Análise das relações entre estratégia de produção, práticas e desempenho operacional
Analysis of the relationship between manufacturing strategy, practices and operational performance
Silva, Eliciane Maria da; Santos, Fernando Cesar de A.; Castro, Mário de
http://dx.doi.org/10.1590/S0103-65132012005000009
Prod, vol.22, n3, p.502-516, 2012
Resumo
Este trabalho teve o objetivo de verificar quais são as melhores práticas de produção para o setor moveleiro no Brasil, mediante a análise das relações entre as práticas de produção implantadas e prioridades competitivas e, também, entre indicadores de desempenho. A revisão teórica centrou em definir o pressuposto para o estudo das melhores práticas e realizar uma sistematização da literatura. Posteriormente, foi desenvolvida a pesquisa prática mediante uma survey em 99 empresas. Para a análise dos dados, foi empregada a técnica de modelagem de equações estruturais com o método de estimação dos mínimos quadrados ponderados. Os resultados revelaram que as práticas nas áreas de desenvolvimento de novos produtos, recursos humanos e planejamento e controle de produção estavam alinhadas à estratégia de produção e contribuíram para a melhoria de indicadores de desempenho operacional, sendo assim consideradas melhores práticas para o contexto estudado. Foram feitas discussões e sugestões para pesquisas futuras.
Palavras-chave
Melhores práticas. Estratégia de produção. Desempenho operacional. Modelagem de equações estruturais. Setor moveleiro.
Abstract
The objective of this work was to identify the best production practices for the furniture sector through the analysis of the relationship between implemented production practices, competitive priorities and improvement on operational performance indicators. The empirical research was an explanatory cross-sectional survey. Data were collected from interviews and direct observation on the shop-floor of 99 furniture companies. The technique used for data analysis was the Structural Equation Modeling (SEM) with the Weighted Least Square (WLS) estimation method. Results indicated that practices in the area of development of new products, human resources and production planning and control were aligned with manufacturing strategy and contributed to enhance operational performance indicators, therefore being regarded as best practices in the context under study. Discussion and suggestions for further research have been added.
Keywords
Best practices. Manufacturing strategy. Operational performance. Structural equation modeling. Furniture sector.
References
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BEAUMONT, N. Best practice in Australian manufacturing sites. Technovation, v. 25, n. 11, p. 1291-1297, 2005. http://dx.doi.org/10.1016/j.technovation.2004.09.004
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BOYER, K. K. Longitudinal linkages between intended and realized operations strategies. International Journal of Operations & Production Management, v. 18, n. 4, p. 356-373, 1998. http://dx.doi.org/10.1108/01443579810199739
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CENTRO GESTOR DE INOVAÇÃO MOVELEIRO - AGIM. Cenário Moveleiro. Disponível em: http://www.cgimoveis.com.br. Acesso em: 4 jun. 2007.
CUA, K. O.; MCKONE, K. E.; SCHROEDER, R. G. Relationships between implementation of TQM, JIT and TPM and manufacturing performance. Journal of Operations Management, v. 19, n. 6, p. 675-694, 2001. http://dx.doi.org/10.1016/S0272-6963(01)00066-3
DAVIES, A. J.; KOCHHAR, A. K. A framework for the selection of best practices. International Journal of Operations & Production Management, v. 20, n. 10, p. 1203-1217, 2000. http://dx.doi.org/10.1108/01443570010343744
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HATCHER, L. A step-by-step approach to using SAS for factor analysis and structural equation modeling. Carey: SAS Institute, 1994.
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SILA, I. Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: an empirical study. Journal of Operations Management, v. 25, n. 1, p. 83-109, 2007. http://dx.doi.org/10.1016/j.jom.2006.02.003
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BEAMON, B. M. Measuring supply chain performance. International Journal of Operations & Production Management, v. 19, n. 3-4, p. 275-292, 1999. http://dx.doi.org/10.1108/01443579910249714
BEAUMONT, N. Best practice in Australian manufacturing sites. Technovation, v. 25, n. 11, p. 1291-1297, 2005. http://dx.doi.org/10.1016/j.technovation.2004.09.004
BOLLEN, K. A. Structural equations with latent variables. New York: Wiley, 1989.
BOSELIE, P.; PAAUWE, J.; JANSEN, P. Human resource management and performance: lessons from the Netherlands. International Journal of Human Resource Management, v. 12, n. 7, p. 1107-1125, 2001. http://dx.doi.org/10.1080/09585190110068331
BOYER, K. K. Longitudinal linkages between intended and realized operations strategies. International Journal of Operations & Production Management, v. 18, n. 4, p. 356-373, 1998. http://dx.doi.org/10.1108/01443579810199739
CAMP, R. C. Benchmarking: the search for industry best practices that lead to superior performance. Milwaukee: ASQC Quality Press, 1999.
CENTRO GESTOR DE INOVAÇÃO MOVELEIRO - AGIM. Cenário Moveleiro. Disponível em: http://www.cgimoveis.com.br. Acesso em: 4 jun. 2007.
CUA, K. O.; MCKONE, K. E.; SCHROEDER, R. G. Relationships between implementation of TQM, JIT and TPM and manufacturing performance. Journal of Operations Management, v. 19, n. 6, p. 675-694, 2001. http://dx.doi.org/10.1016/S0272-6963(01)00066-3
DAVIES, A. J.; KOCHHAR, A. K. A framework for the selection of best practices. International Journal of Operations & Production Management, v. 20, n. 10, p. 1203-1217, 2000. http://dx.doi.org/10.1108/01443570010343744
DAVIES, A. J.; KOCHHAR, A. K. Manufacturing best practice and performance studies: a critique. International Journal of Operations & Production Management. International Journal of Operations & Production Management, v. 22, n. 3, p. 289-305, 2002. http://dx.doi.org/10.1108/01443570210417597
DÍAZ, M. S.; GIL, M. J. A.; MACHUCA, J. A. D. Performance measurement systems, competitive priorities, and advanced manufacturing technology Some evidence from the aeronautical sector. International Journal of Operations & Production Management, v. 25, n. 8, p. 781-799, 2005. http://dx.doi.org/10.1108/01443570510608600
FINE, C. H.; HAX, A. C. Manufacturing strategy: a methodology and an illustration. Interfaces, v. 15, n. 6, p. 28-46, 1985. http://dx.doi.org/10.1287/inte.15.6.28
FLYNN, B. B. et al. World-class manufacturing project: overview and selected results. International Journal of Operations & Production Management, v. 17, n. 7, p. 671-685, 1997. http://dx.doi.org/10.1108/01443579710175592
FORTUIN, L. Performance indicators: why, where and how? European Journal of Operational Research, v. 34, n. 1, p. 1-9, 1988. http://dx.doi.org/10.1016/0377-2217(88)90449-3
FOWLER, F. J. Survey research methods. Newbury: Sage, 2002.
FREITAS, H. et al. O método de pesquisa survey. RAUSP-Revista de Administração, v. 35, n. 3, p. 105-112, 2000.
FYNES, B.; VOSS, A. C.; BÚRCA, S. The Impact Of Supply chain relationship dynamics on manufacturing performance. International Journal of Operations & Production Management, v. 25, n. 1, p. 6-19, 2005. http://dx.doi.org/10.1108/01443570510572213
GARVIN, D. A. Managing quality: the strategic and competitive edge. New York: The Free Press, 1988.
GARVIN, D. A. Manufacturing strategic planning. California Management Review, v. 35, n. 4, p. 85-106, 1993.
GERWIN, D. A Agenda for research on the flexibility of manufacturing processes. International Journal & Production Management, v. 7, n. 1, p. 38-49, 1987. http://dx.doi.org/10.1108/eb054784
GILLEY, M. K.; RASHEED, A. Making more by doing less: an analysis of outsourcing and its effects on firm performance. Journal of Management, v. 26, n. 4, p. 763-790, 2000.
HAIR JUNIOR, J. F. et al. Multivariate Data Analysis. Upper Saddle River: Prentice Hall, 2005a.
HAIR JUNOIR, J. F. et al. Fundamentos de métodos de pesquisa em administração. Porto Alegre: Bookman, 2005b.
HATCHER, L. A step-by-step approach to using SAS for factor analysis and structural equation modeling. Carey: SAS Institute, 1994.
HAYES, R. H. et al. Operations, Strategy and Technology, Pursuing the Competitive Edge. New York: John Willey & Sons, 2004.
HAYES, R. H.; WHEELWRIGHT, S. C. Restoring our competitive edge: competing through manufacturing. New York: John e Wiley, 1984.
HILL, T. Manufacturing strategy: text and cases. Richard D. Irwin, 1993.
HÖRTE, S. A.; LINDBERG, L.; TUNÄLV, C. Manufacturing strategies in Sweden. International Journal of Production Research, v. 25, n. 11, p. 1573-1586, 1987.
INSTITUTO DE ESTUDOS E MARKETING INDUSTRIAL - IEMI. Relatório Setorial da Indústria de Móveis no Brasil. São Paulo: IEMI, 2006. v. 1.
KAPLAN, D. Structural equation modeling: foundations and extensions. Newbury Park: Sage Publications, 2000.
KETOKIVI, M.; SCHROEDER, R. G. Manufacturing practices, strategic fit and performance: a routine-based view. International Journal of Operations & Production Management, v. 24, n. 2, p. 171-191, 2004. http://dx.doi.org/10.1108/01443570410514876
KLINE, R. B. Principles and practice of structural equation modeling. New York: Guilford, 2005.
KOTHA, S.; SWAMIDASS, P. M. Strategy, advanced manufacturing technology and performance: empirical evidence from U.S. manufacturing firms. Journal of Operations Management, v. 18, n. 3, p. 257-277, 2000. http://dx.doi.org/10.1016/S0272-6963(99)00025-X
LAUGEN, T. B.; BOER, N. A. H.; FRICK, J. Best manufacturing practices: what do the best performing companies do? International Journal of Operations & Production Management, v. 25, n. 2, p. 131-150, 2005. http://dx.doi.org/10.1108/01443570510577001
LEONG, G. K.; SNYDER, D. L.; WARD, P. Research in the process and content of manufacturing strategy. Omega-International Journal of Management Science, v. 18, n. 2, p. 109-122, 1990. http://dx.doi.org/10.1016/0305-0483(90)90058-H
LI, S. et al. Development and validation of a measurement instrument for studying supply chain management practices. Journal of Operations Management, v. 23, n. 6, p. 618-641, 2005. http://dx.doi.org/10.1016/j.jom.2005.01.002
LI, S. et al. The impact of supply chain management practices on competitive advantage and organizational performance. Omega-International Journal of Management Science, v. 34, n. 2, p. 107-124, 2006. http://dx.doi.org/10.1016/j.omega.2004.08.002
MILLER, J. G.; ROTH, A. V. A taxonomy of manufacturing strategies. Management Science, v. 40, n. 3, p. 285-304, 1994. http://dx.doi.org/10.1287/mnsc.40.3.285
MILLS, J.; PLATTS, K.; GREGORY, M. A framework for the design of manufacturing strategy process: a contingency approach. International Journal of Operations & Production Management, v. 15, n. 4, p. 17-49, 1995. http://dx.doi.org/10.1108/01443579510083596
NARASIMHAN, R.; SWINK, M.; KIM, S. W. An exploratory study of manufacturing practiceand performance interrelationships: implications for capability progression. International Journal of Operations & Production Management, v. 25, n. 10, p. 1013-1033, 2005. http://dx.doi.org/10.1108/01443570510619509
PAIVA, E. L.; CARVALHO JUNIOR; J. M.; FENSTERSEIFER, J. E. Estratégia de produção e de operações: conceitos, melhores práticas e visão de futuro. Porto Alegre: Bookman, 2004.
PINSONNEAULT, A.; KRAEMER, K. L. An assessment of the use of survey research in the management information systems (MIS) field between 1980 and 1990. Journal of Management Information Systems, v. 10, n. 2, p. 75-106, 1993.
PIRES, S. R. I. Gestão estratégica da produção. Piracicaba: Unimep, 1995.
PUJARI, D. Eco-innovation and new product development: understanding the influences on market performance. Technovation, v. 26, n. 1, p. 76-85, 2006. http://dx.doi.org/10.1016/j.technovation.2004.07.006
SCHMENNER, R. W. Production/operations management, concepts and situations. Chicago: Science Research Associates, 1981.
SCHROEDER, R. G. Operations management. New York: McGraw-Hill, 1993.
SCHROEDER, R. G.; BATES, K. A.; JUNTTILA, M. A. A resource-based view of manufacturing strategy and the relationship to manufacturing performance. Strategic Management Journal, v. 23, n. 2, p. 105-117, 2002. http://dx.doi.org/10.1002/smj.213
SEBRAE. Critérios para definição do porte das empresas. Sebrae, 2008. Disponível em:
SILA, I. Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: an empirical study. Journal of Operations Management, v. 25, n. 1, p. 83-109, 2007. http://dx.doi.org/10.1016/j.jom.2006.02.003
SILA, I.; EBRAHIMPOUR, M. Critical linkages among TQM factors and business results. International Journal & Production Management, v. 25, n. 11, p. 1123-1155, 2005. http://dx.doi.org/10.1108/01443570510626925
SILVA, E. M. et al. Análise da relação entre a dimensão ambiental e as prioridades competitivas tradicionais de produção: um estudo em empresas com certificação ISO 14001. In: ANNUAL MEETING DA ANPAD - ENANPAD, 32., 2008. Anais... Rio de Janeiro: ANPAD, 2008.
SKINNER, W. Manufacturing: the missing link in corporate strategy. Harvard Business Review, v. 47, n. 3, p. 136-145, 1969.
SKINNER, W. Manufacturing in the corporate strategy. New York: Wiley, 1978.
SOUSA, R.; VOSS, A. C. Contingency research in operations management practices. Journal of Business and Management, v. 26, n. 6, p. 697-713, 2008.
STONENRAKER, P. W.; LEONG, G. K. Operations strategy. Massachusetts: Allyn and Bacon, 1994.
SWAMIDASS, P. M.; NEWELL, W. T. Manufacturing strategy, environmental uncertainty and performance: a path analytic model. Management Science, v. 33, n. 4, p. 509-524, 1987. http://dx.doi.org/10.1287/mnsc.33.4.509
SWINK, M.; NARASIMHAN, R.; WANG, C. Managing beyond the factory walls: Effects of four types of strategic integration on manufacturing plant performance. Journal of Operations Management, v. 25, n. 1, p. 148-164, 2007. http://dx.doi.org/10.1016/j.jom.2006.02.006
SYNODINOS, N. E. The "art" of questionnaire construction: some important considerations for manufacturing studies. Integrated Manufacturing Systems, v. 14, n. 3, p. 221-237, 2003. http://dx.doi.org/10.1108/09576060310463172
UNGAN, M. Management support for the adoption of manufacturing best practices: key factors. International Journal of Operations & Production Management, v. 43, n. 18, p. 3803-3820, 2005.
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