Production Systems and Supply Chain Management in Emerging Countries: Best Practices: Selected papers from the International Conference on Production Research (ICPR)

280 Pages·2012·4.374 MB·English

by  Juan A. Marin-Garcia, Paula Carneiro, Cristóbal Miralles (auth.), Gonzalo Mejía, Nubia Velasco (eds.)

Production Systems and Supply Chain
Management in Emerging Countries:
Best Practices
.
Gonzalo Mej´ıa • Nubia Velasco
Editors
Production Systems and
Supply Chain Management
in Emerging Countries:
Best Practices
Selected Papers from the International
Conference on Production Research (ICPR)
Editors
GonzaloMej´ıa
NubiaVelasco
UniversidaddelosAndes
Dept.ofIndustrialEngineering
Bogota´
Colombia
ISBN978-3-642-26003-2 ISBN978-3-642-26004-9(eBook)
DOI10.1007/978-3-642-26004-9
SpringerHeidelbergNewYorkDordrechtLondon
LibraryofCongressControlNumber:2012940258
#Springer-VerlagBerlinHeidelberg2012
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Preface
Manufacturing is the soul of a region’s economy. In an increasingly ‘flat’ world,
manufacturing organizations across the world are faced with a diverse range of
challenges that are different for each region of our globe. For example, U.S. and
European manufacturers are battling high labor costs, an aging workforce and
governmentswithoutpro-activemanufacturingstrategies.ManufacturersinChina
are faced with high inflation and a strengthening currency. Their counterparts in
Indiahavethechallengeofestablishingtheirglobalcredibilityintermsofreliabil-
ityandquality.InLatinAmerica,manufacturinghastraditionallyflown‘underthe
radar’exceptinBrazil.
Today’s‘flat’worldhasallowedorganizationsinthedifferentemergingregions
of the world to communicate in a more streamlined fashion. It has also allowed
differentorganizationtointegrate.ConsiderthenewBoeing787Dreamliner.This
longawaitedairplanealsohappenstobethemosttechnologicallyadvancedismade
mostly of composites and promises to transform the future of aviation. Equally
notably, it has already changed aviation manufacturing paradigms. For example,
the company has outsourced 70% of the production of the Dreamliner to 50
different manufacturers (or partners across 135 sites in four different continents.
Forexample, the wings are made inJapan, the wingtipsinKorea, the Horizontal
Stabilizer in Italy, the landing gear in the U.K, the cargo doors in Sweden, the
rudder from China and the fairing in Canada. According to Scott Strode, a Vice
PresidentatBoeing,“the787notonlywillrevolutionizeairtravels,itrepresentsa
new way of building airplanes”. Just as importantly, the design and production
database utilized (made by Dassault, France) allows these geographically
distributed sites to be continuously linked so everyone works from the same set
ofdrawings.TheBoeing787Dreamlinerproductionstrategypointstotheneednot
only for globally competitive manufacturing facilities, but also on robust supply
chains that can (and may need) to bypass traditional infrastructural channels. For
example,Boeingredesignedafew747sintoDreamliftersthatflythecomponents
intothefinalassemblyplantsinWashingtonStateandSouthCarolina.
Theneedforarobustproductionandsupplychainstrategyishighlightedbythe
fact that despite their close attention to detail, executives attribute the long and
v
vi Preface
embarrassingdelaysintheproductionoftheDreamlinertothenumberofsuppliers
and the supply chain. The story of the Boeing 787 has received much press and
media attention. In fact, most media reports and archival case studies in
manufacturingfocusonhighprofile,multi-billiondollarcompanies.
However,thefactremainsthatthebulkofmanufacturingdoneworld-wideisat
small and medium sized companies. These companies, who have traditionally
confined their footprint to national or regional boundaries are now facing global
challenges,bothintermsofcompetitivenessfromtheircounterpartsingeographi-
callydispersedregionsacrosstheglobeandalsocostpressures.
Thisbookconsistsofcarefullychosenchaptersanddrawnfrompaperspresentedat
theInternationalConferenceofProductionResearchAmericasRegionheldinBogota
in July 2011. The conference papers have been expanded to document relevant
archivalknowledgeandspecificallyaddresstheneedsoftheseenterprisesdescribed
above.Thebookisdividedintofoursections.Thefirstsectionfocusesonthedifferent
dimensions of operations management. It consists of three papers describing
challengesfacedbycompaniesinSpain,TurkeyandColombia.Thesecondsection
detailsthedifferentaspectsofplanningforrobustsupplychainsandlogistics.While
papersinthissectionaredevelopedfromchallengesfacedbyColombiaorganizations,
thespecificsolutionmethodologiesadvocatedcanbeextrapolatedandimplemented
globally.Forexample,Colombiaisone ofthe world’s largestexporters offlowers.
While flowers are beautifuland a simpleexpressionofjoy,thechallengesfaced in
theirhandlinganddistributionarecomplexsincetheyarefragileandhaveashortshelf
life.Fourdiverseenvironmentsaredetailedhere–flowerdistribution,patienttransfers
betweenfacilities,pedestrianinteractionsinanintersectionandfinally,anemergency
callcenter.ThethirdsectionismorespecificinaddressingchallengesofProduction
PlanningandScheduling.Thestrengthofthisbookisthediversityofenvironments
thatitrepresentsandinthissectiontoo,multipleenvironmentsareaddressedinclud-
ing manufacturing, vehicle routing, a cash supply chain, and lastly, embedded
systems.Finallythelastsectiondetailsthreecasestudiesincludingthepharmaceutical
industry,industry-universityinteractionsinlowtechnologybasedorganizationsand
finallyatraditionalmachineshopthathassuccessfullydealtwithlayoutchallenges
utilizingleanmanufacturingprinciples.
Thisbookwillfillagapinarchivedknowledgeandhelpsmallandmediumsized
organizationsfacethemultipleglobalchallengesthatarethrustuponthem.Iwould
liketocongratulatetheeditorsandtheauthorsindevelopingthisimportantpublication.
Sincerely
BopayaBidanda
ErnestRothProfessorofIndustrialEngineering
andDepartmentChair,SwansonSchoolofEngineering
ProfessorofBusinessAdministration,
KatzGraduateSchoolofBusiness
UniversityofPittsburgh
Pittsburgh,PA
Contents
PartI OperationManagement
1 EffectofLeanManufacturingPracticesonNon-financial
PerformanceResults:EmpiricalStudyinSpanishSheltered
WorkCenters . . .. . . .. . . .. . .. . . .. . . .. . . .. . . .. . . .. . . .. . 3
JuanA.Marin-Garcia,PaulaCarneiro,andCristo´balMiralles
2 AnInformationApproachtoDerivingDomesticWaterDemand:
AnApplicationtoBogota´,Colombia . . . .. . . .. . . .. . . .. . . .. . 25
RicardoBonillaandRobertoZarama
3 TheIronandSteelSectorandEconomicGrowth:Evidence
fromTurkey . . . .. . . .. . . .. . .. . . .. . . .. . . .. . . .. . . .. . . .. . 45
UmutG€und€uz
PartII LogisticsPlanning
4 AStudyofCargoReceiptLogisticsforFlowerExportation
atElDoradoInternationalAirportinBogota´ D.C. .. . . .. . . .. . 61
Elie´cerGutie´rrez,FrankBallesteros,andJose´ FidelTorres
5 Multi-objectiveOptimizationforInterfacilityPatientTransfer . . 81
W.J.Guerrero,N.Velasco,andC.A.Amaya
6 AMulti-agentSimulationModelofaSignalizedIntersection
ConsideringInteractionBetweenPedestriansandVehicles . . .. . 97
H.HoyosandJ.Torres
7 OptimizingResourcesInvolvedintheReception
ofanEmergencyCall .. . . .. . .. . . .. . . .. . . .. . . .. . . .. . . .. . 115
P.Guaracao,D.Barrera,N.Velasco,andC.A.Amaya
vii
viii Contents
PartIII ProductionPlanningandScheduling
8 VehicleRoutingNowadays:CompactReviewand
EmergingProblems . .. . . .. . .. . . .. . . .. . . .. . . .. . . .. . . .. . 141
NacimaLabadieandChristianPrins
9 OptimalProductionPlanforaStochasticSystemwith
RemanufacturingofDefectiveandUsedProducts . .. . . .. . . .. . 167
O.S.SilvaFilho
10 StochasticOptimizationofaCashSupplyChain . . .. . . .. . . .. . 183
HectorHerna´nToroDiazandAndresFelipeOsorioMuriel
11 FromEmbeddedSystemsRequirementstoPhysical
Representation:AModel-BasedMethodologyinAccordance
withtheEIA-632Standard .. . .. . . .. . . .. . . .. . . .. . . .. . . .. . 201
CarlosGomez,PhilippeEsteban,Jean-ClaudePascal,
andFernandoJimenez
PartIV CaseStudyinSMES
12 TechnologicalDevelopmentintheProductionProcesses
ofSmallandMediumEnterprisesinthePharmaceuticalSector
inBogota´,Colombia . .. . . .. . .. . . .. . . .. . . .. . . .. . . .. . . .. . 225
BibianaM.VallejoandClaraE.Plazas
13 SmallFirmsandSearchStrategiestoAccessExternal
KnowledgefromUniversities:AnEmpiricalApproach
inLow-TechFirms . . .. . . .. . .. . . .. . . .. . . .. . . .. . . .. . . .. . 239
Jose-LuisHervas-Oliver,Joan-JosepBaixauli,andBernardoPerez
14 ImplementationofLeanManufacturingPrinciples
inaColombianMachineShop:LayoutRedesign
andTheoryofConstrains . .. . .. . . .. . . .. . . .. . . .. . . .. . . .. . 257
GonzaloMej´ıaandDianaCarolinaRam´ırez
Index . . .. . . .. . . .. . . .. . . .. . .. . . .. . . .. . . .. . . .. . . .. . . .. . 275
Part I
Operation Management
Chapter 1
Effect of Lean Manufacturing Practices
onNon-financialPerformanceResults:Empirical
Study in Spanish Sheltered Work Centers
JuanA.Marin-Garcia,PaulaCarneiro,andCristo´balMiralles
Abstract Lean Manufacturing’s effect on companies’ non-financial indicators of
hasbeenstudiedasawhole,withoutisolatingthespecificeffectsofeachofthesub-
scalesofLeanProduction.Theaimofthispaperistocontributetofillingthisgap
byanalyzingdatafromSpanishshelteredworkcenters(n ¼ 92),afterconfirming
thatLeanProductioninthissectordoesnotappeartobewellexplainedbysecond-
orderfactors.Theresultsseemtoconfirmthat13ofthe20sub-scalesanalyzedhave
a positive effect on the performance results, although only six of these sub-scales
(shortset-uptimes,managementinvolvementincontinuousimprovement,training,
teamwork, communication and client relationships) had sufficient effect to be
statistically significant. Each of these sub-scales individually explains between
4%and13%ofthevarianceinperformances.
1.1 Introduction
Operational management systems evolve as firms make changes to become more
efficient or to protect their markets (Fullerton and McWatters 2001; Swink et al.
2005).LeanProductionisaresponsetothemarketpressuresthatfirmsexperience
and is one of the most studied models in the scientific literature (Shah and Ward
2003;DoolenandHacker2005).
J.A.Marin-Garcia(*)(cid:129)C.Miralles
ROGLE–Department,Organizacio´ndeEmpresas,UniversitatPolite`cnicadeVale`ncia,Edificio
7D,CaminodeVeras/n,46022Valencia,Spain
e-mail:[email protected].;[email protected].
P.Carneiro
Ph.D.Department,Organizacio´ndeEmpresas,UniversidadPolite´cnicadeValencia,Edificio7D,
CaminodeVeras/n,46022Valencia,Spain
e-mail:[email protected].
G.Mej´ıaandN.Velasco(eds.),ProductionSystemsandSupplyChain 3
ManagementinEmergingCountries:BestPractices,
DOI10.1007/978-3-642-26004-9_1,#Springer-VerlagBerlinHeidelberg2012