Las evidencias de mediación de los programas de lean en la Cadena de Suministro y el Rendimiento Competitivo de las Operaciones de las empresas bajo Producción de Alto Rendimiento

Amaya, Mario Roberto Acevedo; Jiménez, César Humberto Ortega; Machuca, José Antonio Domínguez

doi:10.18687/laccei2018.1.1.304

Cited by 2 publications

(4 citation statements)

References 13 publications

(17 reference statements)

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“…Nonetheless, Companies prioritize which reconfigurable dimensions are the less costly at the time, increasing the efficient processes. Therefore, companies could focus on implementing and improving SC considering the reconfigurability dimension in blocks, considering the current Plant technologies, layout, capacity of Plant investment, and operative resources [29] [30].…”

Section: Resultsmentioning

confidence: 99%

Reconfigurability for higher supply chain performance

Acevedo-Amaya¹,

Jiménez²,

Machuca³

et al. 2023

Proceedings of the 21th LACCEI International Multi-Conference for Engineering, Education and Technology (LACCEI 2023): “Leaders

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Nowadays, supply chains (SC) are subject to high variability due to the instability and uncertainty of the markets. Market turbulence requires a higher connection and an accelerated reconfiguration of their productive capacities, which implies changes and cost-effectiveness in response to demand change. Therefore, this paper explores the role of the reconfigurability of the Supply Chain (REC) as a driver of Supply Chain performance (SCP). This deductive research aims to evaluate the effect of each reconfigurability dimension on SCP and analyze which sectors show higher manufacturing reconfigurability processes levels. We hypothesize that there is a positive and significant relationship between the REC and SCP. Using the hierarchical regression analysis on a sample of 309 manufacturing plants, we find that some reconfigurability dimensions explain at least 15% of SC performance. At the time, we find some companies prefer to improve the reconfigurability dimension that directly impacts manufacturing cost than the dimension that requires restructuring machinery and layout to diminish lead time due to the high-cost, time, interface, and other issues required.

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Section: Resultsmentioning

confidence: 99%

Reconfigurability for higher supply chain performance

Acevedo-Amaya¹,

Jiménez²,

Machuca³

et al. 2023

Proceedings of the 21th LACCEI International Multi-Conference for Engineering, Education and Technology (LACCEI 2023): “Leaders

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“…Most competitive environments exhibit globalization characteristics and rapid technological transfer, due needed to anticipate and adapt to changing market, demanding firms must be more innovative and flexible [2]. Technology become a mediating factor to improve operations performance [3]. With internet-triggered fourth industrial revolution, also known as "Industry 4.0" (I4.0), is expected change in landscape industries.…”

Section: Introductionmentioning

confidence: 99%

“…I4.0 is similarly referenced as smart manufacturing [8], advanced manufacturing, smart factory or industry, networking manufacturing, intelligent manufacturing [13], due their capacity to have machines equipped with sensors [3], artificial intelligence and data analytics to optimize and achieve high performance manufacturing [8]. I4.0 can be defined as technical requirements that support production processes based on technology and devices autonomously, communicating with each other through interoperability, virtualization, decentralization, real time capabilities, service orientation and modularity.…”

Section: Introductionmentioning

confidence: 99%

“…This implies five levels, depending of companies´ technology levels (maturity level or Cyber Physical Systems Digital Object Identifier (DOI): http://dx.doi.org/10.18687/LACCEI2020.1.1.303 ISBN: 978-958-52071-4-1 ISSN: 2414-6390 level) [5]: (1) connection level; (2) conversion level; (3) cyber level; (4) cognition level; and (5) configuration level (intelligent production). I4.0 are measured with level and performance of: (1) Interconnection or interconnectivity (speed, mobile connection to internet), (2) Interoperability (Cyber physical systems, machines, assembly lines, sensor), (3) Enterprise (Enterprise Resource Planning, automatically linked to those of their supplier and/or customers, business to business and Government), (4) Virtualization, and (5) Buy high Cloud Computing, Services (Accounting software applications, CRM, Computing power), these allows evaluated I4.0 in two ways: I4.0 infrastructure and big data maturity [9]. Furthermore, I4.0 can be classified in seven different categories: (1) Data analysis and processing, (2) Augmented reality, (3) Cloud computing, (4) Mobile devices, (5) Internet of Thing, (6) Additive manufacturing, and (7) CPS [11].…”

Section: Introductionmentioning

confidence: 99%

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Industry 4.0: current trend and future scope for further research in High Performance Manufacturing

Amaya¹,

Jiménez²,

Machuca³

et al. 2020

Proceedings of the 18th LACCEI International Multi-Conference for Engineering, Education, and Technology: Engineering, Integrat

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The fourth industrial revolution requires that personalization processes of mass productions evolve towards flexible, interconnected, cloud production with greater automation in its machines and operations, called Industry 4.0 (I4.0). However, a homogeneous I4.0 concept, infrastructure state, and other issues are still scarce, making difficult to determinate in the specialized literature, the threshold between recent manufacturing and challenges that companies had to reach competitive advantage through I4.0 inclusion. Despite becoming one of the most popular strategies for continuous improvement, many plants are struggling to turn I4.0 into a success. Therefore, this paper analyzes the current trends of Industry 4.0 in High Performance Manufacturing (HPM), aiming to consolidate the existing knowledge on both subjects, providing a starting point for academics and practitioners seeking to implement I4.0 in plants and offering suggestions for future examination. This systematic literature review aims to synthesize, organize, and structure the stock of knowledge relating to I4.0 and HPM. The results show that HPM papers do not evidence a holistic evaluation of I.40 principles and foundations. There exists in HPM literature manufacturing practices that permit evaluate technology inclusion and their performance but not their autonomy, cloud computing and network between machines, supplier, and processes. The HPM papers trends are related with issues such as adaptability, flexibility, reconfigurability, new information technologies, modularity, automation, etc. Regarding study limitations, it is necessary to study current I4.0 adoption level, technological infrastructure, and cultural factors. The practical implications are focused in the identification of manufacturing practices used in specialized literature to measure how technology inclusion increase companies' performance, proving the technological infrastructure and I4.0 maturity level. The originality of this paper converges on the presentation of some manufacturing practices applied on HPM studies which are associated with I4.0.

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Las evidencias de mediación de los programas de lean en la Cadena de Suministro y el Rendimiento Competitivo de las Operaciones de las empresas bajo Producción de Alto Rendimiento

Cited by 2 publications

References 13 publications

Reconfigurability for higher supply chain performance

Reconfigurability for higher supply chain performance

Industry 4.0: current trend and future scope for further research in High Performance Manufacturing

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