Criterios de transferibilidad del enfoque concurrente en los procesos de diseño y desarrollo de productos de las pequeñas y medianas empresas chilenas

Baudin, Carole

doi:10.4067/s0718-33052011000100014

Cited by 5 publications

(7 citation statements)

References 6 publications

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“…The development phase required the longest time due to the number of aspects to evaluate and variations to control. This situation was typical because the more significant resources come in CE's design phase due to its influence on its general cost [15,44]. From the production point of view, between 60 and 80% of the total production cost is determined in the design phase [1,15].…”

Section: Product Development Planning and Documentationmentioning

confidence: 99%

Concurrent Engineering Model for the Implementation of New Products in the Textile Industry: A Case Study

et al. 2021

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Concurrent engineering (CE) aims to provide a collaborative environment in which all involved parties work simultaneously to optimize resources. However, some aspects can make it hard to implement in organizations. This study presents the development of a CE model and its implementation in a Mexican textile maquiladora. The information about the process was obtained using administrative and quality tools (brainstorming, Pareto and Ishikawa charts, flowcharts, spreadsheets). A CE model based on the management of new products was designed, in consideration of the enterprise culture. The workgroup evaluated the proposed model in two projects to verify the functionality. The time for the development and approval of prototypes was reduced from three months to one. Now the process has a robust design, having identified design problems, potential operator errors, and bottlenecks. Losses from raw material replacements and reworks decreased by 39.4%, and there was an additional cost saving of 22.86%. CE implementation is not easy; the firsts steps are to change the organizational culture and the training of employees to work collaboratively.

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Section: Product Development Planning and Documentationmentioning

confidence: 99%

Concurrent Engineering Model for the Implementation of New Products in the Textile Industry: A Case Study

et al. 2021

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“…Isso leva a um fluxo contínuo, minimizando o lead-time do processo e elevando o nível de qualidade através da melhoria contínua tanto dos processos como dos seus produtos. Baudin [4] salienta que as organizações não alcançam a competitividade unicamente através da redução dos seus custos, mas da resposta às variações da demanda. Neste sentido pode-se considerar o JIT como uma ferramenta que pode auxiliar fortemente também na busca por competitividade no âmbito organizacional.…”

Section: Introductionunclassified

Aplicação da manufatura enxuta em uma indústria de equipamentos agrícolas

Bartz

Weise

Ruppenthal

2013

Ingeniare. Rev. chil. ing.

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RESUMOCom a crescente concorrência e a necessidade de maior competitividade, as empresas que adotam o sistema de produção enxuta levam vantagem sobre as demais, pois tratam melhor as informações aumentando a sua eficiência. O objetivo desta pesquisa foi diminuir o lead-time da organização estudada, através da aplicação prática do Just-in-time em busca de uma produção enxuta em uma empresa metal-mecânica, fabricante de implementos agrícolas. Para atender a este objetivo realizou-se um estudo de caso de natureza qualitativa e de ordem descritiva. Para a coleta de dados utilizou-se inicialmente a observação e a análise documental para entender o processo produtivo. Após trabalhou-se com levantamentos de dados através de entrevistas estruturadas para identificar as dificuldades enfrentadas pelos fornecedores na entrega dos insumos dentro das especificações acordadas. A empresa estudada apresentava alto índice de atraso na entrega de seus produtos, devido ao elevado lead-time. Através da elaboração do mapeamento de fluxo atual, identificou-se que a organização trabalhava com uma produção empurrada e que muito dos atrasos ocorriam por problemas no fornecimento de insumos. Buscou-se a eliminação de tarefas que não agregavam valor ao produto final, elaborou-se um fluxo de valor enxuto para o processo, identificaram-se os principais problemas que levavam os fornecedores a entregarem os insumos fora das especificações ou dos prazos e sugeriram-se ações que poderiam ser aplicadas para eliminação destes atrasos. Através destas ações observou-se a redução no lead-time, auxiliando no melhor atendimento dos prazos de entrega, no aumento da competitividade, fato relevante para manter-se no mercado atual de equipamentos agrícolas.Palavras-chave: Produção enxuta, lead-time, equipamentos agrícolas, melhoria de processos, competitividade. ABSTRACTWith increasing competition and the need for improved competitiveness, companies who adopt the lean production system have some advantages, because they deal better with the information, increasing their efficiency. The objective of this study was to decrease the lead-time required by the studied company, by practical application of just-in-time searching for lean production in a metalworking company, manufacturer of agricultural implements. To meet this purpose, a case study of qualitative and descriptive order was carried out. To collect data, observation and documental analysis were performed, in order to understand the production processes, then working with the collection of data, through structured interviews in order to identify the difficulties encountered by suppliers in providing the supplies within the agreed specifications. The company had high indexes of late delivery of their products because of the high lead-time. Through the development of the mapping of actual flow, it was found that the organization was working with a production pushed and much of the late occurred because of problems in the supply of inputs. By eliminating tasks that did not add value to the final product...

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“…This concept is close to the economic added value concept (EVA) proposed by Baudin (2011), which calculates the difference between net operating profit after interest and company investment. However, under a pull manufacturing approach, the value per each operation must be quantified in order to identify the key activities and operations in order to reduce costs.…”

Section: The Concept Of Added Valuementioning

confidence: 99%

“…In it, Xik refers to the added value for product k in operation i (i = 1, n) and VFk and PVk refer to the final value and selling price of product k, respectively. On the other hand, the economic value is created only when the customers are willing to pay a price that overcomes the production cost (Baudin, 2011), it is possible to establish the added value, onxly when the product is finished (Zirkler, 2002). To address this issue, Da-Silva (2005) proposed two types of added value: the added value to the product and the net added value.…”

Section: The Concept Of Added Valuementioning

confidence: 99%

Procedure for calculating added value: application in the medium-voltage fuse industry

Vinajera¹,

Marrero²,

Sarache³

2014

ing.inv.

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This paper presents a procedure to calculate the added value of a process, through a pull manufacturing approach. The procedure allows calculating the selling price, the added value for each operation and the capital required to purchase the raw material. Additionally, the procedure sets the added value of the product for each operation, analyzing its increase or decrease based on the difference between the raw material cost and the purchasing budget. Finally, the results of its application in a medium-voltage fuse industry in the Cuban Republic are shown.Keywords: Procedure, added value, push manufacturing system, processes. RESUMENEl presente artículo expone un procedimiento para calcular el valor agregado de un proceso, aplicando un enfoque de manufactura pull. Este permite calcular el precio para la venta, el valor agregado en cada una de las operaciones y la cantidad de dinero requerido para comprar la materia prima. Adicionalmente, el procedimiento permite establecer el valor agregado del producto en cada operación, analizando así, su aumento o disminución a partir de la diferencia entre el costo de la materia prima y el presupuesto de la compra. Finalmente, se muestran los resultados de su aplicación en una empresa industrial de fusibles de media tensión en la República de Cuba.Palabras clave: procedimiento, valor agregado, sistema de manufactura push, procesos.

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Criterios de transferibilidad del enfoque concurrente en los procesos de diseño y desarrollo de productos de las pequeñas y medianas empresas chilenas

Cited by 5 publications

References 6 publications

Concurrent Engineering Model for the Implementation of New Products in the Textile Industry: A Case Study

Concurrent Engineering Model for the Implementation of New Products in the Textile Industry: A Case Study

Aplicação da manufatura enxuta em uma indústria de equipamentos agrícolas

Procedure for calculating added value: application in the medium-voltage fuse industry

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