Mostrar el registro sencillo del ítem

dc.contributor.advisorPaipa Galeano, Luis Alfredo
dc.contributor.authorHenríquez Machado, Rafael José
dc.date.accessioned2016-03-17T18:58:52Z
dc.date.available2016-03-17T18:58:52Z
dc.date.available2016
dc.date.created2016
dc.date.issued2015-03-17
dc.identifier.citationAgus, A. Hajinoor, M. (2012). Lean production supply chain management as driver towards enhancing product quality and business performance; Case study of manufacturing companies in Malaysia. International Journal of Quality & Reliability Management, Vol.29(1), p.92-121.
dc.identifier.citationBayo, M. Bello, P. Merino, D. (2010). 5S use in manufacturing plants: Contextual factors and impact on operating performance. International journal of quality & reliability management, Vol 27 (No. 2), pp14
dc.identifier.citationBhuiyan, N. Baghel, A. Wilson, J. (2005). A sustainable continuous improvement methodology at an aerospace company. Pratt and Whitney Canadá, Longueuil, Canada.
dc.identifier.citationBrunet, A. New, S. (2013). Kaizen in Japan: An empirical study. International Journal of Operations & Production Management, 23(11-12), pp. 1426-1446.
dc.identifier.citationCaroly, S. Coutarel, F. Landry, A. Mary-Cheray, I. (2010). Management for continuous improvement between prevention and production. Ergonomic intervention in two assembly line companies. Applied Ergonomics, Vol.41(4), pp.591-599.
dc.identifier.citationChase, R. Jacobs, R. Aquilano, N. (2009). Administración de operaciones. Producción y cadena de suministros. México: Mc Graw Hill.
dc.identifier.citationCovey, S.R. (1989). The seven habits of highly effective people: restoring the character ethic. New York: Simon and Schuster.
dc.identifier.citationDeming, W.E. (1982). Quality, productivity and competitive position. MIT Center of Advanced En.
dc.identifier.citationDeming, E. (2000). Out of the crisis. Cambridge, Mass.: MIT Press.
dc.identifier.citationEckes, G. (2004). Six Sigma for everyone. John Wiley & Sons, Inc. Hoboken, New Yersey.
dc.identifier.citationFernández, A. (2011). El balanced scorecard: Ayudando a implantar la estrategia. Revista de antiguos alumnos del IESE, n 75, Barcelona.
dc.identifier.citationGarcía, O. (2014). ¿Qué es la excelencia operacional? Reportero Industrial, www.reporteroindustrial.com.
dc.identifier.citationGeorge, M. (2002). Lean Six Sigma: Combining Six Sigma Quality with Lean Production Speed, Mc Graw Hill, New York. NY.
dc.identifier.citationGish, D (2010). Manufacturing Strategy and Operations. Deloitte Consulting LLP. Disponible en http://www.deloitte.com/us/about.
dc.identifier.citationGoodson, E (2002). Read a plant – fast. Harvard Business Review. Reprint R0205H
dc.identifier.citationGrichnik, (2006). Manufacturing Myopia. Strategy + Business Magazine. Issue 42, reprint 06105.
dc.identifier.citationHE, Z. (2009). Learn something about your Six Sigma program´s maturity. Quality progress, 15, pp. 23-28.
dc.identifier.citationHernández, R. Fernández, C. Baptista, P (2010). Metodología de la investigación. Quinta edición. McGraw – Hill / Interamericana de editores S.A. de C.V. México D.F.
dc.identifier.citationHirano, H. (1995). 5 Pillars of the visual workplace: The sourcebook for 5 S implementation. New York: Productivity Press.
dc.identifier.citationHirano, H. (1990). JIT implementation manual: The complete guide to just-in-time. New York: Productivity Press.
dc.identifier.citationHolweg, M. (2007). The genealogy of lean production. Journal of Operations Management, 25(2), 420-437.
dc.identifier.citationImai, M. (1986). Kaizen, the key to Japan’s competitive success. New York: Random House Business Division.
dc.identifier.citationJayaram, J., Das, A., & Nicolae, M. (2010). Looking beyond the obvious: Unraveling the toyota production system. International Journal of Production Economics, 128(1), 280-291.
dc.identifier.citationJingshan, L. (2013). Continuous improvement at Toyota manufacturing plant: applications of production systems engineering methods. International Journal of Production Research, Vol.51(23-24), pp.7235-7249.
dc.identifier.citationJørgensen, F. Boer, H. (2006). An empirical test of CI Maturity Model. Creativity and innovation management, 15(4), pp. 328-337.
dc.identifier.citationJuergensen, T. (2000). Continuous Improvement: Mindsets, Capability, Process, Tools and results. The Juergensen Consulting Group Inc. Indianapolis, IN.
dc.identifier.citationKaplan, R. Norton, D. (1996). Linking the balanced scorecard to strategy. USA: California Management Review Vol 39 No. 1.
dc.identifier.citationKaplan, R. Norton, D. (2000). Having trouble with your strategy? Harvard Business Review.
dc.identifier.citationKaplan, R. Norton, D. (2008). The execution Premium. Linking strategy to operations for competitive advantage. Harvard Business School Publishing Corporation.
dc.identifier.citationKosieradzka, A. Kąkol, U. Krupa, A (2013). The Development of Production Management Concepts. Foundations of Management, Vol.3(2).
dc.identifier.citationLatino, R (2001). Root Cause Analysis: Improving Performance for Bottom line results. Reliability Center, Inc.
dc.identifier.citationLiker, J. (2004). The Toyota way. New York: MacGraw-Hill.
dc.identifier.citationMelton, T. (2005). The Benefits of Lean Manufacturing: What Lean Thinking has to Offer the Process Industries
dc.identifier.citationMendoza, J. Alonso, G. Villarreal, C. (2009). Implementación de la metodología SMED (Single Minute Exchange of Die) como soporte al sistema Kanban en un proceso de fabricación de autopartes, bajo un enfoque de valoración y gestión del capital intelectual. SinncO, Mexico D.F.
dc.identifier.citationMorgan, JM. Liker, JK (2006) The Toyota Product Development System. New York: Productivity Press.
dc.identifier.citationNiven, P (2008). Balanced scorecard Step-By-Step: Maximizing Performance and Maintaining Results, Second Edition. New York: John Wiley & Sons, Inc.
dc.identifier.citationNonaka, I. (2000). La empresa creadora de conocimiento. Harvard Business Review. Gestión del conocimiento. Ediciones Deusto S.A. Bilbao, España.
dc.identifier.citationOhno, T. (1988). Toyota Production system: Beyond large-scale production. New York: Press, Productivity.
dc.identifier.citationPadilla, L (2010). LEAN MANUFACTURING MANUFACTURA ESBELTA/ÁGIL. Facultad de Ingeniería, Revista Ingeniería primero, Ed. No 15 pp 64-69
dc.identifier.citationPaton, D. (1996). Training disaster workers: promoting wellbeing and operational effectiveness. Disaster Prevention and Management, Vol 5, pp 11-18.
dc.identifier.citationPeters, T. Waterman, R. (1983). En busca de la excelencia. Lecciones de las empresas mejor gestionadas de Estados Unidos. Editores Folio, Madrid, España
dc.identifier.citationPorter, M (1996). What is Strategy? Harvard Business Review. Reprint 96608
dc.identifier.citationPrajogo, D. Sohal, A. (2004). The Sustainability and Evolution of Quality improvement Programmes: An Australian case of study. Total Quality Management and Business Excellence, 15(2), pp. 205-220.
dc.identifier.citationProductivity Press Development Group (1996). Quick changeover for operations: The SMED System. Kraus Productivity Organization, Ltd.
dc.identifier.citationReefke, H. Trocchi, M. (2013). Balanced scorecard for sustainable supply chains in auto parts production. International Journal of Productivity and Performance Management, Vol.62(8), p.805-826.
dc.identifier.citationReo, D. Quintano, N. Otero, R (2000). Balanced IT Scorecard Calidad de la estrategia Vs. Ejecución de la estrategia. European Software Institute. Parque Tecnológico de Zamudio.
dc.identifier.citationRivera, L (2005). Justificación conceptual de un modelo de implementación de Lean Manufacturing. Revista Heurística 15 pp 91-106. Universidad ICESI, Departamento de Ingeniería Industrial.
dc.identifier.citationSalah, S. Rahim, A. Carretero, J. (2010). The integration of Six Sigma and lean management. International Journal of Lean Six Sigma, Vol.1(3), p.249-274
dc.identifier.citationSenge, P. (1993). La quinta disciplina, el arte y la práctica de la organización abierta al aprendizaje. Ediciones Granica. Barcelona, España.
dc.identifier.citationShah,R. Ward, P (2003). Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management, Volume 21, Issue 2, pp 129-149
dc.identifier.citationSkinner,W (1996). The productivity paradox. Production and Operation Management, Volume 5, Issue 1, pp 3-14.
dc.identifier.citationTamayo, D. Sarmiento, M. (2015). ANDON System indicators in a textile factory. International Journal of Operations & Production Management, Vol.23(10), p.1260-1278
dc.identifier.citationVilleta, M. Rubio, E. Valencia, J. (2012). Integrating the continuous improvement of measurement systems into the statistical quality control of manufacturing processes: A novel link. CIRP Annals - Manufacturing Technology, Vol.61(1), pp.507-510.
dc.identifier.citationVoss, C. (2003). The Managerial Challenges of Integrated Manufacturing. International Journal of Operations & Production Management, Vol. 9 Iss: 5, pp.33 – 38.
dc.identifier.citationWerner, M. Xu, F. (2012). Executing Strategy with the Balanced Scorecard. International Journal of Financial Research, Vol 3, Iss 1.
dc.identifier.citationWomack, J. Jones, D. (1996). Lean Thinking, Simon and Schuster, New York, NY
dc.identifier.citationWomack, J. Jones, D. (2003). Lean Thinking: Banish Waste and create Wealth in your Corporation. New York: Free Press.
dc.identifier.citationXiaobing, L. Xuewen, H. Li, H. (2013). Production Management Modelling of Ship Repair Process Based on MAS. Information Technology Journal, Vol 12, Iss 3, Pp 498-501.
dc.identifier.citationYue-Wan, T. (2009). Manual for operation analysis and improvement. National Cheng Kung University. Disponible en: ecc.iim.ncku.edu.tw.
dc.identifier.urihttp://hdl.handle.net/10818/22669
dc.description77 Páginas incluye diagramas.
dc.description.abstractEn una compañía colombiana de productos para consumo masivo se plantea un cambio en la estrategia organizacional. Este cambio lleva a la empresa a pasar de ser una Compañía manufacturera a ser una Compañía comercial, lo que obliga a la planta de producción a subordinarse a las necesidades de las Unidades Estratégicas de Negocio. En este trabajo, se propone un esquema de operación para la planta, alineándose con la estrategia corporativa, a través de un análisis comparativo de diferentes conceptos de producción y mejoramiento continuo.es_CO
dc.language.isospaes_CO
dc.publisherUniversidad de La Sabana
dc.sourceUniversidad de La Sabana
dc.sourceIntellectum Repositorio Universidad de La Sabana
dc.subjectPlanificación empresarial -- Colombia
dc.subjectPlanificación estratégica -- Colombia
dc.subjectAdministración de fábricas -- Colombia
dc.titlePrograma de excelencia operativa en una fábrica de productos de aseo para uso domésticoes_CO
dc.typemasterThesis
dc.publisher.programMaestría en Gerencia de Operacioneses_CO
dc.publisher.departmentEscuela Internacional de Ciencias Económicas y Administrativases_CO
dc.identifier.local261695
dc.identifier.localTE08086
dc.type.localTesis de maestría
dc.type.hasVersionpublishedVersion
dc.rights.accessRightsopenAccesses_CO
dc.creator.degreeMagíster en Gerencia de Operaciones


Ficheros en el ítem

Thumbnail

Este ítem aparece en la(s) siguiente(s) colección(ones)

Mostrar el registro sencillo del ítem