• Production Control Model Using Lean Manufacturing Tools and Kanban/CONWIP Systems to Improve Productivity in the Process of Sand Casting in a Heavy Metalworking SME

      Prada-Echevarría, Luz; Chinchay-Grados, Jorge; Maradiegue-Tuesta, Fernando; Raymundo, Carlos (2021-01-01)
      The contribution of the metalworking sector to the gross domestic product is decreased by 8.6% in the 2017–2018 period because of problems such as high rejection rates, lead times, and raw material losses. Consequently, the sector’s production was reduced by PEN 1,200,000 while demand remained flat. Thus, this article proposes a production control model using 5S, Single-Minute Exchange of Dies, and tools such as Kanban and Constant Work-in-Progress (CONWIP) to increase the productivity of a sand casting line in a Peruvian metalworking enterprise that manufactures parts for mining on request. The improvement proposal involves the implementation of lean manufacturing tools and analyzes low productivity effects. The problems identified are typical of the Peruvian metalworking sector; thus, this study may contribute to finding possible solutions for issues faced by other enterprises.
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    • Production Model Under Lean Manufacturing and Change Awareness Approaches to Reduce Order Delays at Small and Medium-Sized Enterprises from the Clothing Sector in Peru

      León-Guizado, Sheyene; Castro-Hucharo, Anthony; Chavez-Soriano, Pedro; Raymundo, Carlos (2021-01-01)
      This study proposes a production model that increases the manufacturing capacity in a small and medium-sized enterprise (SME) of garments with an aim to reduce the nonfulfillment of order deliveries. An assessment has been done and waiting times between production processes have been identified, along with defective products and inefficient work methods. This study proposes the design of a lean manufacturing model under the change management approach, whose methodology comprises five phases. In phase 0, awareness and training sessions are conducted (change management). Then, phase 1 reorganizes the work area (plant layout re-distribution and 5S) and phase 2 seeks better workload balances (line balance and Heijunka implementation). Later, phase 3 standardizes work methods (standardization). Finally, the proposed model will be validated to determine whether the selected operating tools are supported by the awareness that contributes to increasing production. © 2021, Springer Nature Switzerland AG.
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