Browsing by Author "Santos, Gilberto"
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- Assessment of the Impact of Lean Tools on the Safety of the Shoemaking IndustryPublication . Sá, José Carlos; Soares, Leonardo; Dinis-Carvalho, José; Silva, Francisco; Santos, GilbertoBoth the Lean philosophy and occupational safety and health have been widely studied, although this has usually been carried out independently. However, the correlation between Lean and occupational safety and health in the industrial context is still underexplored. Indeed, Lean tools can be applied to ensure the best safety environment for workers in each kind of manufacturing process, and this deserves to be studied. The study described here aims to understand the influence of each of a set of four Lean tools used in an industrial context with a strong manual labor component, seeking to determine the influence of each of these Lean tools on the increase in safety obtained through their application. For this purpose, four Lean tools that are quite commonly applied are selected, taking into account previously presented work that pointed to the positive influence of the application of each of these tools on worker safety: total productive maintenance system, Gemba walk, visual management and Yokoten. This study aims to apply these Lean tools and to analyze their impact on productivity, and then, on the safety of a company selected as a target in order to validate the concept. For this purpose, a new tool is created. In the first instance, the tool analyzes the current state of the productive process and the safety level through the study of the risk levels detected in the plant. In terms of productivity results, a reduction between 7% and 12% in cycle time is achieved in four areas of the plant. The feedback from employees showed increased satisfaction with the processes’ simplification. To conclude, a 50% reduction in the number of work accidents per month is observed as a result of the implementation of Lean tools. The influence of the selected Lean tools on increasing both productivity and safety is clear, and our results prove the selection of tools to be largely adequate.
- B Corp versus ISO 9001 and 14001 certifications: Aligned, or alternative paths, towards sustainable development?Publication . Fonseca, Luís; Silva, Vitor; Sá, José Carlos; Lima, Vanda; Santos, Gilberto; Silva, RuiCorporate social responsibility (CSR) emerged to deliver sustainable economic, environmental, and social value to organization's extended stakeholders and society in general. This study investigates the similarities, differences, and relationships between B Corp, ISO 9001, and ISO 14001 certifications and is supported by a mixed research methodology and a sample of 701 B Corp companies certified between January 2020 and March 2021. The results indicate that ISO 14001 and ISO 9001 certified B Corp companies have statistically higher scores for the Environment dimension but are inconclusive, or even contradictory, for the other BIA (B Impact Assessment) dimensions. Differences in size, activity sector and geographical location are discussed. It is shown that both B Corp, ISO 9001 and 14001 certified companies, guided by different missions and business models, contribute, at different levels, towards CSR and sustainable development goals.
- B Corp versus ISO 9001 and 14001 certifications: Aligned, or alternative paths, towards sustainable development?Publication . Fonseca, Luís; Silva, Vitor; Sá, José Carlos; Lima, Vanda; Santos, Gilberto; Silva, RuiCorporate social responsibility (CSR) emerged to deliver sustainable economic, environmental, and social value to organization's extended stakeholders and society in general. This study investigates the similarities, differences, and relationships between B Corp, ISO 9001, and ISO 14001 certifications and is supported by a mixed research methodology and a sample of 701 B Corp companies certified between January 2020 and March 2021. The results indicate that ISO 14001 and ISO 9001 certified B Corp companies have statistically higher scores for the Environment dimension but are inconclusive, or even contradictory, for the other BIA (B Impact Assessment) dimensions. Differences in size, activity sector and geographical location are discussed. It is shown that both B Corp, ISO 9001 and 14001 certified companies, guided by different missions and business models, contribute, at different levels, towards CSR and sustainable development goals.
- B Impact Assessment as a Sustainable Tool: Analysis of the Certification ModelPublication . Silva, Vítor; Lima, Vanda; Sá, José Carlos; Fonseca, Luís; Santos, GilbertoCurrently, certification is an essential tool for a company’s sustainability and a seal of trust for the stakeholders. The B Corporation (B Corp) certification system is in line with the leading indicators of sustainable development and social responsibility published by the general assembly of the United Nations, namely: environment, community, workers, customers, and governance. Nevertheless, it is essential that academic research should empirically assess the B Corp model’s reliability for its validation and legitimization. In this study, we address the results of the B Impact Assessment of 2262 companies certified by B Corp from the beginning of 2017 to March 2021. The main objective is to analyze the B Impact Assessment, verifying the robustness and consistency of the model to measure and improve the economic, social, and environmental impact of companies. We analyzed the construct’s validity through a confirmatory factorial analysis using AMOS statistical software. The results allowed us to identify some weaknesses and limitations of the B Impact Assessment. This certification system reflects an unadjusted model where the main assessment indicators have problems with regard to the measurement scale. The governance and customer indicators are the most vulnerable. The findings also allow us to state that there are apparently no minimum values established for each of the parameters evaluated, which may cause imbalances in the sustainable development process of B Corp companies. This research contributes to enhancing B Impact Assessment as a sustainability tool, highlighting areas for improvement concerning the indicators’ measurement scales and the assessment process, including the monitoring of evaluators.
- B Impact Assessment as a Sustainable Tool: Analysis of the Certification ModelPublication . Silva, Vítor; Lima, Vanda; Sá, José Carlos; Fonseca, Luís; Santos, GilbertoCurrently, certification is an essential tool for a company’s sustainability and a seal of trust for the stakeholders. The B Corporation (B Corp) certification system is in line with the leading indicators of sustainable development and social responsibility published by the general assembly of the United Nations, namely: environment, community, workers, customers, and governance. Nevertheless, it is essential that academic research should empirically assess the B Corp model’s reliability for its validation and legitimization. In this study, we address the results of the B Impact Assessment of 2262 companies certified by B Corp from the beginning of 2017 to March 2021. The main objective is to analyze the B Impact Assessment, verifying the robustness and consistency of the model to measure and improve the economic, social, and environmental impact of companies. We analyzed the construct’s validity through a confirmatory factorial analysis using AMOS statistical software. The results allowed us to identify some weaknesses and limitations of the B Impact Assessment. This certification system reflects an unadjusted model where the main assessment indicators have problems with regard to the measurement scale. The governance and customer indicators are the most vulnerable. The findings also allow us to state that there are apparently no minimum values established for each of the parameters evaluated, which may cause imbalances in the sustainable development process of B Corp companies. This research contributes to enhancing B Impact Assessment as a sustainability tool, highlighting areas for improvement concerning the indicators’ measurement scales and the assessment process, including the monitoring of evaluators.
- Combining lean and green practices to achieve a superior performance: The contribution for a sustainable development and competitiveness—An empirical study on the Portuguese contextPublication . Teixeira, Pedro; Coelho, Arnaldo; Fontoura, Pedro; Sá, José Carlos; Silva, Francisco J. G.; Santos, Gilberto; Pinto Ferreira, LuísThis research assesses the lean and green (LG) practices' impact on the competitive advantage (CA) of organizations, through sustainable performance, considering lean maturity as the moderator. A structured questionnaire was used to collect data from a cross-sectional sample of 261 companies operating in Portugal. Hypotheses are tested through structural equation modeling and multigroup analysis to examine the lean maturity moderating role. Results demonstrate a positive impact of LG practices on sustainable development and that their three dimensions of CA, with lean maturity boosting most relationships. This research highlights the impact of LG practices on organization's competitiveness and helps them underpin the importance these practices when comes to enhance their sustainable performance and their CA with help of environmental policy and also stakeholder engagement. Future studies should address these relationships upon a specific dimension, namely the correlation between environmental performance and CA, as it was not dealt in this study.
- A Comparison of the Application of the SMED Methodology in Two Different Cutting LinesPublication . Silva, Alexandre; Sá, José Carlos; Santos, Gilberto; Silva, Francisco J. G.; Pinto Ferreira, Luís; Pereira, Maria Teresa RibeiroPurpose: This study was carried out in a cork company and its purpose was to observe and analyze the practices and methods used during the tools/series change moments and to propose improvements and alternatives to these same procedures so that the time needed to carry out the setup is reduced by 15% in both lines. Methodology/Approach:The methodology included the following phases: 1st - historical data collection and setup video recording, 2nd - footage analysis and conduction of informal interviews with employees, 3rd - flow, Gantt, and spaghetti charts creation and making of an action plan based on the waste and improvement opportunities identified in video analysis, 4th - validation with the line workers of the new operating mode created with the Single Minute Exchange of Dies (SMED) tool and communication to the Maintenance department about their role in this project, 5th - making and placement of plasticized cards on the cutting lines to ensure that new operating mode is followed and carrying out the actions identified in the action plan. Findings: Throughout this project using observations, video recording and its subsequent analysis, as well as interviews to the workers operating in the line, it was found the existence of several actions carried out by them during the setups which did not add value to the product, lack of adequate tools for the work to be performed and lack of work tools in general Research Limitation/implication: The study was limited by the lines and products under study and by the duration of the curricular internship, which was about five months. Originality/Value of paper: The article demonstrates the added value in terms of product quality and production output rate that SMED methodology can bring to companies that adopt the lean philosophy and in particular this continuous improvement tool.
- A Comparison of the Application of the SMED Methodology in Two Different Cutting LinesPublication . Silva, Alexandre; Sá, José Carlos; Santos, Gilberto; Silva, Francisco J. G.; Pinto Ferreira, Luís; Pereira, Maria Teresa RibeiroPurpose: This study was carried out in a cork company and its purpose was to observe and analyze the practices and methods used during the tools/series change moments and to propose improvements and alternatives to these same procedures so that the time needed to carry out the setup is reduced by 15% in both lines. Methodology/Approach:The methodology included the following phases: 1st - historical data collection and setup video recording, 2nd - footage analysis and conduction of informal interviews with employees, 3rd - flow, Gantt, and spaghetti charts creation and making of an action plan based on the waste and improvement opportunities identified in video analysis, 4th - validation with the line workers of the new operating mode created with the Single Minute Exchange of Dies (SMED) tool and communication to the Maintenance department about their role in this project, 5th - making and placement of plasticized cards on the cutting lines to ensure that new operating mode is followed and carrying out the actions identified in the action plan. Findings: Throughout this project using observations, video recording and its subsequent analysis, as well as interviews to the workers operating in the line, it was found the existence of several actions carried out by them during the setups which did not add value to the product, lack of adequate tools for the work to be performed and lack of work tools in general Research Limitation/implication: The study was limited by the lines and products under study and by the duration of the curricular internship, which was about five months. Originality/Value of paper: The article demonstrates the added value in terms of product quality and production output rate that SMED methodology can bring to companies that adopt the lean philosophy and in particular this continuous improvement tool.
- Development of a conceptual model integrating management systems and the Shingo Model towards operational excellencePublication . Carvalho, Mariana; Sá, José Carlos; Marques, Pedro Alexandre; Santos, Gilberto; Pereira, António MárioTo remain competitive in the marketplace, organizations are seeking the adoption of management models and tools that will allow them to find better and more effective practices to reinvent themselves, and continuously improve their business processes and product’s quality in a sustainable way, hence pursuing the ultimate goal of reaching enterprise excellence. The purpose of this paper is to present a conceptual model that relates the requirements of the ISO Management System Standards with the dimensions and guiding principles of the Shingo Model for Operational Excellence. The proposed approach allows an organization with and existing management system based on one or more ISO Management System Standards to adopt and perform an assessment tool to evaluate its level of maturity regarding the adoption of the best practices and behaviours prescribed by the Shingo Model, which is a novelty contribution of this research. The validation of the proposed assessment tool took place in a Portuguese organization from the automotive sector, having comprised two moments: in the first one, an external assessor performed a set of behavioural observations that acted as a base to assign a score, while in the second moment such score was internally obtained through a survey that was filled by the organization’s employees. The results reveal that these two methods converge to similar conclusions, hence confirming that the proposed model has the potential to enable an organization to assess the maturity level of its management system regarding the adoption of the guiding principles of the Shingo Model for Operational Excellence. A limitation of this research is that the model was only validated in a single company.
- Development of a conceptual model integrating management systems and the Shingo Model towards operational excellencePublication . Carvalho, Mariana; Sá, José Carlos; Marques, Pedro Alexandre; Santos, Gilberto; Pereira, António MárioTo remain competitive in the marketplace, organizations are seeking the adoption of management models and tools that will allow them to find better and more effective practices to reinvent themselves, and continuously improve their business processes and product’s quality in a sustainable way, hence pursuing the ultimate goal of reaching enterprise excellence. The purpose of this paper is to present a conceptual model that relates the requirements of the ISO Management System Standards with the dimensions and guiding principles of the Shingo Model for Operational Excellence. The proposed approach allows an organization with and existing management system based on one or more ISO Management System Standards to adopt and perform an assessment tool to evaluate its level of maturity regarding the adoption of the best practices and behaviours prescribed by the Shingo Model, which is a novelty contribution of this research. The validation of the proposed assessment tool took place in a Portuguese organization from the automotive sector, having comprised two moments: in the first one, an external assessor performed a set of behavioural observations that acted as a base to assign a score, while in the second moment such score was internally obtained through a survey that was filled by the organization’s employees. The results reveal that these two methods converge to similar conclusions, hence confirming that the proposed model has the potential to enable an organization to assess the maturity level of its management system regarding the adoption of the guiding principles of the Shingo Model for Operational Excellence. A limitation of this research is that the model was only validated in a single company.
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