El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Textile garment industries must be readily aware of the system’s current situation, respond quickly to changes in style to process orders on time, and manage an appropriate method of work to avoid production delays. In addition, the textile sector plays an important role because it presents a significant weight in the world economy. Likewise, this sector is considered influential when defining an international business agreement. Therefore, adequate management is required in the sector. Otherwise, it will generate a competitive disadvantage because the Peruvian industry is approaching an export recession. This paper proposes using the lean manufacturing methodology to reduce production times. The project is validated through a simulation of the current and proposed processes with the application of lean thinking tools to reduce waste (manufacturing process times).

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / The sector of small industrial companies has a problem with not being able to satisfy total market demand, mainly due to factories not capitalizing on their production capacity. Consequently, a method to solve downtime related problems has been proposed, which consists of applying 5S to reduce dead time stemming from disorder and uncleanliness, while simultaneously applying value stream mapping (VSM) to find the most efficient method to conduct processes. In conclusion, by implementing these tools in this manner, it was proven that businesses in this sector could operate with up to 73% efficiency.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / The textile sector presents a general problem, due to the increasing introduction of international products (Chinese, Hindu, etc.) due to the low cost of labor and the use of high-tech equipment, this forces companies in the field to improve their productive processes, produce more with less, and reduce costs from the most basic jobs. Therefore, it is proposed to implement the Lean methodology, focusing directly on the optimization of production processes using its various tools and a selection of indicators for monitoring the results. To validate, a case study was carried out in a real company that implemented the different Lean tools and the Kaizen matrix in the dyeing and finishing process, a process that presents a high percentage of defects. This allowed us to effectively reduce the number of reprocesses by a significant 8.14%, which allowed the company to save $ 184,320.42.

The current demand of the plastic sector has been increasing, managing to exceed the productivity of SMEs in developing countries such as Peru. Within this framework, the demand is greater than the supply due to the low production of the companies, which present a high index of hours due to lack of maintenance of the machines. The purpose of solving the main problem is to reduce the hours of low productivity that represent a great monetary loss for the company. That is why, by implementing this maintenance management model that is based on Lean Manufacturing, it will allow for a broad competitive advantage in the sector. This model was validated by implementing the TPM and SMED tools of the Lean Manufacturing philosophy within the plastics plant, achieving results that determine the degree of improvement of productivity in the company. Finally, after having validated the model, it is concluded that it could increase the capacity used by the company by 20% with the reduction of the changes.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Small and medium-sized enterprises often rely heavily on their production process to position themselves in the market. However, there are few situations where companies have the knowledge and financial resources to improve their operational performance. This study proposes the use of the tools of the Lean Manufacturing philosophy to reduce most activities that do not add value within the production process. First, the diagnosis of the current situation of the company under study was carried out, as well as the determination of the impact caused by the problems encountered. Secondly, the design of the solution proposal was proposed using 5S, SMED and SLP to mitigate the causes of the previously diagnosed problems. Finally, in the simulation, the production system and the changes proposed obtained a reduction in the lead time, due to the reduction of the unproductive times identified, of 6.79%.

This research presents results from a multi-site field study of 51 Kaizen event teams in six manufacturing organizations. Although Kaizen events have been growing in popularity since the mid 1990s, to date, there has been no systematic empirical research on the determinants of Kaizen event effectiveness. To address this need, a theory-driven model of event effectiveness is developed, drawn from extant Kaizen event practitioner articles and related literature on projects and teams. This model relates Kaizen event outcomes to hypothesized key input factors and hypothesized key process factors. In addition, process factors are hypothesized to partially mediate the relationship between input factors and outcomes. Following sociotechnical systems (STS) theory, both technical and social (human resource) aspects of Kaizen event performance are measured. Relationships between outcomes, process factors and input factors are analyzed through regression, using generalized estimating equations (GEE) to account for potential correlation in residuals within organizations. The research found a significant positive correlation between the two social system outcomes (attitude toward Kaizen events and employee gains in problem-solving knowledge, skills and attitudes). In addition, the research found significant positive correlations between the social system outcomes and one technical system outcome (team member perceptions of the impact of the Kaizen event on the target work area). However, none of the three technical system outcomes (employee perceptions of event impact, facilitator ratings of event success and actual percentage of team goals achieved) were significantly correlated. In addition, the research found that each outcome variable had a unique set of input and process predictors. However, management support and goal difficulty were a common predictors of three out of five outcomes. Unexpected findings include negative relationships between functional diversity, team and team leader Kaizen event experience, and action orientation and one or more outcomes. However, many of the findings confirmed recommendations in Kaizen event practitioner articles and the project and team literature. Furthermore, support for the mediation hypothesis was found for most outcome measures. These findings will be useful both for informing Kaizen event design in practicing organizations and for informing future Kaizen event research. / Ph. D.

No description available.

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2015-07-17T15:50:42Z No. of bitstreams: 1 Filipe Marafon de Paoli.pdf: 1490330 bytes, checksum: 27cac5c2df743505ff41058f8e12d21b (MD5) / Made available in DSpace on 2015-07-17T15:50:42Z (GMT). No. of bitstreams: 1 Filipe Marafon de Paoli.pdf: 1490330 bytes, checksum: 27cac5c2df743505ff41058f8e12d21b (MD5) Previous issue date: 2015-02-24 / The publication of the MIT report (Massachusetts Institute of Technology), which was evidenced by the book "The Machine that Changed the World", contributed to several branches of industrial companies to be aware of lean manufacturing and what it represents. In Brazil, in particular, it has been observed in recent years a significant increase in the implementation of lean manufacturing in various sectors of industrial activity, as companies have joined the lean manufacturing to become more competitive in a scenario where increased productivity is required, using fewer resources. However, very often the lean manufacturing is implemented taking into consideration only the concept of their tools as a way to solve all the problems of an organization. In many cases they are not successful implementations due to various external factors of lean manufacturing are not considered. Is it possible to measure and compare the influence of organizational culture on the success of implementation and maintenance of lean manufacturing in industrial companies? Aiming to answer this question, this paper proposes the development of a study aiming to identify and determine the impact of organizational culture on the successful implementation of lean manufacturing. In order to verify that the industrial companies that have favorable organizational culture, ie, have greater success in the implementation and maintenance of lean manufacturing in their manufacturing processes, this paper to conducted a multiple case studies, in which six companies were analyzed in which it was investigated the existence of a relationship between the organizational culture characteristics and the success in the adoption of lean manufacturing. The results obtained enabled to conclude that companies having more favorable organizational culture had a more effective, complete and long lasting lean manufacturing implementation. / O surgimento do relatório do MIT (Massachussets Institute of Technology), o qual fora evidenciado por meio do livro "A máquina que mudou o mundo", contribuiu para que empresas de diversos ramos da indústria tomassem conhecimento sobre a manufatura enxuta e o que ela representa. No Brasil, em particular, observou-se nos últimos anos um aumento expressivo da implementação da manufatura enxuta em diversos setores industriais, pois as empresas aderiram a ela para se tornarem mais competitivas em um cenário no qual é necessário um aumento de produtividade, tendo em vista a utilização de cada vez menos recursos. Contudo, muitas vezes a manufatura enxuta é implementada tendo em vista apenas o conceito de suas ferramentas, para que possam solucionar todos os problemas operacionais de uma organização. Em muitos casos, as implementações não surtem os efeitos desejados, pois diversos fatores externos à sua adoção não são considerados. É possível medir e comparar a influência da cultura organizacional no sucesso da implantação e manutenção da manufatura enxuta nas empresas industriais? Com o intuito de responder a esta questão, este trabalho propôs o desenvolvimento de um estudo com o objetivo de identificar e determinar os impactos da cultura organizacional no sucesso da implantação da manufatura enxuta. Para poder verificar se as empresas industriais que possuem cultura organizacional favorável, têm maior sucesso na implementação e manutenção da manufatura enxuta em seus processos de fabricação, este trabalho realizou uma pesquisa do tipo estudo de casos múltiplos, na qual seis empresas foram estudadas, e nas quais se procurou avaliar a existência de uma relação entre as características da cultura organizacional e o sucesso na adoção da manufatura enxuta. Os resultados obtidos permitiram verificar que quanto mais favoráveis foram os traços da cultura organizacional das empresas estudadas, mais efetiva, completa e duradoura foi a implementação da manufatura enxuta.

Implementation of lean helps many organizations to improve their productivity and efficiency; on the other hand numerous organizations have failed to benefit from lean philosophy. The lean thinking was originated in the automobile manufacturing sector and it widely spreads within the discrete industries; however the today’s challenge is to implement the lean philosophy within continuous manufacturing industries and different organizations regardless to the type, size, or mission of the applicant organization. This has motivated the undertaken research to propose a standard generic transition steps which can be adopted by different organizations in order to become lean. The cement industry is ideal example of the continuous industry sector and it will be used to demonstrate that the lean philosophy is applicable to all deferent organisation types. There are numerous challenges facing the cement industry in today’s competitive environments; one of the major challenges is the capability of the cement industry to adopt and introduce the improvement approaches and techniques by which the overall enhancement can be achieved. The need for improving the efficiency of the cement production line is widely acknowledged in order to reduce the downtime rates, and satisfy high levels of market demand where the demand for cement is mostly second substance behind water. In response to this respect this thesis has investigated and addressed the implementation of the lean philosophy within the cement industry. The main contribution of this study is to convey the message to the decision makers that the lean philosophy is the proposed solution by which the continuous industry and different organisation types can be improved through eliminating or minimising wastes and non-value added activities within the production line.

El objetivo de este artículo es presentar el desarrollo de una propuesta de optimización en el uso de los recursos operativos en una planta de producción de mantequilla, la misma que ha presentado un crecimiento importante en los últimos años. A partir del análisis del mapa del flujo de valor de todo el proceso, se identifican las oportunidades de mejora más significativas. Aplicando herramientas de manufactura esbelta, se obtiene una propuesta para mejorar sustancialmente los resultados operativos a través de reducción de costos, incremento de la productividad y la reducción de los ocho tipos de desperdicios: tiempos de espera, inventarios, transporte, movimientos, re trabajo, sobreproducción, sobre procesamiento y recursos humanos no utilizados. / The aim of this paper is to present the development of an optimization proposal in the use of operational resources on a butter plant in a dairy company presenting a significant growth in recent years. From the analysis of the value stream map of the entire process, the most significant improvement opportunities are identified. Applying lean manufacturing tools, we developed a proposal to substantially improve operating through cost reduction, increased productivity and reduction of eight types of waste: waiting times, inventories, transportation, movements, rework, overproduction, over processing and unused human resources.