O termo Indústria 4.0 tornou-se, nos últimos anos, frequente nas discussões relativas à indústria. Sua origem é o programa alemão Industrie 4.0, que buscou fortalecer a competitividade do parque industrial do país aplicando novas tecnologias da informação e comunicação, à manufatura. Iniciativas semelhantes também foram criadas em outros países, como a americana Industrial Internet ofThings. No Brasil, o Banco Nacional de Desenvolvimento Econômico e Social (BNDES) e a Empresa Brasileira de Pesquisa e Inovação Industrial (EMBRAPII) conduzem programas de incentivo à pesquisa, sob o nome de Manufatura Avançada. Conceitos como cadeias de suprimentos integradas e Cyber-PhysicalProduction Systems (CPPS), aliados a aplicações de tecnologias como Internet ofThings e inteligência artificial, são comuns a todas essas iniciativas, com expectativas de grandes ganhos em flexibilidade da produção, em qualidade e em eficiência. A relação entre adoção tecnológica e impactos em negócio, porém, é apontada como indireta e complexa, pelos pesquisadores de gestão de sistemas de informação e gestão de operações. A literatura da gestão de operações aponta que, para o esperado impacto em desempenho, as tecnologias adotadas devem estar alinhadas com as prioridades competitivas e com o modelo de produção da companhia. Dessa forma, não são viáveis recomendações genéricas de adoção de sistemas que não levem em conta o segmento de atuação e o mercado atendido pela empresa. Outro fator importante é a aplicação de tecnologias que tenham surgido fora do ambiente industrial e não sejam familiares às equipes de tecnologia desse ambiente. Artefatos tecnológicos, quanto utilizados em diferentes contextos, apresentam capacidades diferentes. Da sociologia da tecnologia, o termo affordance determina a possibilidade de ação de um agente quando em contato com um determinado objeto. Uma ferramenta tecnológica pode permitir a seu usuário uma gama de diferentes ações, dependentes de seus objetivos e conhecimentos. Uma régua de cálculo, por exemplo, permite a realização de uma série de operações matemáticas a um utilizador que conheça seus mecanismos, mas tem pouca utilidade a usuários sem conhecimentos prévios sobre seu funcionamento. No contexto da manufatura avançada, a percepção dos affordances das novas tecnologias, para modelar suas aplicações, exigirá novos conhecimentos, hoje detidos por diferentes equipes da companhia. Com base nas teorias de affordances e de estratégia de operações este trabalho utilizou um framework como ponto inicial para a realização de estudos de caso, em cinco projetos, em três empresas brasileiras de grande porte. Para que o impacto de diferentes estratégias de manufatura nas tecnologias adotadas pudesse ser estudado, foram selecionadas empresas de segmentos distintos, representativos do parque brasileiro: açúcar e álcool, montagem de eletrônicos e bebidas. A disponibilidade de amplo conhecimento tecnológico se mostrou uma preocupação central dos gestores que buscam a implantação de projetos de Manufatura Avançada; sua ausência é muitas vezes vista como uma barreira para a adoção de recursos como sistemas com inteligência artificial. Nos casos estudados, alguns dos projetos só foram viabilizados com a formação de equipes muldisciplinares, capazes de lidar com combinações inovadoras de tecnologias de sistemas de informação e automação industrial ou agrícola. Esse resultado é condizente com a teoria de affordances que posiciona o conhecimento do usuário como central para a percepção das oportunidades de adoção de novas tecnologias. deaffordances. Empresas com diferentes prioridades estratégicas decidiram pela adoção de sistemas com diferentes características, demostrando que a Manufatura Avançada não pode ser vista como um conjunto único e rígido de abordagens. Projetos em atividades com maior pressão por redução de custos apresentaram grande ênfase na integração vertical, ao passo que a procura por maior flexibilidade leva à busca de recursos para integração horizontal. Novas tecnologias se mostraram capazes, ou demonstraram possuir affordances, não só para habilitar novas funcionalidades, mas para proporcionar recursos a custos expressivamente menores que suas predecessoras. Foram observados exemplos onde tecnologias de menor custo permitiram a expansão de projetos implantados parcialmente no passado ou, ainda, a implantação de projetos em áreas com características que os tornavam anteriormente financeiramente inviáveis. Em razão desses resultados, o framework proposto sofreu revisão passando a incluir a adoção de novas tecnologias por questões relacionadas a custo e à formação de equipes muldisciplinares. Esse novo framework é apresentado como a contribuição final deste trabalho, que se espera possa servir der base para futuras investigações sobre o tema. / Industry 4.0 has become a very common term in recent discussions about the industry. It was originated in the Industrie 4.0 German program, which aims to strengthen their national industrial park competitiveness using new information and communication technologies to the manufacturing. Similar initiatives were created in different countries, such as the American Industrial Internet of Things. The Banco Nacional de Desenvolvimento Econômico e Social (BNDES) andtheEmpresa Brasileira de Pesquisa e Inovação Industrial (EMBRAPII) are conducting in Braziltechnologyresearch incentive program, withthenameManufatura Avançada (Smart Manufacturing). In all these initiatives, concepts like integrated supply chains and Cyber-Physical Production Systems (CPPS), can be found with the same expectations of great improvements in productions flexibility, quality, and efficiency. The information systems management and operations management researchers say that the relationship between technology adoption and business impacts indirect and complex. The operations management literature shows that the adopted technologies have to be aligned with the competitive priorities and the company production model to generate the expected impact. Thereby generic system adoption recommendations are not possible, only taking account the company segment and its attended market. The application of technologies that have emerged outside the industrial environment and are not familiar with the technology teams of that environment is another important factor. If the utilization context of the technological artifact changes, their capabilities became different. The term affordance, in the technology sociology, is an agent action possibility when in when in contact with a given object. A technological tool can allow its users a range of different actions, depending on their goals and knowledge. A slide rule, for example, allows a series of mathematical operations to be performed by a user who knows their mechanisms, but has little use for users without prior knowledge of their operation. In the ManufaturaAvançada context, the technologies affordance perception, that shapes their applications, will require new knowledge, present in different departments today. Based on the affordance and operations strategy theories, this work applies a framework as a starting point for case studies conduction in five projects in three large Brazilian companies. In order to study the impact of different manufacturing strategies on technology adoption, were selected companies from different market segments that represent well the Brazilian industry: sugar and ethanol, electronics assembly, and beverages. The availability of extensive technological knowledge has been proven to be a central concern of managers seeking the implementation of Advanced Manufacturing projects. Its absence is often seen as a barrier to the adoption of features such as artificial intelligence systems. In the studied cases, some of the projects were only made possible by the formation of multidisciplinary teams capable of dealing with innovative combinations of information systems technologies and industrial or agricultural automation. This result is consistent with the theory of affordances where the user knowledge is central to the perception of the opportunities of adoption of new technologies. Companies with different strategic priorities decided to adopt systems with different characteristics, demonstrating that ManufaturaAvançadacan not be seen as a single and rigid set of approaches. Projects, in high pressure for cost reduction activities, have a great emphasis on vertical integration, while searching for greater flexibility leads to horizontal integration. New technologies have proved capable, or demonstrated to have affordances, not only to enable new features, but to provide features at significantly lower costs than their predecessors. Examples were observed where lower cost technologies allowed the expansion of partially implemented projects or the implementation of projects in areas with characteristics that made them previously financially infeasible Due to these results, the proposed framework underwent revision, including the adoption of new technologies due to costs and the formation of multidisciplinary teams. This new framework is presented as the final contribution of this work, which is expected to serve as the basis for future research on the subject.

Submitted by Mariana Dornelles Vargas (marianadv) on 2015-05-08T12:46:51Z No. of bitstreams: 1 avaliacao_alinhamento.pdf: 1742935 bytes, checksum: fb817485b5e49caee10c1125c26fa477 (MD5) / Made available in DSpace on 2015-05-08T12:46:51Z (GMT). No. of bitstreams: 1 avaliacao_alinhamento.pdf: 1742935 bytes, checksum: fb817485b5e49caee10c1125c26fa477 (MD5) Previous issue date: 2010-12-06 / Nenhuma / Esta pesquisa tem como objetivo propor e testar um método de avaliação do alinhamento entre os critérios competitivos e as práticas de Autonomação, utilizando como base fundamentos teóricos e empíricos. Para criação de uma situação heurística e aplicação do método proposto, foi realizado um estudo de caso em uma empresa de manufatura de equipamentos eletrônicos de alta tecnologia. Apoiado por uma revisão teórica envolvendo os conceitos de Autonomação, seu impacto sobre o sistema produtivo e a interação com a competitividade no nível da empresa, compreende-se os construtos que representam a aplicação da Autonomação. Por meio de um grupo focado são identificados os elementos que influenciam cada construto no processo produtivo pesquisado. Os indicadores encontrados foram ponderados e mensurados, permitindo a identificação e quantificação de lacunas. São analisados e discutidos sob o ponto de vista da Engenharia de Produção os resultados obtidos, propondo plano de ações e implicações para melhorias no processo avaliado. Esta dissertação contribui com a construção e desenvolvimento de um modelo que representa as relações entre construtos, os critérios competitivos, e fatores da aplicação da Autonomação. Considera-se que o método apresentado aproxima as abordagens operacionais com as definições estratégicas, evitando iniciativas isoladas e ineficientes da manufatura. Assim, pode ser visto como uma ferramenta gerencial, podendo ser útil como apoio ao cumprimento de uma estratégia de produção pré-estabelecida. / This research aims at proposing and testing a method for the assessment of the alignment between competitive criteria and Autonomation practices, using theoretical and empirical basis. In order to create a heuristic situation and to apply the proposed method, a case study was conducted at a company that manufactures high-tech electronic equipment. The comprehension of the constructs that represent the application of Autonomation is supported by the theoretical review of concepts involving Autonomation, its impact on the production system and the interaction with the competitiveness at the enterprise?s level. The elements that influence each construct in the production process are identified through a focus group. The indicators found were weighed and measured, allowing the identification and quantification of gaps. The results are analyzed and discussed from the viewpoint of Industrial Engineering, proposing a plan of actions and implications for the improvement of the assessed process. This thesis contributes to the construction and development of a model representing the relationships among constructs, competitive criteria, and factors of the application of Autonomation. It is considered that the proposed method approximates the operational approaches to strategic settings, avoiding isolated and inefficient initiatives in manufacturing. Thus, it can be seen as a managerial tool, which can be useful for supporting the achievement of a pre-established manufacturing strategy.

Submitted by Maicon Juliano Schmidt (maicons) on 2015-07-10T18:27:28Z No. of bitstreams: 1 Rosnaldo Inacio da Silva.pdf: 3934635 bytes, checksum: 2fd4d0ccf37b5fd3b227cd20c2fc40ec (MD5) / Made available in DSpace on 2015-07-10T18:27:28Z (GMT). No. of bitstreams: 1 Rosnaldo Inacio da Silva.pdf: 3934635 bytes, checksum: 2fd4d0ccf37b5fd3b227cd20c2fc40ec (MD5) Previous issue date: 2013-01-31 / Nenhuma / Esta pesquisa tem como objetivo identificar quais as dimensões competitivas que sustentam a operação de empresas inseridas no Clúster Calçadista do Vale do Sinos (empresas de insumos, montadoras e montadoras/varejistas), com atuação no mercado nacional e também com experiência na atividade exportadora, trazendo à luz as dimensões competitivas que sustentam a operação deste grupo e visando à busca de vantagens em seus respectivos mercados de atuação diante de seus concorrentes. O método proposto para a pesquisa é o estudo de caso múltiplo em empresas fabricantes de calçados, insumos e matérias-primas. Apoiado por uma revisão teórica, envolvendo o debate em torno de conceitos sobre estratégia de operações, estrutura e infraestrutura de produção, estratégias em arranjos produtivos do tipo clúster e das dimensões competitivas nas empresas, compreendem-se as dimensões competitivas que, combinadas, são responsáveis pela construção de estratégias em firmas de manufatura. Por meio de entrevistas são identificadas quais as dimensões competitivas e sua relevância na construção da estratégia das empresas analisadas, servindo de base para a compreensão da estratégia predominante no grupo de empresas consideradas, o que permite análises comparativas com o desempenho do clúster, por meio de triangulação com entidades do setor. As estratégias encontradas são classificadas, permitindo identificação de lacunas. A discussão, sob o ponto de vista da Engenharia de Produção, analisa o ajuste entre as estratégias de marketing e as estratégias de produção destas empresas, permitindo a identificação de lacunas. Os resultados obtidos propõem ações para melhoria dos aspectos relativos ao aumento da competitividade das empresas e do próprio clúster calçadista pesquisado. Desta forma, a pesquisa pode ser vista como uma ferramenta gerencial, útil como apoio à tomada de decisão nas relações com a estratégia corporativa e de clúster. / This research aims to identify the competitive dimensions that underpin the operation of footwear cluster companies inserted in the Vale do Sinos (inputs companies, assembling and manufacturers/retailers), with operations in the domestic market and also has experience in exporting activity, to identify the competitive dimensions that underpin the operation of this studied group of companies, aiming and seeking competitive advantage in their respective markets before their competitors. The proposed method of research is a case study in multiple shoe manufacturers, inputs and raw materials companies. Backed by a theoreticion.al review involving the debate around concepts of operations strategy, structure and infrastructure production strategies in productive arrangements of the type and cluster size in the competitive business we understand the competitive dimensions that together are responsible for building strategies in manufacturing companies. Through interviews are identified which competitive dimensions and their relevance in the construction of the strategy of the analyzed companies, as a basis for understanding the dominant strategy in companies, which allows comparative analysis with the performance of the cluster, through triangulation with sector entities. The strategies found are classified, allowing identification of gaps. The issue from the standpoint of Production Engineering analyzes the fit between the marketing strategies and production strategies of these companies, allowing the identification of gaps. The results suggest actions to improve aspects of the competitiveness of enterprises and the cluster itself footwear searched. Thus, research can be seen as a management tool, useful as supporting decision making in relationships with corporate strategy and cluster.

O plano de revitalização da construção naval brasileira e a demanda explosiva criada pelas descobertas das enormes jazidas de petróleo abaixo da camada de sal motivaram pelo menos 20 anúncios de novos estaleiros no país. Nesse contexto e colimada com o desafio de erguer uma indústria competitiva, esse trabalho visa contribuir com uma maior racionalidade nas decisões associadas à estratégia de produção para estaleiros brasileiros. O objetivo da pesquisa é desenvolver um modelo de formulação dessa estratégia e reunir o conhecimento crítico sobre cada uma das 18 áreas de decisão apontadas no modelo. O processo de formulação de estratégia desenvolvido segue uma ordem sistemática de identificação do status quo, definição do futuro que se deseja perseguir, identificação de ações necessárias, escolha da melhor solução e implementação. O conteúdo da estratégia consiste no detalhamento das áreas de decisão, que a teoria mostrou estarem organizadas em cinco grupos: Planta e equipamentos; Planejamento e Controle da Produção; Gestão dos Recursos Humanos; Desenvolvimento Tecnológico; e Aspectos Organizacionais. Ao final, as principais recomendações tecidas para um novo estaleiro brasileiro foram: utilizar produção automatizada até a submontagem, realizar a edificação com megablocos, implementar uma logística interna aprimorada e o sincronismo na produção; realizar o planejamento com software que otimiza a carga de trabalho nas oficinas; controle total da produção; atribuir maior autonomia às equipes com poder de decisão sobre problemas no chão de fábrica; engenharia deve ter foco em padronizar processos e buscar o aumento da eficiência dos recursos; garantir a transmissão da estratégia de produção para os gerentes e operários (caminho crítico, prazos). / The revitalization of the Brazilian shipbuilding industry, further reinforced with the discovery of enormous oil reserves in the subsalt layer, motivated at least 20 projects for new shipyards to be deployed in the upcoming years. In this context, and in line with the proposition of developing a competitive industry, this work aims to contribute with a greater rationality in the decisions associated with the Brazilian shipyards production strategy. The objective of this research is to build up a model to formulate this strategy and bring together the critical knowledge on each of the 18 decision areas pointed out by the model. The process for formulating the strategy follows a systematical order of identifying the status quo, determining the future that should be sought, identifying the necessary actions, selecting the best solution, and implementing it. The content of the strategy consists in the detailing of the decision areas, which theory illustrated to belong to one of five groups: Plant and equipment, Production Planning and Control; Human resource management; Technological development and Organizational issues. Main recommendations to a new shipyard in Brazil were: use of automation in the manufacturing of panels up to the subassembly, erection of the ship with megablocks, enhanced internal logistics and synchronism of the production; use of software that optimizes the work flow in the shops during the planning process; total control of production; assignment of greater autonomy to teams with decision power over problems at the shop floor; focusing of the engineering department on standardizing processes and striving for increased efficiency of assets and labor; assurance that the transmission of production strategy to managers and employees (critical paths, deadlines).

<p>Investments in offshore manufacturing have in a historical perspective been taken as a series of separate decisions with a strong focus on cost reduction. This kind of cost is typically narrowed to the cost of purchase or manufacture. The total supply chain costs are hardly ever considered. Investments need to be reviewed within the context of a company´s total market and manufacturing requirements. This will prevent unwanted issues such as extended lead times, greater buffer stocks and excess capacity, uncoordinated strategic responses, conflicts and the failure to be profitable.</p><p>Alfdex, which is a joint venture owned by Alfa Laval and Haldex, provide the global truck and diesel engine market with its products and is for the moment market leader. The future demand will however exceed their current capacity within five years. To avoid that any decision will be made ad hoc this project will identify some essential factors that are significant for a future expansion of production. This will thereafter be adapted for Alfdex situation to recommend where they should expand their future production based on an objective perspective.</p><p>In this project seven markets will be reviewed; North America, Europe, South America, Russia, China, India, and Asia. The manufacturing footprint refers to where a company geographically locates its production. It is based on a long-term perspective and required reasonable strategic thinking and analysis.</p><p>Four essential factors have been identified which will determine Alfdex manufacturing footprint recommendations; the current situation; the market development and capacity need; the issue of costs; global and local conditions and differences together with the supply chain. In addition a scenario matrix and analysis matrix have been developed to support the analysis.</p><p>This work has shown that the most feasible solution, based on what is known today, is to make an onsite expansion in Landskrona, Sweden. By keeping the production in Sweden Alfdex will meet the most qualifications identified in the manufacturing footprint. Additionally a sales person and technical support are required in North America as well as allocating resources to monitor the Chinese market.</p><p>In this version of the report customers’ and suppliers’ names as well as some figures have been concealed. In some cases the information has been replaced by an <strong>X</strong> and in others it has been completely removed.</p>

This dissertation is initiated from an increased awareness within industry of the importance of services in general and of after-sales services in particular. The scope of this research is to analyse how the specific characteristics of after-sales services affect a company’s manufacturing strategy, which in effect should become an operations strategy not only considering the manufacturing of goods. Considering the after-sales service as a product, consisting of both good and service characteristics, the objective of this dissertation is to develop conceptual models for an improved long-term management of operations where production of both new goods and after-sales services are competing for the same or similar resources. Specifically, the structural decision categories of a manufacturing strategy, process technology, capacity, facilities, and vertical integration, are adapted to include the demands of after-sales service products. The research result is an extension of the existing manufacturing strategy framework, which is transformed towards a more general operations strategy framework capable of providing managerial guidance for a larger set of products than just pure goods. Tools are developed for analysing what processes would be suitable for the after-sales services, and whether the after-sales processes should be merged with, or separated from, the new goods process. An extended long term service capacity framework is also introduced, looking specifically at the needs of after-sales service operations. Through seven case studies as well as a survey of 45 Italian providers of both manufactured goods and services, the after-sales supply chain is mapped and classified with respect to vertical integration and facilities.

This dissertation addresses the topic of manufacturing strategy, especially the manufacturing capabilities and operational performance of manufacturing plants. Manufacturing strategy research aims at providing a structured decision making approach to improve the economics of manufacturing and to make companies more competitive. The overall objective of this thesis is to investigate how manufacturing companies make use of different manufacturing practices or bundles of manufacturing practices to develop certain sets of capabilities, with the ultimate goal of supporting the market requirements. The thesis aims to increase the understanding of the role of operations management and its immediate impact on manufacturing performance. Following the overall research objective three areas are identified to be of particular interest; to investigate (i) the relationship among different dimensions of operational performance, (ii) the way different performance dimensions are affected by manufacturing practices or bundles of manufacturing practices, (iii) whether there are contingencies that may help explain the relationships between dimensions of manufacturing capabilities or the effects of manufacturing practices or bundles of manufacturing practices on operational performance. The empirical elements in this thesis use data from the High Performance Manufacturing (HPM) project. The HPM project is an international study of manufacturing plants involving seven countries and three industries. The research contributes to several insights to the research area of manufacturing strategy and to practitioners in manufacturing operations. The thesis develops measurements for and tests the effects of several manufacturing practices on operational performance. The results are aimed at providing guidance for decision making in manufacturing companies. The most prominent implication for researchers is the manifestation of the customer order decoupling point as an important contingency variable to consider when studying manufacturing operations.

Investments in offshore manufacturing have in a historical perspective been taken as a series of separate decisions with a strong focus on cost reduction. This kind of cost is typically narrowed to the cost of purchase or manufacture. The total supply chain costs are hardly ever considered. Investments need to be reviewed within the context of a company´s total market and manufacturing requirements. This will prevent unwanted issues such as extended lead times, greater buffer stocks and excess capacity, uncoordinated strategic responses, conflicts and the failure to be profitable. Alfdex, which is a joint venture owned by Alfa Laval and Haldex, provide the global truck and diesel engine market with its products and is for the moment market leader. The future demand will however exceed their current capacity within five years. To avoid that any decision will be made ad hoc this project will identify some essential factors that are significant for a future expansion of production. This will thereafter be adapted for Alfdex situation to recommend where they should expand their future production based on an objective perspective. In this project seven markets will be reviewed; North America, Europe, South America, Russia, China, India, and Asia. The manufacturing footprint refers to where a company geographically locates its production. It is based on a long-term perspective and required reasonable strategic thinking and analysis. Four essential factors have been identified which will determine Alfdex manufacturing footprint recommendations; the current situation; the market development and capacity need; the issue of costs; global and local conditions and differences together with the supply chain. In addition a scenario matrix and analysis matrix have been developed to support the analysis. This work has shown that the most feasible solution, based on what is known today, is to make an onsite expansion in Landskrona, Sweden. By keeping the production in Sweden Alfdex will meet the most qualifications identified in the manufacturing footprint. Additionally a sales person and technical support are required in North America as well as allocating resources to monitor the Chinese market. In this version of the report customers’ and suppliers’ names as well as some figures have been concealed. In some cases the information has been replaced by an X and in others it has been completely removed.

The wood products industry is important to Sweden's prosperity, and is currently facing several challenges by increased global competition. To avoid the gradual decline of the industry’s contribution to the country’s revenues and employment opportunities, the Swedish wood products industry needs to increase the proportion of the raw material that is refined. New and efficient manufacturing technologies are essential to support this development. The implementation of automation in manufacturing needs to be supported by conscious and well-defined strategies. However, currently, there is a lack of knowledge regarding automation decisions in this industry. Therefore, the purpose of this thesis is to increase knowledge regarding which aspects should be taken into account when automation decisions are considered in the wood products industry. Three research questions are addressed: (1) What is the current state of manufacturing operations in the wood products industry? (2) What are the potential opportunities for automation in the wood products industry? And (3) What challenges can arise from automation in the wood products industry? The results presented in this thesis are based on four research papers. The first paper provides an overview of the current state of manufacturing operations in the wood products industry. The second paper examined the impact of the raw material on manufacturing operations in the wood products industry. The third paper assessed how the levels of automation in manufacturing impact operational performance. The fourth paper examined automation opportunities and challenges to gain a better understanding of the reasoning behind automation decisions in the industry. In general, it is concluded that automation decisions in the wood products industry tend to be based on “gut feeling” and previous experience with automation rather than well-defined decisions and strategies. This is due to inadequate knowledge and familiarity with automation technologies in manufacturing. Furthermore, the findings showed that different aspects of manufacturing interact and impact each other. For this reason, it is essential to take into account other aspects of manufacturing when considering automation decisions. / ProWOOD

Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T13:28:30Z No. of bitstreams: 1 Final paper_v9_revised.docx: 347831 bytes, checksum: 7615d182c08a36c0c2d0a4b02b5cdaf9 (MD5) / Rejected by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br), reason: Prezado Fernando, Seu trabalho foi rejeitado conforme conversamos. Att, on 2014-03-18T14:32:07Z (GMT) / Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T15:04:49Z No. of bitstreams: 1 Final paper_v9_revised.pdf: 522958 bytes, checksum: 7c6da9306d3d96df4d50a63e67bf9ba9 (MD5) / Rejected by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br), reason: Prezado Fernando, O Resumo é apos o ABSTRACT, primeiro é a lingua que o trabalho foi feito e depois coloca-se o resumo em Português. Att Pamela Tonsa - 3799 - 7852 on 2014-03-18T15:16:53Z (GMT) / Submitted by Fernando Picasso (fernando_picasso@hotmail.com) on 2014-03-18T15:22:21Z No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) / Approved for entry into archive by PAMELA BELTRAN TONSA (pamela.tonsa@fgv.br) on 2014-03-18T16:29:06Z (GMT) No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) / Made available in DSpace on 2014-03-18T16:34:08Z (GMT). No. of bitstreams: 1 Final paper_v9_revised.pdf: 522724 bytes, checksum: e8230704fbeada7084ef4eeb1b03a6af (MD5) Previous issue date: 2014-02-19 / Manufacturing strategy has been widely studied and it is increasingly gaining attention. It has a fundamental role that is to translate the business strategy to the operations by developing the capabilities that are needed by the company in order to accomplish the desired performance. More precisely, manufacturing strategy comprises the decisions that managers take during a certain period of time in order to achieve a desire result. These decisions are related to which operational practices and resources are implemented. Our goal was to identify the relationship between these two decisions with operational performance. We based our arguments on the resource-based view for identifying sources of competitive advantage. Hence, we argued that operational practices and resources affect positively the operational performances. Additionally, we proposed that in the presence of some resources the implementation of operational practices would lead to a greater performance. We used previous scales for measuring operational practices and performance, and developed new constructs for resources. The data used is part of the High Performance Manufacturing project and the sample is composed by 291 plants. Through confirmatory factor analysis and multiple regressions we found that operational practices to a certain extant are positively related to operational performance. More specifically, the results show that JIT and customer orientation practices have a positive relationship with quality, delivery, flexibility, and cost performances. Moreover, we found that resources like technology and people explain a great variance of operational performance.