Las pequeñas y medianas empresas del sector textil y de la confección encuentran un problema de exceso de desperdicios, lo que tiene un impacto negativo en la rentabilidad de estas empresas. Por ello, se realiza un análisis de diagnóstico en una pequeña empresa utilizando el diagrama de Ishikawa con la finalidad de identificar las causas raíz y medirlas mediante indicadores. En base a estos resultados, se propone un modelo de gestión de cambios, que consiste en la implementación de herramientas de Lean Manufacturing, componentes del sistema de producción durante la aplicación piloto de 30 días. Luego, cada indicador se vuelve a evaluar para verificar la viabilidad de la propuesta Umbrella Model. Los resultados muestran que este modelo redujo la cantidad de residuos en un 81,21%. / Excess waste problem is encountered by small and medium-sized companies in the textile and clothing sector, which has a negative impact on the profitability of these companies. Herein, a diagnosis analysis is performed in a small company using the Ishikawa diagram to identify the root causes and they are measured using indicators. Based on these results, a change management model is proposed, which supports the implementation of lean manufacturing tools and production system components during the 30-day pilot application. Then, each indicator is reassessed to verify the feasibility of the proposed umbrella model. Results show that this model reduced the amount of waste by 81.21%. / Tesis

Busca mejorar el sistema de producción en una empresa metalmecánica en términos que se traduzca en rentabilidad para la empresa a partir de la implementación del Lean Manufacturing. Se mejora el sistema de producción de una empresa metalmecánica a través de la reducción del costo, mejora de la calidad, reducción del tiempo de fabricación e incremento de la producción. Para ello se implementan las herramientas del Lean Manufacturing como el Single Minute Exchange of Die (SMED-Cambio de herramientas), Estandarización de Operaciones y el Just in time (JIT-Justo a tiempo) en cada proceso crítico del proceso productivo. Para ello se realiza el análisis, diagnóstico e implementación de la mejora en el proceso productivo, obteniendo como resultado de la investigación, una reducción de 47% del setup de las paradas programadas en el proceso roll forming postes y perfiles, una reducción de 59% del tiempo de reproceso en el proceso de granallado y una reducción de 17% del tiempo de fabricación en el ciclo productivo generado por el incremento de la producción en un 25%. De acuerdo a los resultados obtenidos se demuestra, en la actualidad que la aplicación del Lean Manufacturing a través de su metodología e implementación de las herramientas, mejora el sistema de producción en las empresas productivas aplicadas. En consonancia a lo postulado para una implementación exitosa del Lean Manufacturing se requiere del compromiso de toda la organización, respeto al trabajador y adaptabilidad a los diversos contextos e innovación continua. / Tesis

El presente trabajo presenta un modelo que combina herramientas como SLP (Systematic Layout Planning), 5’s, Estandarización de métodos y Mantenimiento Preventivo para la reducción de desperdicios en la manufactura de minerales no metálicos. Este sector de producción de RMI (Rocas y Minerales Industriales) cuenta con un potencial alto de crecimiento. Alrededor de 5 a 20 millones de TM se produjeron en las décadas de los 70, 80 y 90, y se incrementó a entre 25 y 100 millones de TM anuales en el presente milenio en Perú. El problema que se busca atacar es la alta cantidad de material que se desperdicia en el proceso productivo en las pequeñas y medianas empresas de dicho sector. Con la validación realizada a nuestro modelo se obtuvieron resultados de una reducción de desperdicios de material de 135.1 tn/año a 55.6 tn/año. Esto significó una reducción de desperdicios de 58.8%. La implementación de 5´s hasta la etapa de estandarización impactó indirectamente a los demás componentes. El resultado obtenido con el modelo de rediseño de layout fue de 46.1 tn/año a 16.32 tn/año (65%), el rediseño permitió reducir distancias de recorrido con material, lo que genera menos desperdicios en transporte. Además, con el piloto de la definición y estandarización del método de rotura previa de roca se validó una reducción de 35 tn/año a 10.5 tn/año (70%). También, el piloteo de mantenimiento preventivo al ciclón extractor de polvo, permitió menos paradas y validó que los desperdicios se reduzcan de 54 tn/año a 28.8 tn/año (46.7%). / The present paper presents a model that combines tools such as SLP (5), Standardization of methods and Preventive Maintenance for the reduction of waste in the manufacture of non-metallic minerals. This RMI production sector (Industrial Rocks and Minerals) has a high growth potential. Around 5 to 20 million MT was produced in the 70s, 80s and 90s, and it increased between 25 and 100 million MT annually in the present millennium in Peru. The problem that is sought to attack is the high amount of material that is wasted in the production process in small and medium-sized companies in that sector. With the validation carried out on our model, results of a reduction of material waste from 135.1 tons / year to 55.6 tons / year were obtained. This meant a waste reduction of 58.8%. The implementation of 5's until the standardization stage indirectly impacted the other components. The result obtained with the design redesign model was from 46.1 tons / year to 16.32 tons / year (65%), the redesign reduces the travel distances with material, which generates less waste in transport. In addition, a reduction of 35 tons / year to 10.5 tons / year (70%) is validated with the pilot of the definition and standardization of the prior rock breakage method. Also, the preventive maintenance pilot to the cyclone dust extractor, often less stopped and valid than waste is reduced from 54 tons / year to 28.8 tons / year (46.7%). / Trabajo de investigación

La industria textil tiene un mercado altamente competitivo y es uno de los principales motores económicos del país. El sector brinda más de 463 mil empleos e influye con el 7.4 % del PBI Industrial. En muchos casos; estas empresas; en su mayoría familiares; no cuentan con el conocimiento necesario para implementar un modelo productivo acorde a los estándares de productividad y el cumplimiento de entrega. El presente artículo propone un modelo de producción en la industria de la confección combinando técnicas SIPOC; VSM; 5S y un sistema de producción con gestión de proveedores dentro de la metodología Lean Manufacturing para incrementar la rentabilidad de la empresa a corto plazo y hacerla sostenible en el tiempo. El modelo se valida mediante una prueba piloto en una empresa del sector. El seguimiento de las actividades propuestas fue llevado a cabo mediante el estudio de indicadores de trabajo; los cuales muestran resultados que indican un aumento de 59% y 62% en la productividad global y el cumplimiento de las entregas, respectivamente. / The textile industry has a highly competitive market and is one of the main economic engines of the country. The sector provides more than 463 thousand jobs and influences with 7.4% of the Industrial GDP. In many cases; These companies; mostly family members; they do not have the necessary knowledge to implement a production model in accordance with productivity standards and delivery compliance. This article proposes a production model in the clothing industry combining SIPOC techniques; VSM; 5S and a production system with supplier management within the Lean Manufacturing methodology to increase the company's profitability in the short term and make it sustainable over time. The model is validated through a pilot test in a company in the sector. The follow-up of the proposed activities was carried out by studying work indicators; which show results that indicate an increase of 59% and 62% in global productivity and fulfillment of deliveries, respectively. / Trabajo de investigación

<div> <div> <div> <p>Approximately 60% of lean manufacturing systems result in failure (Pearce & Pons, 2019). The failures are attributed to a lack of understanding of lean principles and a lack of commitment by employees (Almanei, Salonitis, & Tsinopoulos, 2018). The study hypothesized that incorporating augmented reality (AR) into the processes, would improve the overall success rate. An AR proof of concept was conducted using the Toshiba dynaEdge AR100 (Dynabook, 2019). The question that guided the proof of concept was, “how did instructional task times compare between AR instruction’s and paper instruction’s?” The literature review provided findings that the incorporation of AR contributing to a 33% decrease in fabrication cycle times (Segovia et al., 2015). The literature review also provided findings that AR incorporation worked best for complex assembly tasks (Capozzi, Lorizzo, Modoni, & Sacco, 2014). The study utilized 20 subjects, which were split evenly into two groups for each set of instructions. The 20 individuals were timed, and the data was analyzed using a two-sample t-test and a Cohen’s d effect size analysis. The AR system’s perceived usability was also analyzed through the use of a system usability scale (SUS). The study’s findings for the t-test and the effect size analysis did not support the previously stated hypothesis. However, the AR system was determined to be useful, based off of the SUS findings. The study provides future researchers a starting point for AR related studies and an understanding of what to avoid. </p> </div> </div> </div>

Nowadays, the global economy imposes great competition between companies that creates an intense pressure. Due to this increasing competition, companies have to keep improving their process for becoming more efficient to lower costs while improving their quality level and providing a better service. A company that does not improve every year is a company that is dying. Although Kraft Foods Inc. is the world’s second largest food company, they also need to keep improving in order to maintain its competitive position on the market and this is why they have been implementing the Lean culture in France since 2007. They want to become more efficient by eliminating all the activities that the customer is not willing to pay for, defined as waste. Providing more value with fewer resources, goal of Lean manufacturing, should make Kraft Foods France even more competitive. However, in order to become Leaner, the nine plants of Kraft Foods Biscuit needed a structured method because the first difficulty of eliminating wastes lies in identifying them. The main purpose of this thesis was to develop one of the most important Lean tools to identify wastes called “Value Stream Mapping”. This master thesis will therefore explain and describe how mapping the value stream can help identifying and eliminating the wastes but also can be a priceless support to share a common vision of the value stream among managers. This tool should be seen as the starting point of any improvements projects since it allows identifying opportunities for improvement that will improve the bottom line of the company. VSM should be used to challenge the status quo and the behaviors of all employees in order to improve Quality, Cost, Delivery, Safety, Sustainability and Morale. This master thesis will deal with the two main missions I led in order to reach this goal. The first mission was to develop a standard of the Value Stream Mapping for Kraft Foods France. I was asked to participate in the structuralizing and in the standardization of the VSM tool for the company. The tool was first analyzed and then a taylor-made VSM tool was developed to meet the characteristics and needs of the food industry. The last step of this mission was to train managers and engineers so that they can lead VSM projects themselves, in any plants, that can help them identifying improvements to be done. The second mission was to apply this method in different production lines to show managers the effectiveness of the tool for identifying rooms for improvement that could increase the productivity of theses studied production lines. For example, the project at Granville’s plant, described in the last part of the thesis, shows what types of improvements can be identified thanks to a Value Stream Mapping project since this project led to a productivity improvement of 40 k€. On completion of this thesis, I wish to have contributed to the emergence of the good use of Value Stream Mapping tool at Kraft Foods that will help the company to keep improving and focusing on customers.

The concept of lean manufacturing dates back to 1990 in the automobile industry. However, its principles were implemented in other industries as well. Lean is also about people; and sustainable HR practices play an important role in the success of lean transformation. This research examines how sustainable HR practices enhances lean manufacturing. And the effect of these practices on lean manufacturing. The results showed a direct relationship between training as sustainable HR practice and employee retention. This means, the more training offered, the higher the retention rate. The leaner the manufacturing process will be.

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, organizations in the cotton knitwear industry have had to adapt to a client who is not willing to pay an additional cost for activities that do not add value to the product. In Peru, many companies that export cotton knitwear closes every year since they cannot compete with countries such as China and Hong Kong due to their high production costs. This paper introduces a production management model based on Lean Manufacturing techniques and standardization of operations to reduce waste in the production flow, thus improving quality, and reducing production time and costs. So, a Production and Continuous improvement model (PDCA) were implemented. The validation was performed in a representative Peruvian company that exports cotton knitwear, resulting in an efficiency improvement of 10%, reduction of defective products of 20%, and generating savings of almost 5,000 soles monthly.

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 study focuses on problems of inadequate production capacity management. The factors that generate this scenario are related to the incorrect distribution of work areas, the absence of standardization of the production process and unorganized workstations in the production line. The application of 5S’s tool, Value Stream Mapping (VSM) and a proposal for plant design are presented to solve the problem. After the application of the design solution, it was identified that 1 h and 23 min can be saved in transfer times, which can be invested in the manufacture of more products, improving the use of the plant’s capacity.

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, timber is the only commodity whose demand will increase at worldwide levels. Peru, despite being one of the countries with the highest forest potential, cannot compete with countries such as Brazil and China due to high production costs. Therefore, the aim of this article is to develop a production management model based on Lean Manufacturing techniques to increase production capacity by improving processes and reducing costs. For this, Knowledge Management, Change Management, and Production Management were implemented. The model was validated in a Peruvian timber company, where a 49% reduction in the cleaning and organization time was achieved. Calibration periods were reduced by 61%, and preventive maintenance periods by 72%.