Lean management y su implementacio?n en el sector industrial: fortalezas, debilidades y retos por abordar en el contexto de produccio?n colombiano: una revisio?n
DOI:
https://doi.org/10.21803/adnogsis.v6i6.194Resumen
La metodologi?a de gerenciamiento a?gil (Lean Management) ha ganado especial relevancia en el sector industrial de Colombia, considerada su aplicacio?n en los procesos de produccio?n nacionales y el desarrollo de estrategias de mejoramiento continuo operacional en miras de dos objetivos principales: minimizacio?n de pe?rdidas de tiempo y costos de operaciones no productivas; y maximizacio?n de lucro, mediante el ana?lisis, evaluacio?n y seguimiento de los procesos de produccio?n. La presente investigacio?n trabaja metodolo?gicamente un abordaje bibliogra?fico, anali?tico y cri?tico de los cinco principales sectores con gran participacio?n porcentual del Producto Interno Bruto colombiano y gerenciamiento a?gil para cada contexto: el sector alimenticio (Lean Management Food industry), educacio?n y mejoramiento (Lean Management Improve Education), salud (Lean Management in Healthcare), manufactura (Lean Manufacturing) y construccio?n civil (Lean Construction). A partir de lo anterior, fue elaborada una investigacio?n descriptiva de las principales fortalezas, debilidades y retos en el contexto de produccio?n colombiano y casos de e?xito para dichos sectores de la industria. Los resultados obtenidos permiten evidenciar diferentes perspectivas de implementacio?n de la metodologi?a Lean Management y su impacto potencial en aumento del sector industrial en el desarrollo de competencias de produc- tividad, rentabilidad y participacio?n industrial nacional.
Palabras clave: Lean Management, Produccio?n, Industria colombiana, Metodologi?a de calidad.
ABSTRACT
The methodology of agile management (Lean Management) has gained special relevance in the industrial sector of Colombia, considered its application in the national production processes and the development of strategies of continuous operational improvement in view of two main objectives: minimization of time losses and costs of activities that do not add value to the product; and maximization of utility, through the analysis, evaluation and monitoring of production processes. This research methodologically works on a bibliographic, analytical and critical approach to the five main sectors with a large percentage share of the Colombian Gross Internal Product and agile management for each context: the food industry (Lean Management Food Industry), education and improvement (Lean Management Improve Education), health (Lean Management in Healthcare), manufacturing (Lean Manufacturing) and civil construction (Lean Construction). Based on the above, a descriptive investigation of the main strengths, weaknesses and challenges in the context of Colombian production and success stories for these sectors of the industry was prepared. The results obtained show different perspectives of implementation of the Lean Management methodology and its potential impact on the increase of the industrial sector in the development of productivity competences, profitability and national industrial participation.
Keywords: Lean Management, Production, Colombian industry, Quality methodology.
Descargas
Referencias
Acevedo Tarazona, Á. (2015). Educación, reformas y movimientos universitarios en Colombia: apuestas y frustraciones por un proyecto modernizador en el siglo XX. Revista de Estudios Sociales, 102- 112.
Alagaraja, M. (2010). Lean Thinking as applied to the adult education environment. International Journal of Human Resources Development and Management, 51-62.
Álvarez, M. (2007). Aplicación de Lean Construction en la toma de datos. Revista Universidad EAFIT, 62-77.
Araújo, P. (2011). “Universidades Lean”: Contribución para la reflexión. Revista de Educación Superior, XL(160), 135-154.
Arora, V. & Kempkes, M. (2008). Industry perspective and roles. Food Science and Technology International, 455-457.
Arrieta, J. G., Romano, M. J. & Botero, V. E. (2010). Benchmarking about Lean Manufacturing in the Textile Sector in Medellin. Journal of Economics, Finance and Administrative Science, 141-170. Retrieved from https://repository.eafit. edu.co/handle/10784/5007#.WZpQ5D- 6GPIV
Arrieta, J. G., Muñoz, J. D., Salcedo, A. & Sos- sa, S. (2011). Lean Manufacturing Implementation in Colombian Industry. Literature Review of Thesis. Medellín: 9th Latin American and Caribbean Conference for Engineering and Technology.
Ballard, G. (1997). look ahead planning. 5th Annual Conference of the International Group for Lean Construction, IGLC-5.
Biazzo, S. (2000). The assessment of work organization in lean production: the relevance of the worker’s perspective. Integrated Manufacturing System, 6-15.
Botero, L. (2008). Lean Construction: Construcción si pérdidas, análisis de procesos y filosofía lean construction. Cuaderno de Investigación. Publicaciones, ponencias patentes, registros y emprendimientos. Legis, 124-178.
Chiavenato, A. (2014). Iniciación a la organización y técnica comercial. Organizaciones de Alto Desempeño, 1-8.
Christou, I. & Ponis, S. (2008). Enhancing traditional ATP functionality in open source ERP systems: a case study from the food and beverages industry. International Journal of Enterprise, 18-33.
Cua, K. O. (2000). A theory of integrated manufacturing practices relating total quality management, just-in-time and total productive maintenance. A Dissertation Thesis from University of Minnesota.
Cullen, P. (2005). The application of lean principles to in-service support: A comparison between construction and the aerospace and defense sectors. Ean Construction Journal, 87-104.
Dew, J. (2007). Quality goes to college. Quality goes to College, 40(4), 45-50.
Emiliani, M. (2004). Improving business school courses by applying Lean principles and practices. Quality Assurance Education, 12(4), 175-187.
Emiliani, B. (2015). Lean Teaching: A guide to becoming a better teacher. Connecticut: CLBM, LLC.
Escaida, I., Jara, P. & Letzkus, M. (2016). Me- jora de procesos productivos mediante lean manufacturing. U. T. Chile, Ed., 26- 55.
Fliedner, G. (2010). Sustainability: the new lean frontier. Inventory Management, 6-13.
Frausto Dávila, C. A., Topete, G. E. & Saldaña Valadez, A. M. (2015). La Metodología Lean como auxiliar en el desarrollo de competencias educativas y laborales. Revista Electrónica ANFEI Digital, 1-13.
Hay, E. (1988). The Just-in-Time Breakthrough: Implementing the. Wiley.
Heymans, B. (2009). Lean manufacturing and the food industry. European-Food-Scientist.
Hines, P. & Lethbridge, S. (2008). New Development: Creating a Lean University. Public Money & Management, (1), 53-56.
Imai, M. (1988). “JIT/Toyota Production System Seminar” and “Basics of Kaizenw Seminar”. The Kaizenw Institute of America.
Jones, D. (1996). Lean thinking: Banish waste and create wealth in your corporation. Free Press.
Jorgensen, B. & Emmitt, S. (2006). Lost in Transition: The Transfer of Lean Manufacturing to Construction Engineering. Construction and Architectural Management, 383-398.
Koskela, L. (1992). Application of the New Production Philosophy to Construction. Stanford University.
Koufteros, X. (1998). Developing measures of time-based manufacturing. Journal of Operations Management, 21-41.
Lamming, R. (1993). Beyond Partnership. Strategies for Innovation and Lean Supply. Hemel Hemp Hempstead. Prentice-Hall.
Lamming, R. (1996). Squaring lean supply with supply chain management. Journal Operations Prod. Management, 183-196.
Lee, S. & Ebrahimpour, M. (1984). Just-in-time production system. International Journal of, 3-15.
MacDuffie, J. (1997). Creating lean suppliers: diffusing lean production throughout the supply chain. Calif. Manage. Review, 118-151.
Mason, R. (2008). Lean and green supply chain mapping : adapting a lean management tool to the needs of industrial ecology. Prog. Ind. Ecol. Int. Journal, 302-324.
Meredith, J. (1992). Organized manufacturing. Long Range Planning, 63-71.
Meredith, J. & McTavish, R. (1992). Organized manufacturing for superior market performance. Long Range Planning, 63-71.
Moch, M. (1976). Structure and organizational resource allocation. Administrative Science Quarterly, 661-674.
Monge, C., Cruz, J. & López, F. (2013). Impact of Lean Manufacturing, Sustainable Manufacturing and Continuous Improvement on Operational Efficiency and Environmental Responsibility in Mexico. Información Tecnológica, 15-32.
Mossman, A. (2005). Last Planner overview: collaborative program coordination. Lean Construction Institute, 24-67.
Oglesby, F., Clarkson, H., Parker, H. & Gregory, H. (1989). Productivity Improvement in Construction. 11-25.
Ohno, T. (2000). El sistema de producción Toyota: más allá de la producción a gran escala. Gestión, 21-46.
Osterman, P. (1994). How common is workplace transformation and. Industrial and Labor Relations Review, 173-188.
Partnership, B. (1993). Strategies for Innovation and Lean Supply. Hemel Hemp Hempstead. Prentice-Hall. Reprinted with permission.
Peña, C. (2011). Impacto de las nuevas tecnologías de la computación en el ámbito del Derecho. Pensamiento Americano, 4(7), 9-15.
Pil, F. (1996). The adoption of high-involvement. Industrial Relations, 423-455.
Quesada, M. & Arrieta, J. (2015). Study of the Application of Lean Manufacturing Techniques in Medellin Baking Industry. EAFIT University, 1-10.
Suzaki, K. (1985). Japanese manufacturing techniques: their importance to US manufacturers. Journal of Business Strategy, 10-19.
Toyota Motor Corporation (2006). Toyota traditions. Retrieved from www.toyota.co.jp
Twomey, K., Truemper, A. & Murphy, K. (2006). A portable sensing system for electronic tongue operations. Sensors, 1679-1696.
University of St. Andrews Lean Team (2011). Becoming Lean: Pocket Guide. Retrieved from
http://www.st-andrews.ac.uk/media/BecomingLean%20%282%29.pdf
Vertel, K. (2009). Implementación de las he- rramientas de medición de pérdidas y planificación semanal (last planner) una obra piloto de la empresa MARVAL S.A., bajo la metodología de lean construction. Facultad de Ingeniería Industrial. Escuela de ingenierías y administración.
Weinekotter, R. (2009). Compact and efficient continuous mixing processes for production of food and pharmaceutical powders. Trends in Food Science and Technology.
White, R. (1999). JIT Manufacturing: a survey of implementation in small and large US manufacturers. Management Science, 1-15.
Womack, J. & Jones, D. (1996). Lean Thinking. New York: Simon & Schuster.
Descargas
Publicado
Versiones
- 2023-01-31 (2)
- 2017-12-08 (1)
