A Lean Manufacturing Profile of Practices in the Metallurgical Industry: A Methodology for Multivariate Analysis
Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 33122
A Lean Manufacturing Profile of Practices in the Metallurgical Industry: A Methodology for Multivariate Analysis

Authors: Jonathan D. Morales M., Ramón Silva R.

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.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1097024

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1875

References:


[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.