Nivel de implementación de la manufactura esbelta en la industria maquiladora de Hermosillo y Guaymas-Empalme, Sonora
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Resumen
El objetivo del presente estudio es evaluar el grado de implementación, los obstáculos y los factores que facilitan las prácticas de manufactura esbelta (ME) en la industria del estado de Sonora. Esto, a partir del análisis de la industria maquiladora de exportación (IME) de los sectores aeronáutico, automotriz, electrónico y de equipo médico. El estudio se basa en información obtenida mediante la aplicación de una encuesta propia realizada durante agosto y septiembre de 2016 a una muestra de 60 industrias ubicadas en las ciudades de Hermosillo, Guaymas y Empalme. Los resultados muestran que las prácticas enfocadas a la satisfacción del cliente y a la productividad de la organización son las de mayor relevancia. Se identifican los principales beneficios que otorga la implementación de la ME destacando el incremento en la productividad y la reducción de costos en diferentes ámbitos de la organización. Asimismo, se observa que entre las principales barreras a la implementación sobresalen la falta de tiempo y de entrenamiento.
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PIÑA-DOMÍNGUEZ, Roldán; LEÓN-BALDERRAMA, Jorge Inés; PRECIADO-RODRÍGUEZ, Juan Martín.
Nivel de implementación de la manufactura esbelta en la industria maquiladora de Hermosillo y Guaymas-Empalme, Sonora.
RECAI Revista de Estudios en Contaduría, Administración e Informática, [S.l.], v. 7, n. 20, p. 36-51, dic. 2018.
ISSN 2007-5278.
Disponible en: <https://recai.uaemex.mx/article/view/11283>. Fecha de acceso: 03 oct. 2024
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Artículos de Investigación
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Abdulmalek, F. A., y Rajgopal, J. (2007). Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study. International Journal of production economics, 107(1), 223-236.
Anand, G. y Kodali, R. (2010). Analysis of Lean manufacturing frameworks. Journal of Advanced Manufacturing Systems, Vol. 9 No. 1, pp. 1-30.
Antony, J. y Desai, D. A. (2009). Assessing the status of Six Sigma implementation in the Indian industry: results from an exploratory empirical study. Management Research News, 32(5), 413-423.
Arrieta, J.G., Botero, V.E. y Romano, M.J. (2012). Benchmarking sobre la manufactura esbelta (lean manufacturing) en el sector de la confección en la ciudad de Medellín, Colombia, Jornal of Economics, Finance and Administrative Science, 15(28), ISSN: 2077-1886, 141-170.
Bateman, N., Hines, P. y Davidson, P. (2014). Wider applications for Lean: An examination of the fundamental principles within public sector organisations. International Journal of Productivity and Performance Management, 63(5), 550-568.
Belekoukias, I., Garza-Reyes, J. A., & Kumar, V. (2014). The impact of lean methods and tools on the operational performance of manufacturing organisations. International Journal of Production Research, 52(18), 5346-5366.
Belokar, R. M., Kumar, V. y Kharb, S. S. (2012). An application of value stream mapping in automotive industry: a case study.International Journal of Innovative Technology and Exploring Engineering,1(2), 152-157.
Bhamu, J. y Singh Sangwan, K. (2014). Lean manufacturing: literature review and research issues. International Journal of Operations & Production Management, 34(7), 876-940.
Bhasin, S. (2012). Prominent obstacles to lean. International Journal of Productivity and Performance Management, 61(4), 403-425.
Cardozo, E. R., Rodríguez, C. y Guaita, W. (2011). Las Pequeñas y Medianas Empresas Agroalimentarias en Venezuela y el Desarrollo Sustentable: Enfoque basado en los Principios de Manufactura Esbelta. Información tecnológica, 22(5), 39-48.
Ceccagnoli, M. y Rothaermel, F. T. (2016). Appropriability strategies to capture value from innovation. In Technological Innovation: Generating Economic Results(pp. 3-31). Emerald Group Publishing Limited.
Ettlie, J.E. y Rosenthal, S. R. (2012). Service innovation in manufacturing. Journal of Service Management, 23(3), 440-454.
Garza-Reyes, J. A., Parkar, H. S., Oraifige, I., Soriano-Meier, H., y Harmanto, D. (2012). An empirical-exploratory study of the status of lean manufacturing in India. International Journal of Business Excellence, 5(4), 395-412.
Hasle, P., Bojesen, A., Langaa Jensen, P., y Bramming, P. (2012). Lean and the working environment: a review of the literature. International Journal of Operations y Production Management, 32(7), 829-849.
Hille, J. (2015). State-of-the-art review of lean product development practices and their impact on project success. In Proceedings of the International Annual Conference of the American Society for Engineering Management (p.1). American Society for Engineering Management (ASEM).
Huang, C.C. y Liu, S.H. (2005), “A novel approach to lean control for Taiwan-funded enterprises in mainland China”, International Journal of Production Research, Vol. 43 No. 12, pp. 2553-2575.
Jadhav R., J., S. Mantha, S. y Rane, S. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma, 5(2), 122-148.
Jones, D. T., y Womack, J. P. (2012). Lean Thinking: Cómo utilizar el pensamiento Lean para eliminar los despilfarros y crear valor en la empresa. Grupo Planeta Spain.
Karim, A., y Arif-Uz-Zaman, K. (2013). A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations. Business Process Management Journal, 19(1), 169-196.
Katic, M., Agarwal, R. y Al-Kilidar, H. (2017). The Interplay between Flexibility and Innovation within High-Variety, Low-Volume Manufacturing. In Production and Operations Management Society(POMS) 2017 International Conference.
Khadse, P. B., Sarode, A. D., y Wasu, R. (2013). Lean Manufacturing in Indian Industries A Review. International Journal of Latest Trends in Engineering and Technology, 3(1), 175-181.
Kumar, A., y Mitra, S. (2017). A Review on Lean Manufacturing Implementation Tools. Journal of Industrial Engineering and Advances, 2(2).
Kumar, R. y Kumar, V. (2014). Barriers in implementation of lean manufacturing system in Indian industry: A survey. International Journal of Latest Trends in Engineering and Technology, 4(2), 243-251.
Kumar, R., y Kumar, V. (2015). Lean manufacturing in Indian context: A survey. Management Science Letters, 5(4), 321-330.
LERC (2004) Lean Enterprise Research Centre, Cardiff Business School.
Liker J. y Meier D. (2006). The Toyota Way Fieldbook; McGraw-Hill, New York.
Marvel, J. H., y Standridge, C. R. (2009). Simulation-enhanced lean design process. Journal of Industrial Engineering and Management, 2(1), 90-113.
Melton, T. (2005). The benefits of lean manufacturing: what lean thinking has to offer the process industries. Chemical engineering research and design, 83(6), 662-673.
Millar, H.H y Rusell, S. (2011). The adoption of sustainable manufacturing practices inthe Caribbean, Business Strategy and the Environment, 20, ISSN: 0964-4733, 512-526 (2011).
Monge, C., Cruz, J. y López, F. (2013). Impacto de la manufactura esbelta, manufactura sustentable y mejora continua en la eficiencia operacional y responsabilidad ambiental en México. Información tecnológica, 24(4), 15-32.
Mostafa, S., Dumrak, J. y Soltan, H. (2013). A framework for lean manufacturing implementation. Production & Manufacturing Research, 1(1), 44-64.
Mustak, M., Jaakkola, E. y Halinen, A. (2013). Customer participation and value creation: a systematic review and research implications. Managing Service Quality: An International Journal, 23(4), 341-359.
Porter, M. E. (2015). Ventaja competitiva: creación y sostenimiento de un desempeño superior. Grupo Editorial Patria.
Ramasesh, R. V. y Browning, T. R. (2014). A conceptual framework for tackling knowable unknown unknowns in project management. Journal of Operations Management, 32(4), 190-204.
Reyes-Aguilar, P. (2002). Manufactura Delgada (Lean) y Seis Sigma en empresas mexicanas: experiencias y reflexiones. Contaduría y Administración, abril-junio, 51-69.
Rothaermel, F. T. (2015). Strategic management. McGraw-Hill Education.
Rothaermel, F.T. (2016). Competitive Advantage in Technology Intensive Industries. In Technological Innovation: Generating Economic Results (pp. 233-256). Emerald Group Publishing Limited.
Scherrer-Rathje, M, Schrettle, S., Hinz, A. y Friedli, T. (2014). Turning sustainability into action: Explaining firms' sustainability efforts and their impact on firm performance. International Journal of Production Economics, 147, 73-84.
Shah, R., y Ward, P. T. (2007). Defining and developing measures of lean production. Journal of operations management, 25(4), 785-805.
Spear, S. y Bowen, H.K. (2000). La decodificación del ADN del Sistema de Producción Toyota. Harvard Business Review, 77(5).
Sundar, R., Balaji, A. N. y Kumar, R. S. (2014). A review on lean manufacturing implementation techniques. Procedia Engineering,97, 1875-1885.
Womack, J. P. y Jones, D. T. (1996). Beyond Toyota: how to root out waste and pursue perfection. Harvard business review, 74(5), 140-158.
Anand, G. y Kodali, R. (2010). Analysis of Lean manufacturing frameworks. Journal of Advanced Manufacturing Systems, Vol. 9 No. 1, pp. 1-30.
Antony, J. y Desai, D. A. (2009). Assessing the status of Six Sigma implementation in the Indian industry: results from an exploratory empirical study. Management Research News, 32(5), 413-423.
Arrieta, J.G., Botero, V.E. y Romano, M.J. (2012). Benchmarking sobre la manufactura esbelta (lean manufacturing) en el sector de la confección en la ciudad de Medellín, Colombia, Jornal of Economics, Finance and Administrative Science, 15(28), ISSN: 2077-1886, 141-170.
Bateman, N., Hines, P. y Davidson, P. (2014). Wider applications for Lean: An examination of the fundamental principles within public sector organisations. International Journal of Productivity and Performance Management, 63(5), 550-568.
Belekoukias, I., Garza-Reyes, J. A., & Kumar, V. (2014). The impact of lean methods and tools on the operational performance of manufacturing organisations. International Journal of Production Research, 52(18), 5346-5366.
Belokar, R. M., Kumar, V. y Kharb, S. S. (2012). An application of value stream mapping in automotive industry: a case study.International Journal of Innovative Technology and Exploring Engineering,1(2), 152-157.
Bhamu, J. y Singh Sangwan, K. (2014). Lean manufacturing: literature review and research issues. International Journal of Operations & Production Management, 34(7), 876-940.
Bhasin, S. (2012). Prominent obstacles to lean. International Journal of Productivity and Performance Management, 61(4), 403-425.
Cardozo, E. R., Rodríguez, C. y Guaita, W. (2011). Las Pequeñas y Medianas Empresas Agroalimentarias en Venezuela y el Desarrollo Sustentable: Enfoque basado en los Principios de Manufactura Esbelta. Información tecnológica, 22(5), 39-48.
Ceccagnoli, M. y Rothaermel, F. T. (2016). Appropriability strategies to capture value from innovation. In Technological Innovation: Generating Economic Results(pp. 3-31). Emerald Group Publishing Limited.
Ettlie, J.E. y Rosenthal, S. R. (2012). Service innovation in manufacturing. Journal of Service Management, 23(3), 440-454.
Garza-Reyes, J. A., Parkar, H. S., Oraifige, I., Soriano-Meier, H., y Harmanto, D. (2012). An empirical-exploratory study of the status of lean manufacturing in India. International Journal of Business Excellence, 5(4), 395-412.
Hasle, P., Bojesen, A., Langaa Jensen, P., y Bramming, P. (2012). Lean and the working environment: a review of the literature. International Journal of Operations y Production Management, 32(7), 829-849.
Hille, J. (2015). State-of-the-art review of lean product development practices and their impact on project success. In Proceedings of the International Annual Conference of the American Society for Engineering Management (p.1). American Society for Engineering Management (ASEM).
Huang, C.C. y Liu, S.H. (2005), “A novel approach to lean control for Taiwan-funded enterprises in mainland China”, International Journal of Production Research, Vol. 43 No. 12, pp. 2553-2575.
Jadhav R., J., S. Mantha, S. y Rane, S. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma, 5(2), 122-148.
Jones, D. T., y Womack, J. P. (2012). Lean Thinking: Cómo utilizar el pensamiento Lean para eliminar los despilfarros y crear valor en la empresa. Grupo Planeta Spain.
Karim, A., y Arif-Uz-Zaman, K. (2013). A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations. Business Process Management Journal, 19(1), 169-196.
Katic, M., Agarwal, R. y Al-Kilidar, H. (2017). The Interplay between Flexibility and Innovation within High-Variety, Low-Volume Manufacturing. In Production and Operations Management Society(POMS) 2017 International Conference.
Khadse, P. B., Sarode, A. D., y Wasu, R. (2013). Lean Manufacturing in Indian Industries A Review. International Journal of Latest Trends in Engineering and Technology, 3(1), 175-181.
Kumar, A., y Mitra, S. (2017). A Review on Lean Manufacturing Implementation Tools. Journal of Industrial Engineering and Advances, 2(2).
Kumar, R. y Kumar, V. (2014). Barriers in implementation of lean manufacturing system in Indian industry: A survey. International Journal of Latest Trends in Engineering and Technology, 4(2), 243-251.
Kumar, R., y Kumar, V. (2015). Lean manufacturing in Indian context: A survey. Management Science Letters, 5(4), 321-330.
LERC (2004) Lean Enterprise Research Centre, Cardiff Business School.
Liker J. y Meier D. (2006). The Toyota Way Fieldbook; McGraw-Hill, New York.
Marvel, J. H., y Standridge, C. R. (2009). Simulation-enhanced lean design process. Journal of Industrial Engineering and Management, 2(1), 90-113.
Melton, T. (2005). The benefits of lean manufacturing: what lean thinking has to offer the process industries. Chemical engineering research and design, 83(6), 662-673.
Millar, H.H y Rusell, S. (2011). The adoption of sustainable manufacturing practices inthe Caribbean, Business Strategy and the Environment, 20, ISSN: 0964-4733, 512-526 (2011).
Monge, C., Cruz, J. y López, F. (2013). Impacto de la manufactura esbelta, manufactura sustentable y mejora continua en la eficiencia operacional y responsabilidad ambiental en México. Información tecnológica, 24(4), 15-32.
Mostafa, S., Dumrak, J. y Soltan, H. (2013). A framework for lean manufacturing implementation. Production & Manufacturing Research, 1(1), 44-64.
Mustak, M., Jaakkola, E. y Halinen, A. (2013). Customer participation and value creation: a systematic review and research implications. Managing Service Quality: An International Journal, 23(4), 341-359.
Porter, M. E. (2015). Ventaja competitiva: creación y sostenimiento de un desempeño superior. Grupo Editorial Patria.
Ramasesh, R. V. y Browning, T. R. (2014). A conceptual framework for tackling knowable unknown unknowns in project management. Journal of Operations Management, 32(4), 190-204.
Reyes-Aguilar, P. (2002). Manufactura Delgada (Lean) y Seis Sigma en empresas mexicanas: experiencias y reflexiones. Contaduría y Administración, abril-junio, 51-69.
Rothaermel, F. T. (2015). Strategic management. McGraw-Hill Education.
Rothaermel, F.T. (2016). Competitive Advantage in Technology Intensive Industries. In Technological Innovation: Generating Economic Results (pp. 233-256). Emerald Group Publishing Limited.
Scherrer-Rathje, M, Schrettle, S., Hinz, A. y Friedli, T. (2014). Turning sustainability into action: Explaining firms' sustainability efforts and their impact on firm performance. International Journal of Production Economics, 147, 73-84.
Shah, R., y Ward, P. T. (2007). Defining and developing measures of lean production. Journal of operations management, 25(4), 785-805.
Spear, S. y Bowen, H.K. (2000). La decodificación del ADN del Sistema de Producción Toyota. Harvard Business Review, 77(5).
Sundar, R., Balaji, A. N. y Kumar, R. S. (2014). A review on lean manufacturing implementation techniques. Procedia Engineering,97, 1875-1885.
Womack, J. P. y Jones, D. T. (1996). Beyond Toyota: how to root out waste and pursue perfection. Harvard business review, 74(5), 140-158.