Produção enxuta e criação de valor: uma análise para o setor de máquinas e implementos agrícolas no Brasil

• Autor(a) principal: Shimizu, Ullisses Kazumi
• Data de Publicação: 2006
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações do Mackenzie
• Texto Completo: http://dspace.mackenzie.br/handle/10899/23497
• topic: produção enxuta; criação de valor; performance; lean manufacturing; value creation; performance; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS

The purpose of this work was to study value creation at companies from the Brazilian sector of agricultural machinery and implements, which strategically opted to implement the Lean Manufacturing program. Lean Manufacturing was related to the firm s Resource Based View RBV, as lean production can be understood as a non-imitable internal resource, and in accordance with this view, is just as important as external market factors in obtaining a sustainable competitive advantage, as it creates a barrier to imitation by competitors (LEWIS, 2000). The variables defined and studied herein were based on the research of Soriano-Meier and Forrester (2002), where nine independent variables were defined to measure the degree of adoption of the program, which was summarized in a dependent variable designated degree of Leanness. Another benchmark was also developed to identify the degree of commitment to the program. After obtaining these two variables, the authors verified their relationship with performance, which was measured through the ratios of sales by employee and asset turnover, calculated with a basis on secondary data. Thirty-two firms from the aforementioned sector took part in the survey. Two questionnaires were applied by firm, the first intended for the CEO and the second for the operations manager (COO). The study proposed three theoretical situations :H1: firms with a high degree of managerial commitment to the program (measured by Com-to-JIT and Com-to-TQM) simultaneously maintain this commitment with investments to support the manufacturing infrastructure, measured by quality leadership (QLEAD), problem solving groups (GROUP), training (TRAIN) and empowerment (WEMP).H2: firms that adopted the lean principles (measured by degree of adoption - DOA) have made changes in the direction of these principles (measured by elimination of waste EW , continuous improvement CI , zero defects ZD , JIT deliveries JIT , pull of materials PULL , multifunctional teams MFT , decentralization DEC , integration of functions IF and vertical information system VIS ).H3: firms that have made continuous investments in manufacturing infrastructure in the direction of lean principles (measured by degree of Leanness DOL and degree of adoption DOC ) have better performances (measured by PERF). A correlation and multiple regression analysis was applied to test H1. Based on the statistical analyses performed, it was observed that there is support to accept H1. For H2, it was verified that the degree of adoption relationship of the model (measured by DOA) appeared significant when compared with the elimination of waste (measured by EW) and continuous improvement (measured by CI) variables. The relationship with the other variables did not prove statistically significant, for which reason it was not possible to accept this hypothesis for the Brazilian sector of agricultural machinery and implements. Correlation and multiple regression, cluster and one-way ANOVA analyses followed by Tukey s HSD test were applied to test H3. With a basis on the data and on the proposed analyses, it was observed that the data corroborates to validate H3.