El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Over time, the textile sector has been globally represented and characterized by increasingly demanding customers, which has forced companies to seek more flexible processes. However, these changes in production methods have also generated greater wastes, a common problem, which also leads to a greater number of defaults on meeting the demand. As a result, several efforts have been made to solve this issue, such as using emerging Lean or Just-in-Time philosophies with different approaches. Likewise, high sector turnover sometimes causes learning to become tedious, thus affecting the knowledge which has already been acquired. Therefore, this paper proposes a Lean Manufacturing model, bolstered by knowledge management to guarantee its viability over time. A simulation using the Arena software reduced non-compliances with companies’ production schedule up to 80%.

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.

This article proposes a production method that aims to increase the manufacturing capacity of a footwear small- and medium-sized enterprise (SME) to reduce backorders. Therefore, an assessment is carried out and delays in production processes, excess product transport time, defective products, and inefficient work methods are identified. This article proposes designing a Lean manufacturing method using the change management approach, whose methodology is composed of six phases. In phase 0, change management is carried out; in phase 1, the company's current situation is reviewed using the Value Stream Mapping (VSM); in phase 2, the work area is reorganized (implementing SLP and 5S); in phase 3, production is balanced (implementing Line Balancing); in phase 4, continual improvement is established using the Kaizen tool; and finally, in phase 5, the results are evaluated. Through validation, it was possible to confirm that Lean manufacturing tools along with change management increased order deliveries by 82%.

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%.

La presente propuesta de mejora utilizando lean manufacturing es aplicada a los procesos de ensamble en la industria de Calzado Industrial donde se describen diferentes aspectos conceptuales. La propuesta del uso de este sistema, nos permitirá manejar los procesos con bajos costos e inventarios de tal manera que se mejore la respuesta a los clientes con entregas completas y a tiempo a través de una administración eficiente en la cadena de valor. Para conseguir esta mejora se debe identificar en forma progresiva todos los desperdicios en el proceso que no agregan valor, con la participación creativa de todo el personal, aprendiendo como reducir el lead time por medio del eslabonamiento sólo de los procesos del valor agregado, es decir desde la detección de las necesidades del cliente hasta recibir el pago por el producto entregado a satisfacción. A lo largo del desarrollo de esta propuesta, se identificará una familia de productos los cuales tengan mayor impacto de productos representativos y de acorde a la proyección de ventas para el periodo 2014, se desarrollará lo siguiente: el trazado del Mapa del Valor Agregado Actual, el cálculo del ciclo de producción tack time y la identificación de desperdicios. Con la información anterior se procede a esbeltecer el proceso utilizando todas las herramientas lean, se elabora el Mapa de Valor Futuro y el desarrollo de la mejora se utiliza tarjetas kanban, que nos permitirá que la distribución de los productos a los clientes será de cargas mezcladas, esto será posible a través de una producción nivelada, este acto que nace del consumidor al comprar un producto y será activado para que el proceso de manufactura produzca sólo lo necesario a través del sistema de jalado o pull, el tiempo de respuesta será pequeño, la calidad se controla desde el origen y como consecuencia menor inversión en los inventarios. Además, se ha desarrollado un análisis económico y financiero del proyecto de mejora demostrando su factibilidad en la propuesta de mejora. / Tesis

Busca mejorar la productividad de la unidad de desarrollo de producto en una empresa textil. Para ello se implementó una metodología basada en el análisis, diagnóstico y propuestas de mejora para lograr mejores indicadores de productividad. En la parte inicial del trabajo se explican los conceptos de las principales herramientas de Lean Manufacturing, luego se delimita el caso de estudio al grupo 5, esto como consecuencia del análisis de los tiempos de ciclo y la identificación de los desperdicios a lo largo del proceso productivo del grupo, siendo el grupo 5 el proceso con la capacidad más restrictiva. Luego de delimitar el estudio, se realizó el diagnóstico utilizando el diagrama de actividades para conocer el proceso de desarrollo de muestra y la matriz AMEF (Análisis de Modo y Efecto de Fallos) para conocer los niveles de riesgo más altos. En el análisis realizado se identificaron los principales problemas detectados en el AMEF actual, los cuales fueron falta de orden y limpieza en el área y el alto índice de horas paradas de máquina. Es por esa razón que se propuso implementar herramienta de Lean Manufacturing como solución a estos problemas, las cuales son la implementación de la metodología 5S y la metodología TPM (Mantenimiento Productivo Total) La correcta implementación de las herramientas de manufactura esbelta logró un aumento en los tres indicadores que involucran el OEE (Eficacia Global de los XII Equipos). El primer indicador es el incremento de la disponibilidad de las maquinas en 8% provocado por la reducción del tiempo de setup (configuración) y del tiempo de reparación de las máquinas. Otro indicador que impacta en el beneficio es el rendimiento de las líneas de confección, aumentando en 7% debido al alza del tiempo bruto de producción. Por último, la tasa de calidad obtiene un crecimiento de 12% como consecuencia de la reducción de productos defectuosos. Estos tres indicadores logran un incremento del OEE de 21%. Otros beneficios son el incremento de la capacidad productiva, ahorro de horas hombres, incremento del área de trabajo y motivación del personal. / Tesis

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.