Impacto de la Manufactura Esbelta, Manufactura Sustentable y Mejora Continua en la Eficiencia Operacional y Responsabilidad Ambiental en México

Abstract

ResumenSe ha desarrollado un modelo matemático para relacionar la manufactura esbelta, la manufactura sustentable y la mejora continua con la eficiencia operacional y responsabilidad ambiental en la industria manufacturera en una región de México. El modelo fue desarrollado empleando la técnica de ecuaciones estructurales mediante mínimos cuadrados parciales y se demostró su capacidad predictiva. El modelo muestra también que los factores estudiados afectan los resultados financieros, la satisfacción de empleados, la cultura de sustentabilidad y el impacto medioambiental en plantas de manufactura discreta de Apodaca en México. El estudio establece las bases para análisis posteriores del modelo con el fin de predecir desempeños en la eficiencia operacional y sus variables clave, así como prescribir estrategias y tácticas para la adopción exitosa de los enfoques analizados. Esto permitirá lograr ventajas competitivas en calidad, costos, tiempo de entrega, flexibilidad e innovación.Palabras clave: manufactura esbelta, manufactura sustentable, mejora continua, eficiencia operacional, responsabilidad ambiental Abstract A mathematical model to relate lean manufacturing, sustainable manufacturing and continuous improvement with the operational efficiency and environmental responsibility in the manufacturing industry in a region of México was developed. The model was established using structural equations including partial least squares and demonstrated its predictive capability. The model also shows that the factors studied affect financial results, employee satisfaction, sustainable culture and environmental impact in manufacturing plants of Apodaca in Mexico. The study also lays the foundation for further analysis of the model, for predicting performance in operational efficiency and its key variables and for prescribing strategies and tactics for successful adoption of the approaches discussed. This will allow achieving competitive advantages in quality, cost, delivery time, flexibility and innovation.

Manufacturing and Continuous Improvement Performance Level in Plants of Mexico; A Comparative Analysis Among Large and Medium Size Plants

“…Similar results can be obtained in other contexts knowledge intensive, as the field of health care with the implementation of lean culture (Toussaint et al, 2013), the lean approach requires new habits and new skills, lean concept is not a destination but a journey, which involves an insatiable quest for improvement, so lean philosophy and lean manufacturing are closely linked to continuous improvement and, both with improved operating performance (Toussaint et al, 2013;Monge et al, 2014aMonge et al, , 2014bMurugesan et al, 2012;Vinohd et al, 2012;Koenigsaecker, 2009;Cooper et al, 2008), while Murugesan et al, (2012) and Vinohd et al, (2012) indicate that achieving greater operational efficiency obtained through lean manufacturing has a significant, positive and direct impact on the competitive advantages of the business including: quality at first intention, reduced delivery times and productivity gains (Ghosh, 2013;Monge et al, 2014aMonge et al, , 2014b.…”

“…Regarding sustainable manufacturing (Jiang et al, 2012;Millar et al, 2011) and recent studies (MIT and BCG, (2013), Monge et al, (2014aMonge et al, ( , 2014bMonge et al, ( , 2013 and Bergmiller et al, (2011) as well as Millar et al, (2011), Murugesan et al, (2012), Wills (2009aWills ( , 2009b and (EPA, 2000) show that sustainable manufacturing can help organizations to achieve better operating performance and an improved environmental performance simultaneously supporting with this the sustainability efforts of the plants and, impacting directly and positively the: financial results, carbon footprint, organizations sustainability culture and the employees satisfaction.…”

“…Cooper et al, (2008) and Monge et al, (2013Monge et al, ( , 2014aMonge et al, ( , 2014b refer that lean has outstanding effects on operational efficiency (improved quality, lower costs, reduced lead times, on-time delivery, reduction cycle times and improved customer service), but not always their financial effects are seen in the short term (Cooper et al, 2008).…”

“…The book showed how management, operators and suppliers could work together to improve quality, productivity and reduce costs. Lean manufacturing can help achieve improvements in: lead times of 1 week, on-time deliveries of 90%, reduced inventory by 80%, increase in capacity between 36-48% (Cooper et al, 2008), obtaining substantial improvements in operational efficiency through: Enhancements of quality, on-time delivery, cost reductions, Universidad Autónoma de Nuevo León, Monterrey, México delivery speed, cycle times, increased employee productivity and improved plant capacity, without increasing headcount and achieving a positive impact on financial results (Cooper et al, 2008), Monge et al, (2014a).…”

“…In the context of manufacturing and particularly in plants of Mexico, the adoption of continuous improvement, lean manufacturing and sustainable manufacturing are not strongly implemented as shown in this article based heavily on previous research by Monge et al, (2014aMonge et al, ( , 2014bMonge et al, ( , 2013, these initiatives are not reflected in continuous improvement actions, as is confirmed in the study of Reyes-Aguilar, (2002), which shows a low participation of Mexican plants in these approaches either individual through individual proposals for improvement or group, so it must be said that the efforts are isolated initiatives and not systematically performed. Now, although it is frequently mentioned in the literature the positive effects that lean manufacturing, sustainable manufacturing and continuous improvement have in operating performance, environmental responsibility and financial results, there are few empirical studies in Mexico using descriptive statistics or multivariate analysis showing the level of adoption in Mexican plants of the philosophies mentioned, among the studies reviewed are those of: Monge et al, (2014a, 2014b), Reyes Aguilar, (2002.…”