) The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes. New York: CRC Press.
Klingenberg, B.; Timberlake, R.; Geurts, T. G. & Brown, R. J. (2013) The relationship of operational innovation and financial performance—A critical perspective. International Journal of Production Economics, (142)(2), 317-323. DOI: https://doi.org/10.1016/j.ijpe.2012.12.001
Koch, C.; Bennett, D. & Markussen, T. (2015) Operations Strategy for Maintaining Competitiveness in a European Automotive Company, 2522-2532. Chalmers Publication Library (CPL). Cape Town. In: http://publications.lib.chalmers.se/publication/218150-operations-strategy-for-maintaining-competitiveness-ina-european-automotive-company
Kordoghli, B. & Moussa, A. (2013) Effect of wastes on changeover time in garment industry, 1-3. En 2013 5th International Conference on Modeling, Simulation and Applied Optimization (ICMSAO). DOI: https://doi.org/10.1109/ICMSAO.2013.6552584
Kumar, D. (2016) Enterprise Growth Strategy: Vision, Planning and Execution. Nueva York: Routledge.
León, G. E.; Marulanda, N. & González, H. H. (2017) Factores claves de éxito en la implementación de lean manufacturing en algunas empresas con sede en Colombia. Tendencias, (18)(1), 85-100.
Longenecker, J. G.; Donlevy, L.; Calvert, V.; Moore, C.; Petty, J. W. & Palich, L. (2009) Small Business Management: Launching and Growing New Ventures. Toronto: Nelson Education.
López, A.; González, I. & Sanz, A. (2015) Lean Service: Reassessment of Lean Manufacturing for Service Activities. Procedia Engineering, (132), 23-30. DOI: https://doi.org/10.1016/j.proeng.2015.12.463
Maia, L. C.; Alves, A. C. & Leão, C. P. (2015) TRIZ and Knowledge-Based Innovation in Science and IndustryHow Could the TRIZ Tool Help Continuous Improvement Efforts of the Companies?. Procedia Engineering, (131), 343- 351. DOI: https://doi.org/10.1016/j.proeng.2015.12.412
Monden, Y. (1996) El "Just on time" hoy en Toyota. Bilbao, España: Ediciones Deusto S.A.
Nash, M. A. & Poling, S. R. (2008) Mapping the Total Value Stream: A Comprehensive Guide for Production and Transactional Processes. New York, Estados Unidos: CRC Press.
Omogbai, O. & Salonitis, K. (2016) Manufacturing System Lean Improvement Design Using Discrete Event Simulation. Procedia CIRP, (57), 195-200. DOI: https://doi.org/10.1016/j.procir.2016.11.034
Onyeocha, C. E.; Khoury, J. & Geraghty, J. (2015) Evaluation of multi-product lean manufacturing systems with setup and erratic demand. Computers & Industrial Engineering, (87), 465-480. DOI: https://doi.org/10.1016/j.cie.2015.05.029
Pérez, J. (2011) El avión de la muda: herramienta de apoyo a la enseñanza-aprendizaje práctico de la manufactura esbelta. Revista Facultad de Ingeniería, (58), 173-182.
Pérez, J. & Benavides, M. (2010) Aproximación del enfoque por procesos y principios Lean para la producción de índigo en una empresa textil. Revista Universidad EAFIT, (46), 52-63.
Plenert, G. (2007) What are the technical tools of lean management?, 8, 233-269. In: Reinventing Lean. Burlington: Butterworth-Heinemann. In: http://www.sciencedirect.com/science/article/pii/B9780123705174500101
Porter, B. (1993) An Empirical Study of the Audit Expectation-Performance Gap. Accounting and Business Research, (24)(93), 49-68. DOI: https://doi.org/10.1080/00014788.1993.9729463
Porter, M. E. (1991) Towards a dynamic theory of strategy. Strategic Management Journal, (12)(2), 95-117. DOI: https://doi.org/10.1002/smj.4250121008
Puig, F.; Marques, H. & Ghauri, P. N. (2009) Globalization and its impact on operational decisions: The role of industrial districts in the textile industry. International Journal of Operations & Production Management, (29)(7), 692-719. DOI: https://doi.org/10.1108/01443570910971388
Rajadell, M. & Sánchez, J. L. (2010) Lean Manufacturing. La evidencia de una necesidad. España: Ediciones Díaz de Santos.
Roth, A. V.; Schroeder, R.; Huang, X. & Kristal, M. M. (2008) Handbook of Metrics for Research in Operations Management: Multi-item Measurement Scales and Objective Items. New York: SAGE Publications.
Rother, M. & Shook, J. (2003) Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Cambridge, Estados Unidos: Lean Enterprise Institute.
Salazar, A. F.; Vargas, L. C.; Añasco, C. E. & Orejuela, J. P. (2010) Propuesta de distribución en planta bietapa en ambientes de manufactura flexible mediante el proceso analítico jerárquico. Revista EIA, (14), 161-175.
Schroeder, R.; Meyer, S. & Rungtusanatham, M. J. (2011) Administración de operaciones: Conceptos y casos contemporáneos. México: McGraw-Hill.
Sheldon, D. H. (2008) Lean Materials Planning and Execution: A Guide to Internal and External Supply Management Excellence. Fort Lauderdale: J. Ross Publishing.
Slack, N. & Lewis, M. (2011) Operations Strategy. Harlow, Essex; New York: Prentice Hall.
Smit, H. T. J. & Moraitis, T. (2015) Playing at Acquisitions: Behavioral Option Games. New Yersey: Princeton University Press.
Sullivan, W. G.; McDonald, T. N. & Van Aken, E. M. (2002) Equipment replacement decisions and lean manufacturing. Robotics and Computer-Integrated Manufacturing, (18), 255–265.
Superintendencia de Sociedades (2015). Desempeño del sector textil-confección 2012-2014. Bogotá. En: http://www.supersociedades.gov.co/noticias/Documents/2015/Septiembre/EE1-%20Sector%20Textil-%202015%20VIII%2014.pdf
Urban, W. (2015) The Lean Management Maturity Self-assessment Tool Based on Organizational Culture Diagnosis. Procedia - Social and Behavioral Sciences, (213), 728-733. DOI: https://doi.org/10.1016/j.sbspro.2015.11.527
Verrier, B.; Rose, B. & Caillaud, E. (2016) Lean and Green strategy: the Lean and Green House and maturity deployment model. Journal of Cleaner Production, (116), 150-156. DOI: https://doi.org/10.1016/j.jclepro.2015.12.022
Villaseñor, A. & Galindo, E. (2009) Manual de lean manufacturing: Guía básica. México: Editorial Limusa.
Villaseñor, A. & Galindo, E. (2011) Sistema de 5 S’s: guía de implementación. México: Limusa.
Waters, D. (2006) Operations Strategy. Londres: Thomson Learning.
Wickramasinghe, D. & Wickramasinghe, V. (2012) Effects of perceived organisational support on participation in decision making, affective commitment and job satisfaction in lean production in Sri Lanka. Journal of Manufacturing Technology Management, (23)(2), 157-177. DOI: https://doi.org/10.1108/17410381211202179
Youssouf, A.; Rachid, C. & Ion, V. (2014) Contribution to the Optimization of Strategy of Maintenance by Lean Six Sigma. Physics Procedia, (55), 512-518. DOI: https://doi.org/10.1016/j.phpro.2014.08.001
##submission.downloads##
Publicado
Como Citar
Edição
Secção
Licença
Os autores mantêm todos os direitos a que têm direito e autorizadas com a sua reprodução de assinatura gratuita do documento enviado ou, no caso se necessário, assumirá, ao assinar o Certificado de Originalidade e Cessão de Direitos, o registro de ter a autoridade para a transferência de direitos de propriedade que estão livres devido a nenhum custo para qualquer procedimento do Dimensión Empresarial.
Instruções para preenchimento Originalidade Certificação e Transferência de Direitos de autor.
1. Clique aqui e tenha a originalidade da forma Certification and Copyright Assignment.
2. No formulário baixo, clique em cada um os campos e preencha os correspondentes.
3. Uma vez que os campos estão preenchidos, copie o fim sua assinatura digitalizada ou assinatura digital. Por favor, ajustar o tamanho da assinatura no formulário.
4. O formulário deve ser assinado por todos os autores.
5. Finalmente, salvá-lo como PDF e enviá-lo através da plataforma OJS como arquivo suplementar ou correio revistadimensionempresarial@uautonoma.edu.co.
Se você tiver dúvidas contate-nos, por favor.
