<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>1794-4449</journal-id>
<journal-title><![CDATA[Revista Lasallista de Investigación]]></journal-title>
<abbrev-journal-title><![CDATA[Rev. Lasallista Investig.]]></abbrev-journal-title>
<issn>1794-4449</issn>
<publisher>
<publisher-name><![CDATA[Corporación Universitaria Lasallista]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S1794-44492019000100115</article-id>
<article-id pub-id-type="doi">10.22507/rli.v16n1a6</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[Herramientas de manufactura esbelta que inciden en la productividad de una organización: modelo conceptual propuesto]]></article-title>
<article-title xml:lang="en"><![CDATA[Lean manufacturing tools that influence an organization's productivity: conceptual model proposed]]></article-title>
<article-title xml:lang="pt"><![CDATA[Ferramentas de manufatura enxuta que impactam a produtividade de uma organizacáo: modelo conceitual proposto]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Favela-Herrera]]></surname>
<given-names><![CDATA[Marie Karen Issamar]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Escobedo-Portillo]]></surname>
<given-names><![CDATA[María Teresa]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Romero-López]]></surname>
<given-names><![CDATA[Roberto]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Hernández-Gómez]]></surname>
<given-names><![CDATA[Jesús Andrés]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidad Autónoma de Ciudad Juárez Departamento de Seguridad y Políticas Públicas e Ingeniería Industrial y Manufactura ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Universidad Autónoma de Ciudad Juárez Departamento de Ingeniería Industrial y Manufactura ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<aff id="Af3">
<institution><![CDATA[,Universidad Autónoma de Ciudad Juárez Departamento de Ingeniería Industrial y Manufactura ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<aff id="Af4">
<institution><![CDATA[,Universidad Autónoma de Ciudad Juárez Departamento de Ingeniería Industrial y Manufactura ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>06</month>
<year>2019</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>06</month>
<year>2019</year>
</pub-date>
<volume>16</volume>
<numero>1</numero>
<fpage>115</fpage>
<lpage>133</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_arttext&amp;pid=S1794-44492019000100115&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_abstract&amp;pid=S1794-44492019000100115&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_pdf&amp;pid=S1794-44492019000100115&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen  Introducción. Actualmente las empresas industriales enfrentan el desafío de identificar e implantar nuevas técnicas organizacionales y de producción que les permitan competir en un mercado global. Así, el modelo de fabricación esbelta se ha convertido en una alternativa para elevar la productividad y desarrollar competencias de manufactura que incidan en su competitividad. Sin embargo, se desconoce el efecto que aporta cada una de las herramientas de manufactura esbelta al logro de la productividad.  Objetivo. Proponer un modelo conceptual que identifique el peso relativo que aporta la implantación de cada una de las herramientas de manufactura esbelta a la productividad. Materiales y métodos. El modelo conceptual parte de una revisión de literatura, donde para ello, se sigue una secuencia ordenada y metodológica para garantizar que el desarrollo de este artículo tenga relevancia en la ciencia y su aplicación.  Resultados. En esta investigación las herramientas de manufactura esbelta que más indicen en la productividad de las empresas son: 5S, mantenimiento productivo total, el justo a tiempo (JIT), Kaizen, Kanban, cambio rápido de modelo (SMED) y el mapeo del flujo de valor (VSM) con un peso de 15, 14, 13, 12, 9, 9 y 7 % respectivamente. Además, los indicadores que mejor miden la productividad son los relacionados con la eficiencia, la efectividad y los factores internos.  Conclusiones. La principal contribución de este artículo es la propuesta de un modelo conceptual sustentado en evidencia teórica que identifica las herramientas de manufactura esbelta más utilizadas para incidir en la productividad de una organización.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract  Introduction. Currently, industrial companies face the challenge of identifying and implementing new organizational and production techniques that allow them to compete in a global market. Thus, the lean manufacturing model has become an alternative to increase productivity and develop manufacturing skills that affect their competitiveness. However, the effect of each of the lean manufacturing tools on achieving productivity is unknown.  Objective. Propose a conceptual model that identifies the relative weight in productivity provided by the implementation of each of the lean manufacturing tools.  Materials and methods. The conceptual model is based on a literature review where an orderly and methodological sequence is followed to ensure that the development of this article has relevance in science and its application.  Results. According to this research, the lean manufacturing tools that most influence the productivity of companies are: 5 s; Total Productive Maintenance; Just in Time (JIT); Kaizen; Kanban; Rapid Model Change (SMED); and Value Stream Mapping (VSM), with a weight of 15, 14, 13, 12, 9, 9 and 7% respectively. In addition, it was found that the indicators that best measure productivity are those related to efficiency, effectiveness and internal factors. Conclusions. The main contribution of this article is the proposal of a conceptual model supported by theoretical evidence that identifies the most used lean tools to influence the productivity of an organization.]]></p></abstract>
<abstract abstract-type="short" xml:lang="pt"><p><![CDATA[Resumo:  Introdução. Atualmente as empresas industriais enfrentam o desafio de identificar e introduzir novas técnicas organizacionais e de produção que lhes permitam concorrer num mercado global. Assim, o modelo de fabricação enxuta tem se tornado em uma alternativa para aumentar a produtividade e desenvolver concorrências de manufaturas que indicam na sua competitividade. No entanto, se desconhece o efeito que contribui a cada uma das ferramentas de manufatura enxuta à obtenção da produtividade.  Objetivo. Propor um modelo conceitual que identifique o peso relativo que contribua a implantação de cada uma das ferramentas de Manufatura Enxuta à produtividade.  Materiais e métodos. O modelo conceitual inicia parte de uma revisão de literatura, onde para isso, segue-se uma sequência ordenada e metodológica para garantir que o desenvolvimento deste artigo tenha relevância na ciência e sua aplicação.  Resultados. Nesta pesquisa as ferramentas de manufatura enxuta que mais indiquem na produtividade das empresas são: 5S, Manutenção produtiva total, o Justo ao tempo (JIT), Kaizen, Kanban, mudança rápida de modelo (SMED) e o Mapeamento do fluxo de valor (VSM) com um peso de 15, 14, 13, 12, 9, 9 e 7 % respetivamente. Além, os indicadores que melhor medem a produtividade são os relacionados com a eficácia, a eficiência e os fatores internos.  Conclusões. A principal contribuição deste artigo é a proposta de um modelo conceitual sustentado em evidencia teórica que identifica as ferramentas de manufatura enxuta mais utilizadas para incidir na produtividade de uma organização.]]></p></abstract>
<kwd-group>
<kwd lng="es"><![CDATA[productividad]]></kwd>
<kwd lng="es"><![CDATA[manufactura esbelta]]></kwd>
<kwd lng="es"><![CDATA[modelo conceptual]]></kwd>
<kwd lng="en"><![CDATA[productivity]]></kwd>
<kwd lng="en"><![CDATA[lean manufacturing tools]]></kwd>
<kwd lng="en"><![CDATA[conceptual model]]></kwd>
<kwd lng="pt"><![CDATA[produtividade]]></kwd>
<kwd lng="pt"><![CDATA[manufatura enxuta]]></kwd>
<kwd lng="pt"><![CDATA[modelo conceitual]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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