Gestão & Produção
https://gestaoeproducao.com/article/doi/10.1590/0104-530x1214-18
Gestão & Produção
Artigo Original

Modelo de relações entre os riscos que afetam a implantação de produção enxuta

Model of risk interactions hindering lean production implementation

Giuliano Almeida Marodin; Tarcisio Abreu Saurin; Guilherme Luz Tortorella; Diego de Castro Fettermann

Downloads: 0
Views: 829

Resumo

Resumo O baixo índice de sucesso e as mudanças estruturais e organizacionais necessárias para a Implantação da Produção Enxuta (IPE) indicam a necessidade do uso da abordagem de Gestão de Riscos (GR) para gerenciar esta transformação. Este artigo tem como objetivo apresentar um modelo gráfico para explicitar as relações entre os riscos na IPE por meio da utilização da Interpretative Structural Modelling em uma empresa e entender os motivos destas relações. O estudo está baseado em um caso conduzido na unidade de uma empresa global fabricante de componentes hidráulicos. A coleta de dados foi realizada por meio de múltiplas fontes de evidência, como entrevistas, observações, visitas à fábrica e análise de documentos. O modelo desenvolvido propiciou o esclarecimento e entendimento dos efeitos diretos e indiretos da presença dos riscos na IPE na empresa. As principais relações identificadas no modelo foram confirmadas por meio das explicações dos motivos pelos quais tais relações ocorriam no caso.

Palavras-chave

Produção enxuta, Interpretative Structural Modelling, Gestão de riscos

Abstract

Abstract The low success rate and the complex structural and organizational changes required for lean production implementation (LPI) require the use of the risk management approach to manage this transformation. This paper aims to present a graphical model to explain the relationships between the risks in LPI through interpretive structural modeling (ISM) and to understand the reasons behind such relationships. The case study was conducted in a factory of a global company that manufactures hydraulic components. Data were collected from multiple sources, including interviews, observations, visits to the plant, and document analysis. The research contributed to clarifying and understanding the direct and indirect influences of risks that hinder the LPI at the plant. The main relationships identified in the model were confirmed by explanations of reasons for such relationships occurred in the case.

Keywords

Lean production, Interpretive Structural Modeling, Risk management

Referências

Achanga P., Shehab E., Roy R., Nelder G. Critical success factors for lean implementation within SMEs. Journal of Manufacturing Technology Management. 2006;17(4):460-71.

Aloini D., Dulmin R., Mininno V. Risk management in ERP project introduction: review of the literature. Information & Management. 2007;44(6):547-67.

Aloini D., Dulmin R., Mininno V. Risk assessment in ERP projects. Information Systems. 2012;37(3):183-99.

Attri R., Dev N., Sharma V. Interpretive structural modelling (ISM) approach: an overview. Research Journal of Management Sciences. 2013;2(2):3-8.

Bannerman P. L. Risk and risk management in software projects: a reassessment. Journal of Systems and Software. 2008;81(12):2118-33.

Barki H., Rivard S., Talbot J. Toward an assessment of software development risk. Journal of Management Information Systems. 1993;10(2):203-25.

Baxter G., Sommerville I. Socio-technical systems: from design methods to systems engineering. Interacting with Computers. 2011;23(1):4-17.

Black J. T., Hunter S. L. Lean manufacturing systems and cell design. 2003.

Boehm B. W. Software risk management: principles and practices. Journal IEEE Software. 1991;8(1):32-41.

Boyle T. A., Scherrer-Rathje M. S., Stuart I. Learning to be lean: the influence of external information sources in lean improvements. Journal of Manufacturing Technology Management. 2011;22(5):587-603.

Chapman C., Ward S. Project risk management: processes, techniques and insights.. 2003.

Cua K. O., McKone K. E., Schroeder R. G. Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management. 2001;19(6):675-94.

Echeveste M. E. S., Rozenfeld H., Fettermann D. C. Customizing practices based on the frequency of problems in new product development process. Concurrent Engineering, Research and Applications. 2017;25(3):245-61.

Eisenhardt K. M. Building theories from case study research. Academy of Management Review. 1989;14(4):532-50.

Eisenhardt K. M., Graebner M. E. Theory building from cases: opportunities and challenges. Academy of Management Journal. 2007;50(1):25-32.

Faisal M. N., Banwet D. K., Shankar R. Supply chain risk mitigation: modeling the enablers. Business Process Management Journal. 2006;12(4):535-52.

Farris J., Van Aken E., Doolen T., Worley J. Critical success factors for a human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. 2009;117(1):42-65.

Hendrick H. W., Kleiner B. M. Macroergonomics: an introduction to work system design. 2001.

Herron C., Hicks C. The transfer of selected lean manufacturing techniques from Japanese automotive manufacturing into general manufacturing (UK) through change agents. Robotics and Computer-integrated Manufacturing. 2008;24(4):524-31.

Hines P., Holweg M., Rich N. Learning to evolve: A review of contemporary lean thinking. International Journal of Operations & Production Management. 2004;24(10):994-1011.

Kumar N., Kumar S., Haleem A., Gahlot P. Implementing lean manufacturing system: ISM approach. Journal of Industrial Engineering and Management. 2013;6(4):996-1012.

Lewis M. A. Lean production and sustainable competitive advantage. International Journal of Operations & Production Management. 2000;20(8):959-78.

Liker J. The Toyota way: 14 management principles from the world’s greatest manufacturer.. 2004.

Mandal A., Deshmukh S. G. Vendor selection using interpretive structural modeling (ISM). International Journal of Operations & Production Management. 1994;14(6):52-9.

Marodin G. A., Saurin T. A. Classification and relationships between risks that affect lean production implementation: a study in Southern Brazil. Journal of Manufacturing Technology Management. 2014;26(1):57-79.

Marodin G. A., Saurin T. A. Implementing lean production systems: research areas and opportunities for future studies. International Journal of Production Research. 2013;51(22):6663-80.

Marodin G. A., Saurin T. A., Fettermann D. C. Uma sistemática para a avaliação de riscos na implantação de produção enxuta. Revista Produção Online. 2014;14(1):364-401.

Motwani J. A business process change framework for examining lean manufacturing: A case study. Industrial Management & Data Systems. 2003;103(5):339-46.

Paez O., Dewees J., Genaidy A., Tuncel S., Karwowski W., Zurada J. The lean manufacturing enterprise: An emerging sociotechnological system integration. Human Factors and Ergonomics in Manufacturing. 2004;14(3):285-306.

Papadopoulou T. C., Ozbayrak M. Leanness: experiences from the journey to date. Journal of Manufacturing Technology Management. 2005;16(7):784-807.

Pettersen J. Defining lean production: some conceptual and practical issues. The TQM Journal. 2009;21(2):127-42.

Pfohl H. C., Gallus P., Thomas D. Interpretive structural modeling of supply chain risks. International Journal of Physical Distribution & Logistics Management. 2011;41(9):839-8592.

Ravi V., Shankar R. Analysis of interactions among the barriers of reverse logistics. Technological Forecasting and Social Change. 2005;72(8):1011-29.

Ritchie B., Brindley C. Supply chain risk management and performance: a guiding framework for future development. International Journal of Operations & Production Management. 2007;27(3):303-22.

Sage A. P. Interpretive structural modeling: methodology for large-scale systems. 1977:91-164.

Saurin T. A., Marodin G. A., Ribeiro J. L. D. A framework for assessing the use of lean production practices in manufacturing cells. International Journal of Production Research. 2011;49(11):3211-30.

Saurin T. A., Ribeiro J. L. D., Marodin G. A. Identificação de oportunidades de pesquisa a partir de um levantamento da implantação da produção enxuta em empresas do Brasil e do exterior. Gestão & Produção. 2010;17(4):829-41.

Scherer J. O. S. O., Ribeiro J. L. D. Proposição de um modelo para análise dos fatores de risco em projetos de implantação da metodologia lean. Gestão & Produção. 2013;20(3):537-53.

Scherrer-Rathje M., Boyle T., Deflorin P. Lean, take two! Reflections from the second attempt at lean implementation. Business Horizons. 2009;52(1):79-88.

Shah R., Ward P. T. Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management. 2003;21(2):129-49.

Shah R., Ward P. T. Defining and developing measures of lean production. Journal of Operations Management. 2007;25(4):785-805.

Sim K., Rogers J. Implementing lean production systems: barriers to change. Management Research News. 2009;32(1):37-49.

Taylor A., Taylor M., Mcsweeney A. Towards greater understanding of success and survival of lean systems. International Journal of Production Research. 2013;51(22):6607-30.

Tortorella G. L., Fettermann D. C., Marodin G. A., Fogliatto F. S. Lean product development (LPD) Enablers for product development process improvement.. Research advances in industrial engineering. 2015:31-57.

Tortorella G. L., Viana S., Fettermann D. Learning cycles and focus groups: a complementary approach to the A3 thinking methodology. The Learning Organization. 2015;22(4):229-40.

Voss C., Tsikriktsis N., Frohlich M. Case research in operations management. International Journal of Operations & Production Management. 2002;22(2):195-219.

Wacker J. G. A definition of theory: research guidelines for different theory-building research methods in operations management. Journal of Operations Management. 1998;16(4):361-85.

Wallace L., Keil M., Rai A. Understanding software project risk: a cluster analysis. Information & Management. 2004;42(1):115-25.

Walter O. M. F. C., Tubino D. F. Métodos de avaliação da implantação da manufatura enxuta: uma revisão da literatura e classificação. Gestão & Produção. 2013;20(1):23-45.

Womack J. P., Jones D. T., Roos D. T. The machine that changed the world. 1990.

Yin R. Case study research: design and methods. 2003.

5defb41a0e8825a302b5f734 gp Articles
Links & Downloads

Gest. Prod.

Share this page
Page Sections