El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / In the new context of globalization, large manufacturing companies are forced to improve their production processes, so they need to design and apply methodologies that align with this trend. However, these practices are not applied in SMEs with similar problems, which mainly influence the timely delivery of their products and especially in the metal mechanic sector. Therefore, this article proposes the design of an integration model of Lean Tools and Knowledge Management, whose methodology is composed of 4 phases; in phase 0, the awareness and analysis of the current situation is carried out, in the first phase knowledge management is applied (design, development, implementation and sustainability), in phase 2, the Lean tools are implemented, initiating the application of the 5's, followed by standardized work and then by Total Productive Maintenance; finally in phase 3, the analysis and control of the results obtained. The model was validated in a metal-mechanic SME in Peru where an increase in production of 20% was obtained, an improvement of 30% in the training and training of the person and a 14% improvement in the overall efficiency of the team. / Revisión por pares

This research study seeks to identify and prioritize the causes of order fulfillment delays in a small wooden furniture manufacturing company. The authors propose a 5-phase Lean Optimization model to address and reduce this problem. Post-implementation results yielded a 54.87% reduction in material search and transportation times, a 32.86% reduction in travel times between stations, and a 19.81% increase in line efficiency. In addition, order fulfillment percentages increased from 12.5% to 60%.

El sector gráfico en Perú se encuentra constantemente con la necesidad de reducir tiempos de producción al intentar mantenerse dentro del entorno competitivo porque las entregas tardías al cliente ocasionados por el elevado tiempo de fabricación son problemas críticos. Estudios previos han propuesto utilizar la filosofía de Lean Manufacturing para reducir los tiempos de inactividad mejorando el flujo de información dentro de los procesos de producción. Estos estudios se basan en las grandes empresas manufactureras, pero no en las MYPES del sector gráfico que utilizan un entorno de fabricación bajo pedido. Por lo cual, este documento se centra en el uso de la herramienta Lean Manufacturing ajustada en una empresa MYPE con un entorno de fabricación bajo pedido para reducir sus tiempos de fabricación. Por lo tanto, los procesos Kanban, Single Minute Exchange of Dies (SMED) y Value Stream mapping (VSM) se adaptarán para su implementación en este tipo de empresas. Luego, el modelo se valida mediante su aplicación con el programa ARENA basándose en un caso de estudio. Esta simulación de procesos permitió que los tiempos de producción se redujeran en un 24%, entregando todos los pedidos a tiempo y eliminando el 100% de los costos de penalización por pedidos retrasados. / The printing sector in Peru constantly faces the need to reduce production time because late deliveries to the customer owing to high manufacturing time are critical problems. Previous studies have proposed using the lean manufacturing philosophy to reduce idle times by improving the flow of information within the production processes in large manufacturing companies but not printing SMEs using these tools in a make-to-order environment. This document focuses on implementing an affordable lean manufacturing model in an SME company with a make-to-order environment to reduce its manufacturing times. Therefore, the Kanban, Single Minute Exchange of Dies (SMED), and value stream mapping (VSM) processes will be adapted for implementation in these companies. Then, the model is validated through its application in a case study; through process simulation, production times were reduced by 24% for an SME, delivering all orders on time, and eliminating 100% penalty costs for late orders. / Trabajo de Suficiencia Profesional

En la actualidad, cada vez es mayor la cantidad de personas que opta por alquilar o comprar una vivienda. Junto a esa demanda, se activa el sector mobiliario, el cual es requerido para que gracias a la oferta de sus productos puedan equipar este nuevo espacio. La empresa Decorec SAC se encarga de la fabricación de sillas, muebles, sofás entre otros productos para el hogar, y totalmente personalizados. Actualmente, presenta diversos inconvenientes con los cumplimientos del programa de producción en los tiempos establecidos, que se reflejan en entregas tardías al cliente, generando penalidades y la utilización de recursos extras. El presente proyecto muestra que el modelo de propuesta de mejora basado en la metodología Lean Manufacturing, es capaz de revertir la situación actual. La metodología inicia con el diagnóstico VSM (Value Stream Mapping) con el fin de encontrar el proceso cuello de botella de la situación actual, para ello nos apoyamos en la toma de tiempos de cada proceso relacionado al producto en evaluación. Con el cuello de botella detectado y el análisis del problema, se establece el procedimiento a seguir para lograr la solución. Las etapas de la propuesta de mejora están definidas por: Selección de nuevo proveedor de materia prima, Formación en Lean Manufacturing, Balance de Línea, Aplicación de Sistema 5s, Implementación Andon, Implementación Poka Yoke, Implementación de Priorización de Pedidos y Optimización del Uso de Materia Prima. La metodología fue validada en una simulación empleando el Software Arena. Y gracias a los resultados se pudo comprobar importantes ahorros en tiempos, costos y disminuciones en los envíos tardíos hacia los clientes, además de lograrse la implementación de buenas prácticas en la gestión de los procesos de la empresa. / Today, more and more people are choosing to rent or buy a home. Along with this demand, the furniture sector is activated, which is required to equip this new space thanks to the supply of their products. The company Decorec SAC manufactures chairs, furniture and sofas, among other products for the home, which are totally personalized. Currently, it has several disadvantages with the fulfillment of the production program in the established times, which are reflected in late deliveries to the customer, generating penalties and the use of extra resources. This project shows that the improvement proposal model based on the Lean Manufacturing methodology is capable of reversing the current situation. The methodology starts with the VSM (Value Stream Mapping) diagnosis in order to find the bottleneck process of the current situation. To do this, we rely on the timing of each process related to the product under evaluation. With the bottleneck detected and the analysis of the problem, the procedure to be followed to achieve the solution is established. The stages of the improvement proposal are defined by: Selection of new raw material supplier, Training in Lean Manufacturing, Line Balance, Application of 5s System, Andon Implementation, Poka Yoke Implementation, Implementation of Order Prioritization and Optimization of Raw Material Use. The methodology was validated in a simulation using Arena Software. And thanks to the results, it was possible to verify important savings in time, costs and decreases in late shipments to customers, in addition to achieving the implementation of good practices in the management of business processes. / Trabajo de Suficiencia Profesional

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 waste and reprocess problem in Peruvian apparel companies is greater than expected. After reviewing a history of losses and reprocesses, an innovative technical solution based on a combination of Lean Manufacturing and Agile tools is presented herein. This innovative proposal is implemented in the areas of cutting, embossing, and sewing in an apparel company. Value Stream Mapping results before and after implementing the proposed model are compared. The major achievement of this model is the significant reduction in loss percentage after two weeks of implementation.

Due to the remarkable positive effect of lean adoption in various firms in the manufacturing sector, it has been adopted by several organizations within the healthcare industry. Although the rate of adopting lean by hospitals in the developed countries is slower than it should be, it proved to be effective in helping healthcare organizations maintain or even improve their quality of care while containing their related costs. However, such adoption did not take place until the beginning of the new millennium. And with such adoption, it has been accompanied with major challenges related to proper lean implementation, sustainability of achieved levels of performance, and staff engagement in infinite cycles of continuous improvement towards perfection. Thus, the purpose of this study is to develop a framework that helps healthcare organizations quantify their experience with lean. Such quantification is obtained by measuring the agreement level of hospital staff members about the degree of adopting two sets of critical factors of successful lean implementation within their hospital. These two sets of factors are classified as process factors and organizational factors. The proposed framework has been validated by determining the sustainability level of lean implementation within one of U.S. hospitals in the State of Florida. The developed framework provides a balanced assessment of both process and organizational factors essential for achieving sustainable levels of lean implementation. In order to accommodate for the observed variation in lean adoption in hospitals, individual hospital iv departments are considered the ―analysis units‖ of the developed framework. In order to quantify the implementation status of lean within a hospital department, a survey-based lean sustainability assessment tool has been developed based on the defined sets of factors. The sustainability level of lean implementation of a hospital can be obtained by combining various responses of its surveyed departments. The developed framework is the first that addresses both process and organizational factors of sustainable lean implementation in a balanced manner while fulfilling the assessment needs of all healthcare organizations regardless of their current level of lean adoption. In addition, utilizing the framework within a hospital enhances employee involvement and respect for employee which are essential for sustainable lean implementation. Finally, the developed framework provides healthcare supervising authorities (i.e. ministries of health or corporate offices of hospitals’ groups) a macro-level benchmarking view regarding the progress of their hospitals towards implementing sustainable levels of lean.

The slow rate of corporate improvement is not due to lack of knowledge of six sigma or lean. Rather, the fault lies in making the transition from theory to implementation. Managers need a step-by-step, unambiguous roadmap of improvement that leads to predictable results. This roadmap provides the self-confidence, punch, and power necessary for action and is the principal subject of this research. Unique to this research is the way the integration of lean and six sigma is achieved; by way of an integration matrix formed by lean implementation protocols and six sigma project phases. This integration matrix is made more prescriptive by an integrated leanness assessment tool, which will guide the user given their existing level of implementation and integration. Further guidance in each of the cells formed by the integration matrix is provided by way of phase methodologies and statistical/non-statistical tools. The output of this research is a software tool that could be used in facilities at any stage of lean implementation, including facilities with no existing lean implementation. The developed software tool has the capability to communicate among current and former project teams within any group, division, or facility in the organization. The developed software tool has also the capability to do data analysis (Example: Design of Experiments, Value Stream Mapping, Multi-Vari Analysis etc.). By way of the integration matrix, leanness assessment and the data analysis capability, the developed software tool will give managers a powerful tool that will help in their quest to achieve lean six sigma. / Master of Science

Increasing global competition, high stumpage and energy prices, and the slowing housing market have challenged the U.S. hardwood lumber industry during the past several years. Many wood product manufactures are trying to remain in business by implementing continuous improvement programs like lean manufacturing. However, the lumber drying process where lumber is kiln-dried in large batches, can significantly increase manufacturing and inventory lead-time; and is a process that tends to limit how lean the remaining process can become. Vacuum drying has the potential to reduce drying times, reduce batch sizes and achieve product quality comparable or superior to conventional drying. The overall goal of this research was to evaluate how vacuum-drying technology could support further lean implementation in manufacturing of hardwood products. Specifically, to estimate conventional and vacuum drying times, quality, and costs for drying 4/4 red oak lumber; to determine by the use of feasibility analysis (cash flow, net present value, and internal rate of return) differences between conventional and vacuum drying for 4/4 red oak lumber; and to determine if the high capital cost of vacuum drying equipment can be justified with the reduction of WIP and cycle time, while meeting desired throughput. The study includes a cost analysis of vacuum and conventional drying, and a determination of the potential financial gains associated with the reduced drying times via vacuum drying. It was determined that vacuum drying quality was equal or better than conventional drying with less checking, end splits, drying stress and shrinkage. Compared to conventional drying, vacuum drying times with air drying and without air drying were 67% less and 70% less, respectively. Conventional and vacuum with no air drying scenarios were determined to be financially feasible when compared using Net Present Value and Internal Rate of Return analysis. However, vacuum drying with no air drying had better NPV and IRR values than conventional drying. The scenario of vacuum with air drying was not feasible. Two case studies, each employing the three drying scenarios (conventional drying, vacuum with air drying, and vacuum without air drying), were used to determine the impact of cycle times and work in process. It was determined that the cycle times for vacuum drying were 87% and 95% less than conventional drying for the first case study and 51% and 90% less than conventional drying for the second. WIP was 48% and 84% less in the first case study and 43% and 92% less than conventional drying for the second. Cycle time was reduced by 87% and 51% for Plant C and D, respectively. Finally it was determined that the reduction of WIP represented a cost saving of 73% and 76% for the two case studies. The reduction in costs, faster drying rates, and equal quality, and reduced cycle times make vacuum drying a potential technology available for improvement of the competitiveness for flooring manufacturers. / Master of Science

Os impactos causados na manufatura das empresas que buscam a implementação das técnicas e ferramentas guiadas pelos conceitos da produção enxuta não se limitam às questões técnicas. Para que se atenda ao dinamismo nas operações requerido por essa filosofia, é dado empowerment aos operadores do chão-de-fábrica para que executem ações corretivas e de melhoria por si próprios, mudando os papéis desses funcionários de simples cumpridores de ordens para tomadores de decisão. Para isso, é necessário que, além da autoridade, esses operadores tenham disponíveis as informações requeridas para fomentar adequadamente suas decisões, e que essas informações sejam atuais e alinhadas às diretrizes definidas para a empresa. Este trabalho propõe um modelo de sistema de medição de desempenho e elementos estruturais que têm por objetivo eliminar a lacuna identificada entre outras propostas de sistemas desse tipo e as necessidades identificadas em ambientes de produção enxuta reais. O modelo é baseado no levantamento bibliográfico da literatura técnica sobre o tema e na realização de estudos de casos de duas empresas reconhecidamente bem-sucedidas na implantação da produção enxuta em suas operações. Propõe-se uma estrutura que internaliza as melhorias desenvolvidas pela empresa em políticas que servirão de base para análises e tomada de decisões futuras, formalizando um ciclo virtuoso de estruturação e gestão do sistema de medição de desempenho para ambientes de produção enxuta. / The impacts caused in the manufacturing in companies that look for the implementation of techniques and tolls driven by lean manufacturing concept are not restricted to technical aspects. In order to achieve the dynamism required by this philosophy, the shop floor workers are empowered and they have to conduct corrective and improvement actions by themselves, what changes their roles from command executioners to decision makers. Therefore, it is necessary that, in addition to the authority, these operators have access to the information required to support their decisions adequately - this information must be up to date and related to the guidelines defined by the company. This dissertation proposes a model of performance measurement system that seeks to eliminate the gap identified among other similar proposals and the needs identified in real lean manufacturing environments. The model is based on bibliographical research in the technical literature and on case studies conducted in two companies recognized as successful in implementing lean manufacturing in their operations. It proposes a framework that incorporates the improvements developed in the company into a policy which will serve as basis for future analysis and decisions, i. e., it formalizes a virtuous circle for structuring and managing the performance measurement system for lean manufacturing environments.

A indústria aeronáutica mundial tem se desenvolvido de modo acelerado em termos tecnológicos e de processos de fabricação aplicados. Com isso, tem se buscado melhores soluções durante o desenvolvimento do projeto e fabricação de aeronaves, visando uma melhor qualidade final dos produtos, redução dos ciclos e custos de fabricação, repetibilidade do processo (padronização), problemas com formação e reposição de mão de obra, além da garantia da competitividade da empresa no mercado global. Uma forma para se inovar tecnologicamente e tornar o negócio mais moderno, atrativo e competitivo, é sempre que possível, automatizar a produção e tornar a montagem mais barata, com mais qualidade, inovadora e da forma mais flexível possível. Sendo assim, este trabalho visa o desenvolvimento de um modelo de análise de processo que utiliza os requisitos e conceitos do DFX e Produção Enxuta, voltado para aplicação específica no desenvolvimento de projetos aeronáuticos com foco em automação da produção. O objetivo da ferramenta é auxiliar os engenheiros que atuam no desenvolvimento de projetos de aeronaves, para que os benefícios da automação na produção possam ser alcançados com a utilização do modelo de análise proposto. O trabalho inicia-se com a apresentação do ambiente da indústria aeronáutica mundial, com foco nos processos e novidades tecnológicas aplicadas nos novos produtos. Em seguida são apresentados os princípios da metodologia DFX, a revisão teórica dos conceitos de Produção Enxuta e também aplicações de Automação nos diferentes setores da indústria. Na sequencia é apresentado o modelo de análise desenvolvido em forma de fluxogramas, elaborado com as regras e plano de ações a ser executado durante o desenvolvimento, visando a automação na produção. Dois estudos de caso são apresentados para demonstrar e validar o modelo desenvolvido. Por fim, os resultados são discutidos e a conclusão estabelecida. / Worldwide Aeronautical Industry has been developed faster and faster in terms of technology and its manufacturing processes applied. Thus, it has been planning to reach better results during the aircraft development and manufacturing phases, aiming to get products with high quality, to decrease cycles times and manufacturing costs, to provide a repeatability of processes (standardization), problems with learn ship and reposition of man power and also to assure the company competitiveness in the global market. One way to innovate technologically and to become the business more modern, attractive and competitive, as always as possible is to automate the production to make it cheaper, with a high quality, innovation and with the most flexible condition. Therefore, this thesis aims to develop a model of process analysis using the requirements and concepts of DFX and Lean Manufacturing for specific application on aeronautical projects development with a focus on production automation. The main goal of the guideline is to drive the engineers who work on aircraft development phases, about the automation benefits that can be achieved when using the proposed analytical model. This study starts with the presentation of worldwide aeronautical industry environment, focusing on processes and technologies innovation applied on new products. Next, is presented the principles of DFX methodology, a theoretical review and concepts of Lean Manufacturing and also applications of Automation on new products. Subsequently, it has shown the principles of DFX methodology, theoretical review of Lean Manufacturing concepts and also applications of Automation in different industry sectors. Following is presented the model of analysis developed in form of flowcharts, drawn up the rules and actions plan to be taken during development, aiming automation in production. Two case studies are presented to demonstrate and validate the model developed. Finally, the results are discussed and the conclusion drawn.