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Impact of the Planning from the Kanban System on the Company’s Operating Benefits

Author

Listed:
  • María Mojarro-Magaña

    (Faculty of Engineering of Ensenada, Universidad Autónoma de Baja California, Ensenada 22860, Mexico)

  • Jesús Everardo Olguín-Tiznado

    (Faculty of Engineering of Ensenada, Universidad Autónoma de Baja California, Ensenada 22860, Mexico)

  • Jorge Luis García-Alcaraz

    (Department Industrial Engineering and Manufacturing, Universidad Autónoma de Ciudad Juárez, Juárez 32310, Mexico)

  • Claudia Camargo-Wilson

    (Faculty of Engineering of Ensenada, Universidad Autónoma de Baja California, Ensenada 22860, Mexico)

  • Juan Andrés López-Barreras

    (School of Chemical Sciences and Engineering, Universidad Autónoma de Baja California, Tijuana 22390, Mexico)

  • Rubén Jesús Pérez-López

    (Faculty of Engineering of Ensenada, Universidad Autónoma de Baja California, Ensenada 22860, Mexico)

Abstract

This article reports a model regarding the structural equations of the impact of the planning phase and the benefits acquired in the implementation of the kanban system. It begins with a literature review of the activities of the planning phase, based on which a questionnaire was developed and applied in manufacturing companies in the state of Baja California, in the municipalities of Ensenada, Tijuana, Tecate, and Mexicali. The responses were obtained from 118 questionnaires and were validated by the Cronbach’s alpha index for internal validity and the R-squared index for predictive validity. A model of the structural equations of the planning phase was developed and validated through three latent variables, namely, human resources, preliminary analysis, and kanban integration, which correspond to 22 activities and one variable that integrate 11 operational benefits. The model shows six hypotheses to verify the causal relationships between these variables. Partial least-squares algorithms are used to validate the hypothesis, and the results indicate that the preliminary analysis is the basis for the success of the implementation of the kanban in the planning stage, through the application of activities, such as 5’s, value stream mapping (VSM), material handling, flow diagram, and visual aids with a sustainable approach, according to the efficient flow of materials and minimum downtime.

Suggested Citation

  • María Mojarro-Magaña & Jesús Everardo Olguín-Tiznado & Jorge Luis García-Alcaraz & Claudia Camargo-Wilson & Juan Andrés López-Barreras & Rubén Jesús Pérez-López, 2018. "Impact of the Planning from the Kanban System on the Company’s Operating Benefits," Sustainability, MDPI, vol. 10(7), pages 1-24, July.
    • Handle: RePEc:gam:jsusta:v:10:y:2018:i:7:p:2506-:d:158487
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    References listed on IDEAS

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    Cited by:

    1. Kleber F. Barcia & Lizzi Garcia-Castro & Jorge Abad-Moran, 2022. "Lean Six Sigma Impact Analysis on Sustainability Using Partial Least Squares Structural Equation Modeling (PLS-SEM): A Literature Review," Sustainability, MDPI, vol. 14(5), pages 1-26, March.
    2. Miriam Pekarcikova & Peter Trebuna & Marek Kliment & Michal Dic, 2021. "Solution of Bottlenecks in the Logistics Flow by Applying the Kanban Module in the Tecnomatix Plant Simulation Software," Sustainability, MDPI, vol. 13(14), pages 1-21, July.

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