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.

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

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. / The purpose of this paper is to provide a proposal of a production management model using lean manufacturing techniques to improve on-time deliveries of a metal-mechanic company that works in a make-to-order (MTO) manufacture of industrial fans environment. The proposal of the research refers to the implementation of a production management model in a metal mechanic company in Peru and analyze the effect in on-time delivery rate of the company. In one month of operation after the implementation of the pro-posed model, the on-time delivery rate of the company increased from 35% to 80%. Likewise, the problems present in the metalworking research company may be the same in many metalworking companies in the country, so the present investigation will serve as an example for the possible solution of the problems of other companies.

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.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / This research focuses on a proposal to improve the purchase and supply processes for the food sector. An appropriate model for procurement management and monitoring is established. It is then validated that an adequate input purchase process reduces costs and improves the service quality of companies, which reduces delivery times to provide satisfactory service. Lean manufacturing tools, such as Value Stream Mapping (VSM), were applied to carry out the initial diagnosis of the process, activity analysis, and time measurements. Finally, the new process was standardized, and continuous improvement was achieved by applying purchasing management techniques. The research was experimental, and a pilot test was carried out in a company in the food sector. The results show that with the implementation of the new procedures, this company reduced the percentage of late deliveries, improved its service level and therefore its position in the industry.

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