A Lean Manufacturing Profile of Practices in the Metallurgical Industry: A Methodology for Multivariate Analysis
The purpose of this project is to carry out an analysis
and determine the profile of actual lean manufacturing processes in
the Metropolitan Area of Bucaramanga. Through the analysis of
qualitative and quantitative variables it was possible to establish how
these manufacturers develop production practices that ensure their
competitiveness and productivity in the market.
In this study, a random sample of metallurgic and wrought iron
companies was applied, following which a quantitative focus and
analysis was used to formulate a qualitative methodology for
measuring the level of lean manufacturing procedures in the industry.
A qualitative evaluation was also carried out through a multivariate
analysis using the Numerical Taxonomy System (NTSYS) program
which should allow for the determination of Lean Manufacturing
profiles.
Through the results it was possible to observe how the companies
in the sector are doing with respect to Lean Manufacturing Practices,
as well as identify the level of management that these companies
practice with respect to this topic. In addition, it was possible to
ascertain that there is no one dominant profile in the sector when it
comes to Lean Manufacturing.
It was established that the companies in the metallurgic and
wrought iron industry show low levels of Lean Manufacturing
implementation. Each one carries out diverse actions that are
insufficient to consolidate a sectoral strategy for developing a
competitive advantage which enables them to tie together a
production strategy.
[1] R. Shah y S. Goldstein, “Use of structural equation modeling in
operations management research: looking back and forward,” Journal of
Operations Management, vol. 24, nº 2, pp. 148-169, 2006.
[2] R. Detty y J. Yingling, “Quantifying benefits of conversion to lean
manufacturing with discrete event simulation: a case study,”
International Journal of Production Research, vol. 38, nº 2, pp. 429-
445, 2000.
[3] R. K. Singha, S. Kumara, C. A. K. y T. M.K., “Lean tool selection in a
die casting unit: a fuzzy-based decision support heuristic,” International
Journal of Production Research, vol. 44, nº 7, pp. 1399-1429, 2006.
[4] D. Seth y V. Gupta, “Application of value stream mapping for lean
operations and cycle time reduction: an Indian case study,” Production
Planning and Control, vol. 16, nº 1, pp. 44-59, 2005.
[5] P. Hines y N. Rich, “The seven value stream mapping tools,”
International Journal of Operations and Production, vol. 17, nº 1, pp.
46-64, 1997.
[6] P. Hines, N. Rich y A. Esain, “Value stream mapping, a distribution
industry application,” International Journal of Benchmarking, vol. 6, nº
1, pp. 60-77, 1999.
[7] M. Braglia, G. Carmignani y F. Zammori, “A new value stream mapping
approach for complex production systems,” International Journal of
Production Research, vol. 44, nº 2, pp. 3929-3952, 2006.
[8] O. Salem, J. Solomon, G. A. y M. Minkarah, “Lean Construction: From
Theory to Implementation,” Journal of Management in Engineering,
vol. 22, nº 4, pp. 168-175, 2006.
[9] M. Holweg, “The genealogy of lean production,” Journal of Operations
Management, vol. 25, nº 2, pp. 420 - 437, Marzo 2007.
[10] R. Shah y P. Ward, “Defining and developing measures of lean
production,” Journal of Operations Management, vol. 25, nº 10, pp.
785-805, 10 2007.
[11] J. Black, “Design rules for implementing the Toyota Production
System,” International Journal of Production Research, vol. 45, nº 16,
pp. 3639-3664, 07 2007.
[12] H. B.J., “Lean information management: understanding and eliminating
waste,” International Journal of Information, vol. 27, nº 4, pp. 233-249,
08 2007.
[13] A. Castro, M. Aguirre, A. García y H. Sánchez, “Procedimiento para
evaluar la estrategia de manufactura: aplicaciones en la industria
metalmecánica,” Cuadernos De Administración, vol. 20, nº 33., pp. 103-
123, Enero 2007.
[14] C. Monge, J. Cruz y F. López, “Impacto de la Manufactura Esbelta,
Manufactura Sustentable y Mejora Continua en la Eficiencia
Operacional y Responsabilidad Ambiental en México.,” Información
Tecnológica, vol. 24, nº 4, pp. 15-32, Junio 2013.
[15] F. Delgado Moreno y E. Gallo, “Propuesta del mejoramiento de la
metodología de Manufactura Esbelta por medio de optimización de
sistemas de manufactura y modelación de eventos discretos.,” Iteckne,
vol. 8, nº 2, pp. 119-131, Diciembre 2011.
[16] W. Glover, J. A. Farris y E. M. Van Aken, “Kaizen Events: Assessing
the Existing Literature and Convergence of Practices,” Engineering
Management Journal, vol. 26, nº 1, pp. 39-61, March 2014.
[17] K. Murata y H. Katayama, “A study on construction of a kaizen casebase
and its utilisation: a case of visual management in fabrication and
assembly shop-floors,” International Journal Of Production Research,
vol. 48, nº 24, pp. 7265 - 72987, January 2010.
[18] R. Sanchez, “El Proceso de las 5's en acción: la metodología japonesa
para mejorar la calidad y la productividad de cualquier tipo de empresa,”
Gestión Y Estrategia, vol. 31, pp. 91-94, 2007.
[19] F. Gonzales Andres, 2012. (Online). Available:
http://fernando.gonzalez.unileon.es/web_mex12/libro_alumnos.pdf.
(Last access: 2 December 2013).
[20] January 2014. (Online). Available: http://www.fcnym.unlp.edu.ar/
catedras/taxonomia/progNTSYS.pdf.
[1] R. Shah y S. Goldstein, “Use of structural equation modeling in
operations management research: looking back and forward,” Journal of
Operations Management, vol. 24, nº 2, pp. 148-169, 2006.
[2] R. Detty y J. Yingling, “Quantifying benefits of conversion to lean
manufacturing with discrete event simulation: a case study,”
International Journal of Production Research, vol. 38, nº 2, pp. 429-
445, 2000.
[3] R. K. Singha, S. Kumara, C. A. K. y T. M.K., “Lean tool selection in a
die casting unit: a fuzzy-based decision support heuristic,” International
Journal of Production Research, vol. 44, nº 7, pp. 1399-1429, 2006.
[4] D. Seth y V. Gupta, “Application of value stream mapping for lean
operations and cycle time reduction: an Indian case study,” Production
Planning and Control, vol. 16, nº 1, pp. 44-59, 2005.
[5] P. Hines y N. Rich, “The seven value stream mapping tools,”
International Journal of Operations and Production, vol. 17, nº 1, pp.
46-64, 1997.
[6] P. Hines, N. Rich y A. Esain, “Value stream mapping, a distribution
industry application,” International Journal of Benchmarking, vol. 6, nº
1, pp. 60-77, 1999.
[7] M. Braglia, G. Carmignani y F. Zammori, “A new value stream mapping
approach for complex production systems,” International Journal of
Production Research, vol. 44, nº 2, pp. 3929-3952, 2006.
[8] O. Salem, J. Solomon, G. A. y M. Minkarah, “Lean Construction: From
Theory to Implementation,” Journal of Management in Engineering,
vol. 22, nº 4, pp. 168-175, 2006.
[9] M. Holweg, “The genealogy of lean production,” Journal of Operations
Management, vol. 25, nº 2, pp. 420 - 437, Marzo 2007.
[10] R. Shah y P. Ward, “Defining and developing measures of lean
production,” Journal of Operations Management, vol. 25, nº 10, pp.
785-805, 10 2007.
[11] J. Black, “Design rules for implementing the Toyota Production
System,” International Journal of Production Research, vol. 45, nº 16,
pp. 3639-3664, 07 2007.
[12] H. B.J., “Lean information management: understanding and eliminating
waste,” International Journal of Information, vol. 27, nº 4, pp. 233-249,
08 2007.
[13] A. Castro, M. Aguirre, A. García y H. Sánchez, “Procedimiento para
evaluar la estrategia de manufactura: aplicaciones en la industria
metalmecánica,” Cuadernos De Administración, vol. 20, nº 33., pp. 103-
123, Enero 2007.
[14] C. Monge, J. Cruz y F. López, “Impacto de la Manufactura Esbelta,
Manufactura Sustentable y Mejora Continua en la Eficiencia
Operacional y Responsabilidad Ambiental en México.,” Información
Tecnológica, vol. 24, nº 4, pp. 15-32, Junio 2013.
[15] F. Delgado Moreno y E. Gallo, “Propuesta del mejoramiento de la
metodología de Manufactura Esbelta por medio de optimización de
sistemas de manufactura y modelación de eventos discretos.,” Iteckne,
vol. 8, nº 2, pp. 119-131, Diciembre 2011.
[16] W. Glover, J. A. Farris y E. M. Van Aken, “Kaizen Events: Assessing
the Existing Literature and Convergence of Practices,” Engineering
Management Journal, vol. 26, nº 1, pp. 39-61, March 2014.
[17] K. Murata y H. Katayama, “A study on construction of a kaizen casebase
and its utilisation: a case of visual management in fabrication and
assembly shop-floors,” International Journal Of Production Research,
vol. 48, nº 24, pp. 7265 - 72987, January 2010.
[18] R. Sanchez, “El Proceso de las 5's en acción: la metodología japonesa
para mejorar la calidad y la productividad de cualquier tipo de empresa,”
Gestión Y Estrategia, vol. 31, pp. 91-94, 2007.
[19] F. Gonzales Andres, 2012. (Online). Available:
http://fernando.gonzalez.unileon.es/web_mex12/libro_alumnos.pdf.
(Last access: 2 December 2013).
[20] January 2014. (Online). Available: http://www.fcnym.unlp.edu.ar/
catedras/taxonomia/progNTSYS.pdf.
@article{"International Journal of Business, Human and Social Sciences:68368", author = "Jonathan D. Morales M. and Ramón Silva R.", title = "A Lean Manufacturing Profile of Practices in the Metallurgical Industry: A Methodology for Multivariate Analysis", abstract = "The purpose of this project is to carry out an analysis
and determine the profile of actual lean manufacturing processes in
the Metropolitan Area of Bucaramanga. Through the analysis of
qualitative and quantitative variables it was possible to establish how
these manufacturers develop production practices that ensure their
competitiveness and productivity in the market.
In this study, a random sample of metallurgic and wrought iron
companies was applied, following which a quantitative focus and
analysis was used to formulate a qualitative methodology for
measuring the level of lean manufacturing procedures in the industry.
A qualitative evaluation was also carried out through a multivariate
analysis using the Numerical Taxonomy System (NTSYS) program
which should allow for the determination of Lean Manufacturing
profiles.
Through the results it was possible to observe how the companies
in the sector are doing with respect to Lean Manufacturing Practices,
as well as identify the level of management that these companies
practice with respect to this topic. In addition, it was possible to
ascertain that there is no one dominant profile in the sector when it
comes to Lean Manufacturing.
It was established that the companies in the metallurgic and
wrought iron industry show low levels of Lean Manufacturing
implementation. Each one carries out diverse actions that are
insufficient to consolidate a sectoral strategy for developing a
competitive advantage which enables them to tie together a
production strategy.
", keywords = "Lean manufacturing, metallurgic industry,
production line management, productivity.", volume = "8", number = "10", pages = "3338-6", }
