A Proposed Model for Inventory Management to Minimize the Rate of Raw Materials Tied up of Textile Industry with Lean Engineering Tools

This research focuses on improving the stock rotation of the raw materials warehouse of a sheep wool yarn production plant. The objective is to reduce excessive operating costs, the misuse of resources and improve the distribution of materials in the warehouse. This article develops an innovative solution, where the 7S, Poka-yoke, Slotting, and Kardex tools were used to improve the deficiencies in the inventory management systems and the storage conditions of the materials, as well as errors in the stock register. The case study is divided into four stages analysis of the problems and causes, improvement of inventory management activities and tools, evaluation of the impacts generated, and validation of the proposed model. This was carried out in the simulation software Arena, where an increase from 0.83 to 2.4 in raw material turnover, reduced errors in inventory control, and an improvement in the efficiency of inventory management were observed. This case study provides a foundation for other lines of investigation and the model's use by businesses with comparable traits.Revisión por pare

Improving OEE in a Peruvian SME: A Case Study on the Application of Lean Manufacturing Tools in the Metalworking Sector

In Peru, SMEs have been affected by the crisis that caused the COVID 19 pandemic. Likewise, the hard competition with Asian countries like China has been a reason for Peruvian SMEs deciding to work with high-quality products. However, poor machine and maintenance management, high percentage of rework, and excessive downtime are frequent problems faced by SMEs in the metalworking sector. For this reason, the bending area was identified as the most critical. In this study, the case of a Peruvian SME that produces air conditioning products was studied. In this case, the bending area was the most critical. Therefore, the main objective of this study is to prove how the use of lean manufacturing tools can impact the productivity of the bending area, thereby improving indicators such as OEE, cycle time, unnecessary routes, and space reduction

Production optimization model to increase order fulfillment by applying tools under the Lean Green philosophy and TPM in plastic manufacturing SMEs

The plastic sector sustains an important growth based on production worldwide and nationally during the last years. However, this growth in production can be affected by the various problems that the sector sustains, harming the availability of plastic products and thereby affecting customers, this impact is reflected in customer losses due to the non-fulfillment of orders or additional payments for penalties imposed by them. In this context, companies in the plastic sector aim to reduce machine downtime rates to increase availability and thereby maintain smooth production and thus increase the order fulfillment rate. After the above, in the research, the problem that generates a low rate of order fulfillment is due to the constant blowing machine shutdowns in the plant. Therefore, it is proposed to design a model based on the Lean Manufacturing philosophy, using tools such as 5S, SW, TPM and SMED, based on applications of the Lean Green philosophy; with the aim of reducing stops in the blowing machine making it more efficient and environmentally friendly. This research emphasizes the most representative product of the company, the drums, developing the diagnosis in the blowing process, which, the root causes were quantified with respect to the main problem, through the tools of the Lean Manufacturing philosophy it is proposed to address each cause and mitigate them. Finally, the model that has been proposed manages to reduce the rate of machine shutdowns by 55.48%, giving greater availability to the blowing machine and with it a better production flow, which generates an increase in the order fulfillment rate by 74.59%. In this way, a precedent is achieved in the plastic sector regarding the improvement of blowing processes

Increased service level in environmental consulting SMEs through a collaborative model between Data Analytics and PDCA

The value contributed by SMEs in the world is between 70% and 90% of global GDP [1]. However, environmental SMEs have shown delay in collecting reports due to lack of knowledge of digital transformation. This problem prevents them from meeting the projected demands. In this sense, to solve the identified problem, the collaborative model with the combination of Data Analytics, PDCA and 5S tools is proposed. The Data Analytics generates a positive link in organizations responds with agility [2] and understanding to the changes that occur and to be able to make decisions in time in an intelligent way and fast execution [3], since a point of benefit is to have the information available to people. The model was validated in an environmental consultancy, where the management of the company's activity is involved from the collection process and the development of key activities in information management and document processing. The generation of potential business drivers [4] allows the company to focus on an impact on core activities and operations [5]. The results were positive, the company was able to increase its indicators of number of completed reports by 95% and level of attention by 15%

Lean Service management model to reduce canceled orders in a fast-food company

The restaurant subsector is of great importance in the country's economy, generating a contribution of 2.8% of the national GDP. However, based on the research carried out, some problems that afflict the industry were identified, being the high rates of canceled orders the main problem that affects the study company. This problem results in customer dissatisfaction, so it is vitally important to reduce the causes that generate the cancellation of the client's orders. In relation to the above, the case study presents a high rate of returns surpassing the sector by 13.46% negatively impacting the profitability of the company. Therefore, a model based on the PDCA cycle was used, implementing Lean, BPM and FEFO Inventory Management tools with the aim of reducing canceled orders in the company. The implementation of these tools was carried out in different stages, taking as baseline the following indicators: percentage of overdue supplies, distance traveled, occupancy rate and level of satisfaction. At the end of the implementation, the % of cancelled orders was reduced by 9.7% and the percentage of overdue supplies decreased to 7.71%. In this way the distances traveled were reduced to 2255.6 meters improving the gross margin of the company. The result will be used as a reference and example for future implementations to the rest of the companies in the sector