This paper proposes a structural equation model to assess the effects of some risk factors in the supply chain performance. The model includes demand, suppliers and processes as risk factors of a case study in Ciudad Juarez, Chihuahua, México. The model, assessed following a structural equation modeling methodology (using AMOS 16.0), indicated that the demand (considered as an independent factor) has a direct positive relationship with suppliers, politics, and manufacturing factors. As a consequence the suppliers have an effect on the flexibility factor. The flexibility has a direct positive relationship with the customer service factor. The results also indicate that the infrastructure factor does not have any relationship with the others assessed factors. The study has important implications for researches and practitioners in the manufacturing sector. It allows evaluating risk activities that have negative effects on the performance of supply chain in manufacturing exports companies in México

Total quality management (TQM) is a lean manufacturing tool that focuses on ensuring the production of goods that meet design specifications and give customer satisfaction, both attractive benefits highly appreciated by managers. However, there are several factors involved in the success of TQM programs, many of which are cultural aspects associated with human resources (HR). This article presents a structural equation model that integrates three latent variables related to internal HR: “managerial commitment,” “employee integration,” and “training and education,” which are linked to the operational benefits of a manufacturing system. The variables are connected through six hypotheses that have been validated with information obtained from 398 responses of a questionnaire applied to manufacturing industry professionals. In addition, a sensitivity analysis was carried out to describe the probabilities of occurrence for the variables at low and high levels. The hypotheses were statistically validated with the partial least squared technique, where the results showed that human factors play an essential role in the success of TQM, since the direct, indirect, and total effects of managerial commitment, employee integration and training, and education processes on the benefits obtained from the implementation of TQM were statistically significant at 95% confidence.

DYNA es una publicación científica general del área de las ciencias tecnológicas, fundada en 1933, es el medio de expresión de los trabajos en el área de ingeniería, ciencias y tecnología de la Facultad de Minas de la Universidad Nacional de Colombia.

Nowadays, Single Minute Exchange of Dies (SMED) has achieved great industrial popularity. However, it remains unclear to what extent and how SMED implementation at its different stages benefits industries. To address this gap, this research proposes a structural equation model to quantitatively measure SMED effects. The model has six hypotheses that link SMED stages and benefits. To statistically validate such hypotheses, a questionnaire was administered to 373 Mexican maquiladoras located in Ciudad Juárez, Chihuahua. Results show that before starting SMED implementation process, companies must be appropriately familiarized with their production process. Mainly, manufacturing companies in Ciudad Juárez need to focus their efforts on the SMED planning stage (Step 1) in order to identify important internal production activities and turn them into external activities. In fact, SMED planning stage has direct and indirect effects on subsequent stages and SMED benefits.

The present research proposes a structural equation model to integrate four latent variables: managerial commitment, preventive maintenance, total productive maintenance, and productivity benefits. In addition, these variables are related through six research hypotheses that are validated using collected data from 368 surveys administered in the Mexican manufacturing industry. Consequently, the model is evaluated using partial least squares. The results show that managerial commitment is critical to achieve productivity benefits, while preventive maintenance is indispensable to total preventive maintenance. These results may encourage company managers to focus on managerial commitment and implement preventive maintenance programs to guarantee the success of total productive maintenance.