After events like the global financial crisis and the advent of globalisation, companies have experienced increased competition and pressure to improve performance in the new environments in which business is conducted. This has impacted the world of manufacturing, among others, and has necessitated companies in this industry to adopt improvement methodologies to assist in growing the business. This study looks into the implementation of Lean Six Sigma (LSS) as one of these procedures and highlights that most articles and studies on this process concentrate on the highvolume, low-mix manufacturing environment. On account of this, a gap is left in the application of these techniques in the low-volume, high-mix environment. The literature highlights the differences in the two disciplines that have now evolved into one toolkit that is applied as LSS and how that is achieved. The cases highlighted do not, however, cover the low-volume, high-variety manufacturers, and this paper seeks to use the expertise of LSS practitioners in this environment to get information and derive a framework for successful implementation of LSS in the capital equipment environment. The main contributor to the study is a company that manufactures capital equipment for the mines, with other respondents being practitioners in similar companies and customers in the mines. Respondents were sent a survey to get their opinion on the implementation of LSS in their environment. The survey attempted to gather information through five key questions on how LSS was being applied and its impact on the cost, cycle-time and on-time delivery of the organisation. A quantitative study design was adopted to develop a framework for the successful implementation of LSS in the capital equipment industry. A total of 38 respondents gave feedback, which was analysed, and this showed what - according to the professionals involved in this study - are the vital aspects of this implementation to ensure success. / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted

El presente proyecto está enfocado en mejorar la productividad de una empresa manufacturera de neumáticos, específicamente la línea de producción de neumáticos radiales, con el fin de poder satisfacer la demanda creciente y no perder valor con sus clientes. Para cumplir con este objetivo, se aplica un modelo basado en los principios de herramientas de Manufactura Esbelta en este trabajo, el cual está estructurado en cinco capítulos. El primer capítulo brinda un marco teórico de las herramientas, técnicas y lineamientos a seguir, basado en el estado del arte, que brinde el know how necesario para poder aplicar correctamente las técnicas y herramientas de Manufactura Esbelta. El capítulo dos nos muestra un diagnóstico general de la empresa, detallando el problema principal que presenta, el impacto en la rentabilidad que este tiene y sus causas. El tercer capítulo se centra en la aplicación de las metodologías explicadas, determinando el proceso restrictivo y aumentando su capacidad (herramientas de Manufactura Esbelta). Tras ello, en el capítulo cuatro, se realiza la validación de la implementación, ejecutado mediante un plan piloto, el cual evidencia una mejora significativa en la productividad de la línea. Luego, en el capítulo cinco, se presenta la medición de los impactos, siendo estos sociales, ambientales, organizacionales, entre otros, que puedan repercutir tras la implementación de las herramientas. Finalmente, se determinan las conclusiones y recomendaciones que se obtienen tras el desarrollo de todo el proyecto. / This project is focused on improving the productivity of a tire manufacturing company, specifically the radial tires line, in order to satisfy the demand and not lose value with customers. To accomplish this objective, a model based on the principles of Lean Manufacturing tools is applied in this assignment, which is structured in five chapters. The first chapter provides a theoretical framework of the tools, techniques and guidelines to follow, based on the state of the art, which provides the necessary knowledge to be able to correctly apply the techniques and tools of Lean Manufacturing. Chapter two shows a general diagnosis of the company, showing the main problem of it, the impact on the profitability that it has and its causes. The third chapter focuses on the application of the methodologies explained yet, defining the restrictive process and increasing its capacity (Lean Manufacturing tools). After that, in chapter four, validation of the implementation is carried out, executed through a pilot plan, which evidences a significant improvement in the line’s productivity. Then, in chapter five, the measurement of impacts is showed, as social, environmental, organizational, among others, that can impact through the implementation of the tools. Finally, conclusions and recommendations that derive from the development of the entire project are determined. / Trabajo de Suficiencia Profesional

Diploma thesis is focused on implementation of logistics system Milk Run for automotive lines in selected manufacturing company, which allows to deliver raw material for production effectively and on time. The theoretical part deals with the logistics principles, which are supporting lean manufacturing. The practical part is focused mainly on description of new supplying process and steps needed for implementation of Milk Run system in the company. The thesis is concluded with evaluation of project’s expected benefits.

This master’s thesis is focused on implementation of lean manufacturing methods. The beginning of the study deals with history and description of theoretical tools. Next part describes company ABB and gas-insulated high-voltage substations. Followed by process flow analysis before and after moving the company. There is described assembly and product portfolio in this thesis. Last chapters deal with the application of lean manufacturing methods and economy evaluation.

Este trabajo presenta la situación de una empresa que se dedica a la fabricación de bolsas plásticas, la cual actualmente tiene retrasos en su producción cuya consecuencia proviene de: faltante de materias primas, productos defectuosos y reprocesados. Es por ello que, al no contar con métodos estandarizados ni herramientas en el flujo de producción, lleva consigo el retraso de los tiempos de entrega del producto al cliente, el cual fue de 41.67% entregas impuntuales en el año 2016. Mediante la aplicación de las diferentes metodologías propuestas es posible resolver las diferentes causas, con el objetivo de reducir las entregas a destiempo. Para analizar el efecto de las metodologías propuestas en la empresa, se utilizó la técnica de simulación. De lo cual, se obtuvo una reducción del índice de productos defectuosos de 18% a 10%, índice de productos reprocesados de 7% a 3% y un aumento de la exactitud de reposición de materia prima de 65% a 90%, dando así un incremento del índice de cumplimiento de plazos entregas de 58% a 95%. Asimismo, con la finalidad de determinar si el proyecto es viable y rentable, se realizó un estudio financiero considerando los costos que se deben incurrir para la realización del proyecto. En este caso, el proyecto es viable de acuerdo con el análisis económico y financiero, ya que se obtiene el Valor Actual Neto de S/36,529, la Tasa Interna de Rendimiento de 31.45% y el Periodo de Retorno de la Inversión en el sexto mes de empezado el proyecto. / This thesis presents the situation of a company that is dedicated to the manufacture of plastic bags, which currently has delays in its production whose consequence comes from: missing raw materials, defective and reprocessed products. That is why, since there are no standardized methods or tools in the production flow, it entails the delay in the delivery times of the product to the customer, which was 41.67% unpunctual deliveries in 2016. Through the application of the different proposed methodologies it is possible to solve the different causes, with the aim of reducing the deliveries at the wrong time. To analyze the effect of the methodologies proposed in the company, the simulation technique was used. Of which, a reduction of the defective products index was obtained from 18% to 10%, reprocessed products index from 7% to 3% and an increase in the replacement accuracy of raw material from 65% to 90%, thus giving an increase in the delivery deadline index from 58% to 95%. Likewise, in order to determine if the project is viable and profitable, a financial study was carried out considering the costs that must be incurred to carry out the project. In this case, the project is viable according to the economic and financial analysis, since the Net Present Value of S / 36,529, the Internal Rate of Return of 31.45% and the Return on Investment Period in the sixth month are obtained the project started. / Trabajo de Suficiencia Profesional

Diploma thesis addresses the optimisation of the business process in a medium-large automotive company (approx. 500 employees). Business Process Model and Notation (BPMN) and Petri nets were used for optimisation of the process. With this combination, the process was optimised according to Lean manufacturing methodology. In the theoretical part, the definition of the process itself, the process management, and the definition of the processes in the manufacturing company are discussed. The terms that define the methodology of the process modelling and Lean manufacturing are defined as well. The methodological part of the thesis deals with the particular tools of the process modelling (BMPN, BPEL etc.) and the analysis of used technologies within the thesis. The methodology was applied in the practical part of the thesis. After creating the BPMN diagram of the process and simulating the Petri nets to locate the blockings, the proposals of the process opti-misation were created. The following application provides the functionality of ad-ministration and view of the imported processes, the material and personal as-signment, and the calculation of the cost functions for Lean manufacturing. The application provides a decision support to this methodology.

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 problem identified is the poor management and control of production, which includes direct consequences with regard to quality, planning of operations and work method; generating mainly penalties for non-fulfillment of orders, increased operating costs and lost opportunity cost that negatively affect the efficiency of the production process of concrete posts and accessories in a SME company. The implementation of an improvement model is proposed applying the Lean Manufacturing philosophy; whose application is focused on improving 3 main waste in the production system: defects, inventory and waiting time. The proposals of the study generated a reduction in the percentage of defects in the company by 6.46%, 9.50% in the case of penalties for non-compliance with orders, 34.67% in the cycle time and a 21% increase in the OEE of the machines.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / At present, companies in the Peruvian plastic sector have an average capacity utilization indicator of 71.45%. However, in Peru many SMEs are with 50% well below this indicator. After a study performed in a representative company of the Peruvian plastic sector, the causes of low efficiency in resource utilization were determined through a problems tree and a Pareto analysis. These causes are failures, reprocesses and Setup times in the extrusion machines, taking around 1008 h a year to solve these problems. This article proposes a model to improve efficiency, integrating Lean Manufacturing tools such as 5s, SMED, and autonomous maintenance. The first one was used as a support tool, while SMED was used to reduce the configuration time and autonomous maintenance to reduce the failures number and the reprocesses number. The model was validated through a case study, obtaining as results the reduction of the setup time by 50%, breakdowns by 50% and reprocesses by 60%.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Micro and small businesses in the metalworking sector present a high percentage of informality, and the majority of their production processes are not documented nor standardized. The production approach of Toyota, the enterprise-resource-planning system, and the lean manufacturing system were created for large organizations with sufficient financial resources to successfully implement these models. However, the human factor is a critical component in implementing these models. Therefore, a production management model has been proposed, which is based on lean manufacturing and focuses on the human factor, to increase productivity in the production area of a metalworking company, a small business. The result was that the company’s mentality changed, reaching a productivity of 70% through the use of lean manufacturing tools in the production area.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Nowadays, SME industries in the plastics sector fail to work with their maximum installed capacity, among the main factors are lack of market, normal or inevitable and conventional or technical stops, will be dealt with in this investigation. The problem is evident in 71.45%, the average percentage of capacity used in the plastics industries in Peru. Therefore, this article proposes the development of a three-phase production model and complements the Planned Maintenance pillar with Lean tools that seek to improve the capacity used by 17% in industries in the sector. The model starts with the 5S as a basis and support to standardize the ordering and cleaning habits to continue with SMED and Planned Maintenance of TPM. The model was validated with an implementation, an 18% increase in the production capacity used, so it can be concluded that the proposal for improvement presented serves as a reference for future research.