Replication and comparative analysis of instrument of manufacturing capabilities in a different context: the Brazilian case

Calderaro, Douglas Rhoden; Lacerda, Daniel Pacheco; Teixeira, Rafael; Soares, Priscila Ferraz; Piran, Fabio Sartori

doi:10.1590/1806-9649-2021v28e5810

Douglas Rhoden Calderaro

Universidade do Vale do Rio dos Sinos – UNISINOS, São Leopoldo, RS, Brasil. E-mail: douglasrhodencalderaro@outlook.com

https://orcid.org/0000-0003-4817-2998

Daniel Pacheco Lacerda

Universidade do Vale do Rio dos Sinos – UNISINOS, Programa de Pós-graduação em Engenharia de Produção e Sistemas, Grupo de Pesquisa em Modelagem para Aprendizagem – GMAP, São Leopoldo, RS, Brasil.

https://orcid.org/0000-0002-8011-3376

Rafael Teixeira

College of Charleston, School of Business, Department of Supply Chain and Information Management, Charleston, SC, United States of America.

https://orcid.org/0000-0002-7643-6084

Priscila Ferraz Soares

Instituto de Tecnologia em Imunobiológicos – Bio-Manguinhos, Programa de Pós-graduação em Tecnologia de Imunobiológicos, Rio de Janeiro, RJ, Brasil.

Fabio Sartori Piran

Universidade do Vale do Rio dos Sinos – UNISINOS, São Leopoldo, RS, Brasil. E-mail: douglasrhodencalderaro@outlook.com

1. Hayes et al. (1988)Hayes, R. H., Wheelwright, S. C., & Clark, K. B. (1988). Dynamic manufacturing (1st ed.). New York: Free Press.	2. Skinner (1969)Skinner, W. (1969). Manufacturing--missing link in corporate strategy. Harvard Business Review, 47(3), 136-145. http://dx.doi.org/10.1016/S0267-3649(00)88914-1. http://dx.doi.org/10.1016/S0267-3649(00)...	3. Miltenburg (2005)Miltenburg, J. (2005). Manufacturing strategy: how to formulate and implement a winning plan (2. ed.). New York: Productivity Press.	4. Slack & Lewis (2008)Slack, N., & Lewis, M. (2008). Operations strategy (2. ed.). New Jersey: Prentice Hall.
1. Capacity	1. Plant and equipment	1. Human resource	1. Capacity
2. Facilities	2. Product design engineering	2. Organization structure	2. Process technologies
3. Process technologies	3. Labor and staffing	3. Sourcing	3. Supply network
4. Vertical integration/vendors	4. Production planning and control	4. Production planning and control	4. Organization and development
5. Human resources	5. Organization and management	5. Process technologies
6. Quality		6. Facilities
7. Production planning/materials control
8. New product development
9. Performance measurement and reward
10. Organization/systems

Item	Description	Concept
A1	Capacity	Awareness on the capacity and changes thereof in relation to the demand, for companies should have an installed capacity greater than that required to meet the extra demand at certain times. Such availability may attract new customers or increase market share, resulting in competitive advantage.
A2	Facilities	Smaller companies tend to opt for generic facilities, thereby reducing costs and maximizing flexibility. However, larger companies tend to have more specific facilities in order to obtain a competitive advantage in a given market in addition to reducing their production costs.
A3	Process technologies	Companies should develop and research new technologies to improve current and future products. This will also help the company to remain competitive. This is due to the fast-technological changes taking place in today manufacturing. With the increasing development of organizations, they should invest in key technologies for manufacturing, resulting in unique advantages provided by this capability.
A4	Vertical integration/vendors	One way to obtain a strategic market advantage is vertical integration (downstream and upstream). The company will decrease its dependence on and insecurity of external resources.
A5	Human resources	Larger companies tend to consider their employees as resources capable of solving problems; organizations develop their capabilities. However, smaller companies consider their employees as problems and constraints. However, the employees of a company should be considered as a source of information and ideas for the improvement of the production system, encouraging them to give suggestions.
A6	Quality	Aims to improve product performance by eliminating problems, thus keeping the product reliable and meeting customer expectations. It should be also continuously developed to increase customer satisfaction.
A7	Production planning/materials control	Synchronized planning is found in larger companies. In smaller companies, there are fast changes usually to accommodate an uncertain demand. It should also involve different sectors of the company, such as marketing, production, purchasing, production control, among others.
A8	New product development	Most large companies tend to have a greater integration between sectors, which results in a faster launch of new products in the market. This integration between departments is also used in the development of new products.
A9	Performance measurement and reward	Organizations seek to equally focus on performance and individual contribution. However, with the company's increasing size, it tends to focus more on the performance as a whole.
A10	Organization/systems	Larger organizations need to integrate sectors and coordinate activities between departments. This helps them to produce products more easily because, as mentioned earlier, they have facilities focused on gaining a competitive advantage in a given market.

		Manufacturing decision areas in the view of Hayes et al. (1988)Hayes, R. H., Wheelwright, S. C., & Clark, K. B. (1988). Dynamic manufacturing (1st ed.). New York: Free Press.
		Capacity (A1)	Facilities (A2)	Process technologies (A3)	Vertical integration/ vendors (A4)	Human resources (A5)	Quality (A6)	Production planning/ materials control (A7)	New product development (A8)	Performance measurement and reward (A9)	Organization/systems (A10)
Manufacturing decision areas in the view of four authors	Skinner (1969)Skinner, W. (1969). Manufacturing--missing link in corporate strategy. Harvard Business Review, 47(3), 136-145. http://dx.doi.org/10.1016/S0267-3649(00)88914-1. http://dx.doi.org/10.1016/S0267-3649(00)...	Plant and equipment (A1, A2, A4)	Plant and equipment (A1, A2, A4)	Product design engineering (A3, A8)	Plant and equipment (A1, A2, A4)	Labor and staffing (A5)	Production planning and control (A6, A7)	Production planning and control (A6, A7)	Product design engineering (A3, A8)	Organization and management (A9, A10)	Organization and management (A9, A10)
	Miltenburg (2005)Miltenburg, J. (2005). Manufacturing strategy: how to formulate and implement a winning plan (2. ed.). New York: Productivity Press.	Facilities (A1, A2)	Facilities (A1, A2)	Process technologies (A3, A6)	Sourcing (A4)	Human resource (A5)	Process technologies (A3, A6)	Production planning and control (A7, A8)	Production planning and control (A7, A8)	Organization structure (A9, A10)	Organization structure (A9, A10)
	Slack & Lewis (2008)Slack, N., & Lewis, M. (2008). Operations strategy (2. ed.). New Jersey: Prentice Hall.	Capacity (A1, A2)	Capacity (A1, A2)	Process technologies (A3)	Supply network (A4)	Organization and development (A5 - A10)	Organization and development (A5 - A10)	Organization and development (A5 - A10)	Organization and development (A5 - A10)	Organization and development (A5 - A10)	Organization and development (A5 - A10)

Authors	Objective	How	Contribution	Justification	Limitations
Lekurwale et al. (2015)Lekurwale, R. R., Akarte, M. M., & Raut, D. N. (2015). Framework to evaluate manufacturing capability using analytical hierarchy process. International Journal of Advanced Manufacturing Technology, 76(1-4), 565-576. http://dx.doi.org/10.1007/s00170-014-6284-7. http://dx.doi.org/10.1007/s00170-014-628...	Evaluate manufacturing capabilities based on a multi-criteria decision tool.	Tool based on analytical hierarchy process (AHP).	Evaluate capabilities and indicate which decision areas should be improved, in addition to increasing the competitiveness and the efficiency of the industry.	Structural or infrastructural decisions directly affect production capability. This is extremely important to obtain information on global production capacity and how much each decision affects a capability. These factors directly affect competitiveness in the market.	It is necessary to validate the model for different manufacturing systems. This enables the identification of ideal characteristics for each system.
Jain et al. (2014)Jain, B., Adil, G. K., & Ananthakumar, U. (2014). Development of questionnaire to assess manufacturing capability along different decision areas. International Journal of Advanced Manufacturing Technology, 71(9–12), 2091-2105. http://dx.doi.org/10.1007/s00170-013-5589-2. http://dx.doi.org/10.1007/s00170-013-558...	Tool to evaluate manufacturing capabilities.	Tool based on a questionnaire containing 25 questions.	Evaluate manufacturing capabilities and identify the strengths and weaknesses of the organization resulting in improvements in areas related to capabilities.	At certain times, it is not the financial superiority of the product, among other reasons, which results in a better performance in the market. But a higher capability provides lasting competitive benefits to an organization, in addition to not being easily duplicated.	According to the authors, this study was conducted for the first time. It is necessary to replicate it with a larger sample and population.
Al-Refaie (2012)AL-REFAIE, A. (2012). Evaluating measurement and process capabilities using tabular algorithm procedure with three quality measures. Transactions of the Institute of Measurement and Control, v. 34(5), 604–614.	Evaluate the capabilities of a measuring system and manufacturing process simultaneously.	Tool based on tabular algorithm.	Provide information to determine which activities should be improved.	Increased attention to the evaluation of manufacturing capabilities.	Future works should make a direct comparison between tabular algorithm and analysis of variance (ANOVA).
Mousavi et al. (2007)Mousavi, A., Bahmanyar, M. R., Sarhadi, M., & Rashidinejad, M. (2007). A technique for advanced manufacturing systems capability evaluation and comparison (ACEC). International Journal of Advanced Manufacturing Technology, 31(9-10), 1044-1048. http://dx.doi.org/10.1007/s00170-005-0268-6. http://dx.doi.org/10.1007/s00170-005-026...	Evaluation of the capabilities of a manufacturing system.	Tool based on analytical hierarchy process (AHP) and fuzzy relations.	Generate a capabilities index to enable a comparison of companies competing in a same area.	This index will allow the comparison of capabilities between industries or generate a ranking of systems, services or technologies.	Future research should identify specific factors for each capability. It is also necessary to perform a sensitivity analysis to relate the impacts of changes in capabilities to these factors.
Hum & Leow (1996)Hum, S.-H., & Leow, L.-H. (1996). Strategic manufacturing effectiveness: an empirical study based on the Hayes-Wheelwright framework. International Journal of Operations & Production Management, 16(4), 4-18. http://dx.doi.org/10.1108/01443579610114040. http://dx.doi.org/10.1108/01443579610114...	Tool for manufacturing system audits.	Tool based on a survey based on the framework of Hayes-Wheelwright (HW).	Evaluate the system under study in addition to allowing the creation of a benchmark.	Through audits, generate advantages over competitors. This is because it is possible to perform specific comparisons using the benchmark of operations in addition to providing a better analysis of the company's strategy.	Future studies may expand this tool to meet specific applications (customize).

	Company	Sample size	Sample characteristics	Reason for choosing the company	Reason for choosing the interviewees
Pre-test 1	Manufacturer of elevators	5 participants	Analysts and industry leaders; Area of activity: Production, Quality.	It facilitated the follow-up of the questionnaire in person. The best alternative according to Malhotra (2012)Malhotra, N. K. (2012). Pesquisa de marketing: uma orientação aplicada (6. ed.). Porto Alegre: Bookman..	As for the analysts, due to the prospect of promotion or the fact of acting as reference or leadership in the sector in question. The management/leadership position includes the pre-tests and the target audiences of the questionnaire. All involved are graduated or are taking courses in engineering or management, both related to production and mechanics.
Pre-test 2	Manufacturer of elevators	5 participants	Analysts and industry leaders; Area of operation: Quality, Maintenance, Engineering, Costs and Processes.
Pre-test 2	Manufacturer of machines for cellulose area and metal structures	5 participants	Analysts, leaders and coordinators; Area of activity: Production, Quality, Processes, Engineering.

	All Respondents	Industry Managers
Company sector	Public administration, defense and social security (2); Agribusiness (2); Business (1); Building construction (4); Aircraft industry (1); Automotive industry (6); Rubber industry (2); Wood industry (1); Machinery and equipment industry (18); Industry of electrical, electronic, communications (3); Paper and cellulose industry (1); Oil/gas industry (1); Plastic industry (1); Transport industry (except for naval and automotive) (9); Footwear/clothing/fabrics industry (4); Mechanical industry (6); Basic metallurgical industry (6); Chemical industry (2); Textile Industry (1); Financial branch (1); Health (1); Telephone communication services (1); Educational services (3); Utilities services (1); Services rendered to the community (1); Transport - wide and long loads (2)	Automotive industry (5); Rubber industry (2); Machinery and equipment industry (13); Industry of electrical, electronic, communications (1); Oil/gas industry (1); Plastic products industry (1); Transport industry (except for naval and automotive) (9); Footwear/clothing/fabrics industry (4); Mechanical industry (4); Basic metallurgical industry (4); Chemical industry (2); Textile Industry (1)
Revenue	up to R$ 360,000.00 (4); above R$ 360,000.00 up to R$ 3,600,000.00 (13); above R$ 3,600,000.00 up to R$ 16,000.00.00 (14); above R$ 16,000,000.00 up to R$ 90,000,000.00 (26); above R$ 90,000,000.00 (24)	Up to R$ 360,000.00 (3); above R$ 360,000.00 to R$ 3,600,000.00 (8); above R$ 3,600,000.00 up to R$ 16,000.00.00 (7); above R$ 16,000,000.00 up to R$ 90,000,000.00 (19); above R$ 90,000,000.00 (10)
Number of employees	up to 19 employees (8); from 20 to 99 employees (13); from 100 to 499 employees (33); from 500 employees to 999 employees (3); from 1,000 employees to 4,999 employees (19); from 5,000 employees to 9,999 employees (2); more than 10,000 employees (3)	Up to 19 employees (6); from 20 to 99 employees (5); from 100 to 499 employees (25); from 500 employees to 999 employees (0); from 1,000 employees to 4,999 employees (9); from 5,000 employees to 9,999 employees (1); more than 10,000 employees (1)
Production system used	Batch shop (9); Job shop (23); Flow shop (23); Continuous shop (16); Line shop (10)	Batch shop (5); Job shop (14); Flow shop (14); Ccontinuous shop (6); Line shop (8)
Department	Administrative (16); Purchasing (7); Engineering (12); Expedition (1); Financial (1); Maintenance (4); Production Planning and Control (9); Process (10); Production (10); Programming (3); Quality (4); Receiving (1); Human Resources (0); Information Technology (3)	Administrative (9); Purchasing (4); Engineering (5); Expedition (1); Maintenance (3); Production Planning and Control (6); Processes (5); Production (8); Programming (2); Quality (3); Receiving (1)
Position	Leader (8); Supervisor (14); Coordinator (16); Manager (11); Director (9); President (0); Other (23)	Leader (7); Supervisor (10); Coordinator (13); Manager (10); Director (7); President (0); Other (0)
State	Rio Grande do Sul - RS (78); Santa Catarina - SC (1); São Paulo - SP (2)	Rio Grande do Sul - RS (45); Santa Catarina - SC (1); São Paulo - SP (1)

Authors	Manufacturing decision areas	Questions included in each manufacturing decision areas	Cronbach's alpha obtained in this research - All Respondents	Cronbach's alpha obtained by Jain et al. (2014)Jain, B., Adil, G. K., & Ananthakumar, U. (2014). Development of questionnaire to assess manufacturing capability along different decision areas. International Journal of Advanced Manufacturing Technology, 71(9–12), 2091-2105. http://dx.doi.org/10.1007/s00170-013-5589-2. http://dx.doi.org/10.1007/s00170-013-558...	Cronbach's alpha obtained in this research - Industry Managers
1. Hayes et al. (1988)Hayes, R. H., Wheelwright, S. C., & Clark, K. B. (1988). Dynamic manufacturing (1st ed.). New York: Free Press.	1. Capacity	1-3	0.565 ^C	0.538 ^C	0.436 ^B
	2. Facilities	4-5	0.206 ^A	0.513 ^C	0.513 ^C
	3. Process technologies	6-7	0.417 ^B	0.259 ^A	0.447 ^B
	4. Vertical integration/vendors	8-11	0.169 ^A	0.495 ^B	0.068 ^A
	5. Human resources	12-16	0.858 ^F	0.739 ^E	0.852 ^F
	6. Quality	17-18	0.757 ^E	0.861 ^F	0.856 ^F
	7. Production planning/materials control	19-20	0.773 ^E	0.830 ^F	0.720 ^E
	8. New product development	21-22	0.747 ^E	0.565 ^C	0.754 ^E
	9. Performance measurement and reward	23	*	*	*
	10. Organization/systems	24-25	0.760 ^E	0.584 ^C	0.651 ^D
2. Skinner (1969)Skinner, W. (1969). Manufacturing--missing link in corporate strategy. Harvard Business Review, 47(3), 136-145. http://dx.doi.org/10.1016/S0267-3649(00)88914-1. http://dx.doi.org/10.1016/S0267-3649(00)...	1. Plant and equipment	1-5 e 8-11	0.374 ^A	0.718 ^E	0.372 ^A
	2. Product design engineering	6-7 e 21-22	0.619 ^D	0.608 ^D	0.592 ^C
	3. Labor and staffing	12-16	0.858 ^F	0.739 ^E	0.852 ^F
	4. Production planning and control	17-20	0.797 ^E	0.862 ^F	0.820 ^F
	5. Organization and management	23-25	0.816 ^F	0.697 ^D	0.749 ^E
3. Miltenburg (2005)Miltenburg, J. (2005). Manufacturing strategy: how to formulate and implement a winning plan (2. ed.). New York: Productivity Press.	1. Human resource	12-16	0.858 ^F	0.739 ^E	0.852 ^F
	2. Organization structure	23-25	0.816 ^F	0.697 ^D	0.749 ^E
	3. Sourcing	8-11	0.169 ^A	0.495 ^B	0.068 ^A
	4. Production planning and control	19-22	0.831 ^F	0.742 ^E	0.832 ^F
	5. Process technologies	6-7 e 17-18	0.684 ^D	0.723 ^E	0.685 ^D
	6. Facilities	1-5	0.135 ^A	0.618 ^D	0.325 ^A
4. Slack & Lewis (2008)Slack, N., & Lewis, M. (2008). Operations strategy (2. ed.). New Jersey: Prentice Hall.	1. Capacity	1-5	0.135 ^A	0.618 ^D	0.325 ^A
	2. Process technologies	6-7	0.417 ^B	0.259 ^A	0.447 ^B
	3. Supply network	8-11	0.169 ^A	0.495 ^B	0.068 ^A
	4. Organization and development	12-25	0.927 ^G	0.894 ^F	0.925 ^G

Authors	Manufacturing decision areas	Questions included in each manufacturing decision areas	Multiple regression analysis (R²) obtained in this research - All Respondents	Multiple regression analysis obtained by Jain et al. (2014)Jain, B., Adil, G. K., & Ananthakumar, U. (2014). Development of questionnaire to assess manufacturing capability along different decision areas. International Journal of Advanced Manufacturing Technology, 71(9–12), 2091-2105. http://dx.doi.org/10.1007/s00170-013-5589-2. http://dx.doi.org/10.1007/s00170-013-558...	Multiple regression analysis (R²) obtained in this research - Industry Managers
1. Hayes et al. (1988)Hayes, R. H., Wheelwright, S. C., & Clark, K. B. (1988). Dynamic manufacturing (1st ed.). New York: Free Press.	1. Capacity	1-3	0.371	0.768	0.303
	2. Facilities	4-5
	3. Process technologies	6-7
	4. Vertical integration/vendors	8-11
	5. Human resources	12-16
	6. Quality	17-18
	7. Production planning/materials control	19-20
	8. New product development	21-22
	9. Performance measurement and reward	23
	10. Organization/systems	24-25
2. Skinner (1969)Skinner, W. (1969). Manufacturing--missing link in corporate strategy. Harvard Business Review, 47(3), 136-145. http://dx.doi.org/10.1016/S0267-3649(00)88914-1. http://dx.doi.org/10.1016/S0267-3649(00)...	1. Plant and equipment	1-5 e 8-11	0.361	0.683	0.296
	2. Product design engineering	6-7 e 21-22
	3. Labor and staffing	12-16
	4. Production planning and control	17-20
	5. Organization and management	23-25
3. Miltenburg (2005)Miltenburg, J. (2005). Manufacturing strategy: how to formulate and implement a winning plan (2. ed.). New York: Productivity Press.	1. Human resource	12-16	0.351	0.719	0.282
	2. Organization structure	23-25
	3. Sourcing	8-11
	4. Production planning and control	19-22
	5. Process technologies	6-7 e 17-18
	6. Facilities	1-5
4. Slack & Lewis (2008)Slack, N., & Lewis, M. (2008). Operations strategy (2. ed.). New Jersey: Prentice Hall.	1. Capacity	1-5	0.354	0.704	0.277
	2. Process technologies	6-7
	3. Supply network	8-11
	4. Organization and development	12-25

Manufacturing decision area according with:					Component/Factor
Hayes et al. (1988)Hayes, R. H., Wheelwright, S. C., & Clark, K. B. (1988). Dynamic manufacturing (1st ed.). New York: Free Press.	Skinner (1969)Skinner, W. (1969). Manufacturing--missing link in corporate strategy. Harvard Business Review, 47(3), 136-145. http://dx.doi.org/10.1016/S0267-3649(00)88914-1. http://dx.doi.org/10.1016/S0267-3649(00)...	Miltenburg (2005)Miltenburg, J. (2005). Manufacturing strategy: how to formulate and implement a winning plan (2. ed.). New York: Productivity Press.	Slack & Lewis (2008)Slack, N., & Lewis, M. (2008). Operations strategy (2. ed.). New Jersey: Prentice Hall.	Question	1	2	3	4
Human resources	Labor and staffing	Human resources	Organization and development	Q13	0.843
Human resources	Labor and staffing	Human resources	Organization and development	Q16	0.816
Human resources	Labor and staffing	Human resources	Organization and development	Q12	0.772
Performance measurement and reward	Organization and management	Organization structure	Organization and development	Q23	0.701
Organization/systems	Organization and management	Organization structure	Organization and development	Q25	0.685
Human resources	Labor and staffing	Human resources	Organization and development	Q15	0.662
Capacity	Plant and equipment	Facilities	Capacity	Q3		0.785
Capacity	Plant and equipment	Facilities	Capacity	Q2		0.768
Vertical integration/vendors	Plant and equipment	Sourcing	Supply network	Q9T			0.771
Facilities	Plant and equipment	Facilities	Capacity	Q4T			0.696
Facilities	Plant and equipment	Facilities	Capacity	Q5T			0.611
New product development	Product design engineering	Production planning and control	Organization and development	Q22				0.844
Process technologies	Product design engineering	Process technologies	Process technologies	Q7				0.489

Brasil

Brasil

Replication and comparative analysis of instrument of manufacturing capabilities in a different context: the Brazilian case

Replicação e análise comparativa de instrumento de capabilities da manufatura em um contexto diferente: contexto brasileiro

Abstract: