Procedure for managing the production process aligned with organizational culture

Abstract

Production process management in the food industry faces critical challenges derived from the disconnection between technical operating systems and the cultural dimensions of organizations. A methodological gap was identified in the specialized literature, where engineering-based approaches predominate and underestimate the mediating role of organizational culture as an endogenous variable of production performance. The objective was to design a procedure for managing the production process aligned with organizational culture that would contribute to improving operational efficiency in companies in the food sector. Theoretical methods (analysis-synthesis and historical-logical) were used to substantiate the proposal, complemented by empirical methods that included techniques such as document analysis, semi-structured interviews, surveys using stratified sampling, participant observation, and brainstorming sessions with key stakeholders. Validation was conducted through pilot implementation cycles at a production facility during 2025. The results showed that the procedure comprised five sequential phases: participatory cultural dialogue, agile scenario-based planning, work organization based on cultural competencies, execution with a focus on food safety, and evaluation through a continuous improvement cycle. A reduction in response time to shortages from four hours to thirty-five minutes was observed, along with an increase in production compliance from forty-five to seventy-eight percent under constrained conditions and the implementation of twenty-three improvement ideas generated by operational workers. It is concluded that cultural transformation constitutes a viable driver for production optimization in contexts of severe material constraints.