Jorge A. Vivares, William Sarache and Jorge E. Hurtado
Assessment of manufacturing systems provides a baseline for manufacturing strategy (MS) formulation. The purpose of this paper is to develop and propose a maturity assessment…
Abstract
Purpose
Assessment of manufacturing systems provides a baseline for manufacturing strategy (MS) formulation. The purpose of this paper is to develop and propose a maturity assessment model for manufacturing systems (MAMMS). The MAMMS provides a maturity index, in order to establish manufacturing system performance on five possible levels: preinfantile, infantile, industry average, adult, and world class manufacturing.
Design/methodology/approach
Three main steps were taken: MAMMS design; maturity-level assessment in two companies; and MAMMS validation. Based on an action-research process, several research tools, such as surveys, expert panels, and immersion in two manufacturing companies, were used.
Findings
By integrating 79 variables into a maturity index, the maturity level for two manufacturing companies was obtained. Considering three main components (competitive priorities, manufacturing levers, and manufacturing’s strategic role), the analyzed companies showed a performance at the average industry level. According to participants, the MAMMS is a valuable tool to support decision making in MS.
Practical implications
Empirical evidence supports the relevance of the proposed MAMMS and its practical usefulness. In particular, the maturity index identifies strengths and weaknesses in the manufacturing system, providing a baseline from which to deploy MS.
Originality/value
The literature review shows a lack of contributions regarding maturity models, particularly, the non-existence of maturity assessment models for manufacturing systems. The proposed MAMMS is a valuable tool to support decision making in MS. Also, this paper contributes to understanding the action-research paradigm, for further research in operations management.
Details
Keywords
Jorge Andrés Vivares-Vergara, William Ariel Sarache-Castro and Julia Clemencia Naranjo-Valencia
Human resource management (HRM) is considered an important issue in operations strategy (OS). Furthermore, OS effectiveness depends on performance in competitive priorities (CP)…
Abstract
Purpose
Human resource management (HRM) is considered an important issue in operations strategy (OS). Furthermore, OS effectiveness depends on performance in competitive priorities (CP). However, little empirical evidence exists about the relationship between them. Thus, the purpose of this paper is to investigate the impact of HRM on performance in CP.
Design/methodology/approach
The research was conducted by surveying a sample of medium and large manufacturing companies in the Colombian coffee region. Three groups of variables were studied: performance in CP, HRM practices and factors related to employees. A regression analysis was conducted to test the hypotheses.
Findings
No significant relationship was found between HRM practices and performance in CP. Regarding the factors related to employees, two findings were relevant: first, when the companies involve features about the individuals in OS decision making (motivations, personal goals, abilities, etc.) better performance can be observed in CP; second, when employees reach a higher level of satisfaction and job performance, the performance in CP improves as well.
Practical implications
Considering the importance of HRM practices, appropriate adjustment and application should be sought to improve company performance. Furthermore, factors related to employees (features about the individuals, job satisfaction and employee performance), must be properly aligned with the OS.
Originality/value
The paper addresses an issue supported by little empirical evidence. Because few studies have considered the total set of CP identified in the literature review, the authors applied an indicator to establish the global performance of the production system according to the market requirements. Traditionally, HRM has been studied from the perspective of management practices, giving little attention to employees. In this research, the authors consider not only this perspective but also the effects of factors related to employees on performance in CP when they are aligned with the OS.