Recent Submissions

  • Agile Logistics Management Model to Reduce Service Times and Improve Processes Using Lean Service Methodology in Companies in the Electrical Sector

    Palomino, Viviana Barriga; Raffo, Sotelo; Fernando, Juan Luis (Institute of Electrical and Electronics Engineers Inc., 2021-03-01)
    In recent years, according to Osinergmin, the production of electrical energy has increased up to 2.4%. This sector represents 1.5% of GDP and encompasses more than 6.6 million users, so its consumption continues at a growth rate for the country's development. This growth depends on the response time that companies today provide users; many of them operate their logistics management manually and traditionally, which leads to delays in service and dissatisfaction of both the external and internal clients. Likewise, companies in the sector, by working traditionally, do not use technology as a point of competitiveness within the market, since 60% of companies use software for their operations. To do this, an agile logistics management model is proposed that will consist of reducing purchase order attention time by 50% and improving internal processes and procedures under the Lean Service methodology. It will start by identifying the main problem and the expected objectives, then the Lean Service, Business Process Management and Agile Logistics tools will be executed, which will help to reestablish new processes and procedures.
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  • Improvement of warehouses of distribution companies through lean warehouse and an allocation algorithm

    Nuñez-Castaneda, Yaninna; Moreno-Samanamud, Manuel; Shinno-Huamani, Miguel; Maradiegue-Tuesta, Fernando; Alvarez-Merino, Jose (Institute of Electrical and Electronics Engineers Inc., 2019-10-01)
    The wholesale trading companies are facing new challenges in terms of the level of service, which is an important factor which determines the level of sales and profitability of companies. Thus, currently, companies are aimed to deliver orders to their respective customers on time, in good condition and complete. This file focuses on the importance of warehouse management for mass consumption distributors, since it's the warehouses that determine the operation and productivity costs of these. Thus, some innovative techniques such as the lean warehouse and allocation tools improve working conditions with the aim of reducing downtime and distances. A pilot programme of implementation of the tools mentioned in the warehouse of a wholesale distributor was carried out. As a result of the research, the distance traveled in the warehouse was reduced by 22%, the reduction of times in the picking process, achieving the optimal delivery time and generating an increase in the sales made of 215,720.22 soles. These results prove to be decisive in the performance of the supply chain (inventory, cost, delay and risk), since the key to success for this industry is to satisfy the needs of customers in the shortest possible time.
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  • Combined Model of Lean Six Sigma and Work Method for a Peruvian Ammunition Manufacturing

    Mego-Aranguri, Cristhian; Roque-Soriano, Maria; Carvallo-Munar, Edgardo; Salas-Castro, Rosa; Cardenas-Rengifo, Luis (Institute of Electrical and Electronics Engineers Inc., 2020-09-30)
    In the arms industry, quality is essential because its products are used for special purposes. Therefore, in production, the rate of defective products is low. This study proposes a model to reduce the number of defective products based on the combined use of the Six Sigma and work method tools. For the purposes of this study, the production process of the 7.62 mm ammunition was analyzed because it presents several issues that affect product quality. The current methods and procedures of the production process were analyzed to identify the root causes of the problem and to provide a solution. After implementing the model, defective products were reduced from 20% to 13.67%..
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  • Lean Manufacturing tools applied to the metalworking industry in Perú

    Arbieto, Miguel; Vasquez, Jose; Altamirano, Ernesto; Alvarez, Jose; Marcelo, Eloy (Institute of Electrical and Electronics Engineers Inc., 2020-09-30)
    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%.
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  • Production management model through MPS and line balancing to reduce the non-fulfillment of orders in lingerie clothing MSEs in Peru

    Flores-Andrade, K.; Guardia-Miranda, R.; Castro-Rangel, P.; Raymundo-Ibañez, C.; Perez, M. (Institute of Physics Publishing, 2020-04-06)
    The focus of this research is to establish control and planning management in the sewing production process of lingerie clothing to better prepare companies for demand growth. The lack of improvement tools in this sector, the lack of staff training and a lack of quality culture has led to companies, especially MYPES, not being able to meet the established delivery times and non-fulfillment of orders with the customers, which represents 80% of dissatisfied orders due to the limited production capacity and non-productive time in the plant. This problem is due to limited production capacity, deficient production planning, and lack of materials. In order to solve this problem, industrial engineering tools were used. The application of these tools improved production from 79% to 95%.
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  • LEAN maintenance model based on change management allowing the reduction of delays in the production line of textile SMEs in Peru

    Arrascue-Hernandez, G.; Cabrera-Brusil, J.; Chavez-Soriano, P.; Raymundo-Ibañez, C.; Perez, M. (Institute of Physics Publishing, 2020-04-06)
    This article examines the problem of production line delays in a textile small- and medium-sized enterprise (SME) that produces polyester fibre from recycled bottles, based on orders. Factors that have resulted in production line delays include prolonged unscheduled maintenance time, and preparations and adjustments prior to operating the equipment. To address the problem, a model was developed applying lean manufacturing tools through change management, with the aim of increasing equipment availability and useful life. To validate the model, a pilot was developed to determine how the increase in equipment availability helps reduce delays in the production line, which eventually improves completion of customer orders.
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  • Lean Manufacturing Production Management Model using the Johnson Method Approach to Reduce Delivery Delays for Printing Production Lines in the Digital Graphic Design Industry

    Gomero-Campos, A.; Mejia-Huayhua, R.; Leon-Chavarri, C.; Raymundo-Ibañez, C.; Dominguez, F. (Institute of Physics Publishing, 2020-04-06)
    Several factors compel graphic design companies to improve efficiency and competitiveness in their production lines. However, these companies are not prepared to take on this challenge, as they report delays in 20% of their deliveries, caused by high setup times, low machine availability, and poor work scheduling. In this context, this study proposes a new production management model fed by the interaction of lean manufacturing tools and the Johnson scheduling method. This model has been validated by direct application at the SISSA. The results obtained were the reduction of the setup time to 15 minutes, increased machine availability up to 24%, and an efficient scheduling of its tasks. All of these reduced the percentage of delivery delays from 20% to 6%.
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  • Layout Lean model of production management based on change management to improve efficiency in the production of packaging in auto parts sector SMEs

    Mancilla-Escobar, J.; Maccasi-Jaurequi, I.; Raymundo-Ibañez, C.; Perez, M. (Institute of Physics Publishing, 2020-04-06)
    This investigation proposes a lean model of production management for a small and micro enterprise (SME) dealing in packaging production in the auto parts sector, with the purpose of increasing efficiency in its production line. To this end, this model integrates study method tools and SMED, seeking to reduce waiting times and unnecessary operations, which have been identified as causing the problem on the basis of an initial diagnosis of the situation. Furthermore, to support and guarantee success in implementing these tools, John Kotter's Change Model is used. After two months of implementation, the results showed a 50% reduction in setup operation time and a 32% decrease in filing operation time, which are bottlenecks in the production process. Thus, with the new indicators, the line efficiency increased by 7% from the initial situation, thus showing improvement.
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  • Lean production management model under the change management approach to reduce order fulfillment times for Peruvian textile SMEs

    Durand-Sotelo, L.; Monzon-Moreno, M.; Chavez-Soriano, P.; Raymundo-Ibañez, C.; Dominguez, F. (Institute of Physics Publishing, 2020-04-06)
    Currently, small- and medium-sized enterprises face order fulfillment issues, thus generating reduced service levels. In addition, these companies are usually not aware of the importance of continuous improvement tools or of training staff as a mitigation strategy for this situation. Within this framework, the authors performed a literature review to compile production models through which downtimes could be reduced. The production model designed therefrom comprises Lean Manufacturing and work study tools within a Change Management approach. This design focuses on model implementation by small companies without requiring large investment, cutting-edge technology, or qualified personnel. Finally, an application case study was conducted in a small textile manufacturing company located at the Gamarra Fashion Center in Lima, Peru. The results that were reported revealed that late order fulfillment instances reduced by up to 18%, which had an impact on downtimes, unnecessary movements, and in-process inventory levels, thus increasing productivity by 85%.
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  • SCOR Model for a Dual-Channel Supply Chain using Drop Shipping to Reduce Overstock in Small- and Medium-Sized Retail Enterprises

    Francia-Arias, G.; Marín-Vílchez, J.; Macassi-Jauregui, I.; Raymundo-Ibañez, C.; Dominguez, F. (Institute of Physics Publishing, 2020-04-06)
    Sales are central to retail companies. One of the main problems for these companies is when products are sold later than expected, causing overstock due to lower inventory turnover, which increases inventory levels. Therefore, for many retailers, it is important to solve this problem. This is mostly applicable to companies engaged in sales; however, if we take into account the main supplier and the way they act within the supply chain, we must also consider an additional approach. Since online sales are a major innovation brought about by the new digital era, it is standard for sales strategies to focus on this new requirement of customers. In this way, the main supplier takes a leap forward on Internet sales, creating another sales channel. This is when companies under the supply chain start losing sales. According to the above, a dual supply chain model was suggested using the SCOR model and drop shipping. After the improvement proposal was implemented, the company reported a reduction of approximately S/13,000 when comparing the first quarter of 2018 to that of 2019.
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  • Lean Manufacturing Production Method using the Change Management Approach to Reduce Backorders at SMEs in the Footwear Industry in Peru

    Dextre-Del-Castillo, D.; Urruchi-Ortega, S.; Peñafiel-Carrera, J.; Raymundo-Ibañez, C.; Dominguez, F. (Institute of Physics Publishing, 2020-04-06)
    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%.
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  • Lean Manufacturing Production Management Model focused on Worker Empowerment aimed at increasing Production Efficiency in the textile sector

    Sosa-Perez, V.; Palomino-Moya, J.; Leon-Chavarri, C.; Raymundo-Ibañez, C.; Dominguez, F. (Institute of Physics Publishing, 2020-04-06)
    For companies operating within the garment manufacturing industry, having frequent downtimes in their production flows is an extremely common issue. In this context, a balanced production line is required to prevent high waiting times due to limited productive capacity. A well-balanced assembly line allows products to be produced in an optimum time while using less resources, such as machines, materials, or labour, since the right number of products is produced with the exact amount of resources, thus generating savings in production costs. This paper seeks to foster optimum resource allocation through the line balancing tool. Finally, to define a work methodology, best practices were selected, and a procedures manual was developed focusing on Standardization. Both tools were implemented after implementing changes to the company culture by means of the Employee Empowerment tool. As a result of this implementation, workers acquired greater accountability and control over the resources, methods, and equipment of their work areas. After the proposed improvements had been deployed, the company reported an increase of over 20% in production line quality, performance, and efficiency.
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  • Maintenance Management Model under the TPM approach to Reduce Machine Breakdowns in Peruvian Giant Squid Processing SMEs

    Gallesi-Torres, A.; Velarde-Cabrera, A.; León-Chavarri, C.; Raymundo-Ibañez, C.; Dominguez, F. (Institute of Physics Publishing, 2020-04-06)
    In recent years, the giant squid processing industry in Peru exhibited a 59% increase in exports with respect to 2018. According to estimates, this industry generates approximately 30,900 jobs per year. However, some SMEs experience low productivity, such as the PECEPE company, due to plant downtime. This represents 26% of the available time, which translates into the loss of 1760 tons every year. The most constraining external factor the sector faces is uncertainty in resource availability caused by changing weather conditions and informal fishing activities. Although there is a large number of research studies on the fishing industry and resource extraction, literature on processing plant operations is scarce. Within this context, this study seeks to promote a high impact sector in Peru, as well as fostering processing plant competitiveness and productivity. Hence, to address these issues, the authors propose a maintenance management model under the TPM approach. As part of the results from model implementation, a 39% decrease was reported in plant downtime, while maintenance costs also decreased by 16%, which, in turn, increased machine availability and production by 784 tons per year.
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  • Production Management Model Based on Lean Manufacturing and Change Management Aimed at Reducing Order Fulfillment Times in Micro and Small Wooden Furniture Companies in Peru

    Castro-Chara, R.; Valenzuela-Leandro, R.; Chavez-Soriano, P.; Raymundo-Ibañez, C.; Dominguez, F. (Institute of Physics Publishing, 2020-04-06)
    This research study seeks to identify and prioritize the causes of order fulfillment delays in a small wooden furniture manufacturing company. The authors propose a 5-phase Lean Optimization model to address and reduce this problem. Post-implementation results yielded a 54.87% reduction in material search and transportation times, a 32.86% reduction in travel times between stations, and a 19.81% increase in line efficiency. In addition, order fulfillment percentages increased from 12.5% to 60%.
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  • Lean Manufacturing Model for production management to increase SME productivity in the non-primary manufacturing sector

    Flores-Meza, S.; Limaymanta-Perales, J.; Eyzaquirre-Munarriz, J.; Raymundo-Ibañez, C.; Perez, M. (Institute of Physics Publishing, 2020-04-06)
    Currently, there is a large percentage of small and medium-sized enterprises (SMEs) in the Peruvian textile market that show economic loss because of the payment of penalties to customers, which are incurred owing to the delay in the delivery of order batches. This is due to poor production management and a lack of focus. The manufacturing sector is essential because of its high contribution to the country's gross domestic product. Currently, SMEs do not employ methodologies that help improve production and process management as they do not realize how important and necessary the methodologies are, in addition to how complex these may be. Therefore, this paper will propose a production management model designed for SMEs in this sector, based on Lean methodology where the objective is time reductions and production increases as well as exerting changes to the organizational culture. Thus, this model will help organizations to avoid incurring economic losses because of the payment of penalties for orders not delivered on time. To validate the present model, a time simulation was performed in the manufacturing area of a textile company. The result of this project was positive, since there was a 25% increase in productivity and a 20% reduction of takt time with respect to the initial data.
    Acceso abierto
  • Warehouse management model using FEFO, 5s, and chaotic storage to improve product loading times in small- and medium-sized non-metallic mining companies

    Espinoza-Camino, P.; Macassi-Jaurequi, I.; Raymundo-Ibañez, C.; Dominguez, F. (Institute of Physics Publishing, 2020-04-06)
    This article addresses one of the main problems faced by small- and medium-sized business in the non-metallic mining sector in Peru. These companies own warehouses and face the major problem of failing to deliver orders correctly and in a timely manner. This problem usually occurs when the business grows from a small- to medium-sized company in a short span of time; this situation leads to new processes within warehouses that are mostly not standardized. Besides, facilities are no longer optimal in space and the workers are not properly trained. The case study shows that the orders were not delivered on time due to factors such as lack of product identification, although the products have an expiration date and a warehouse without signaling and surrounded by traffic. To tackle this situation, a labeling process has been designed for the products, an adequate distribution technique is used in the warehouse through a newly designed warehouse layout, and a First Expired, First Out system has been implemented. Similarly, the design is accompanied by the 5s tool to provide a basis for order and continuous improvement. The results show that deliveries with delays were reduced from 38% to 10%. These results show that companies can grow rapidly and maintain quality of service through orderly management.
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  • Lean Production Model Aligned with Organizational Culture to Reduce Order Fulfillment Issues in Micro- and Small-sized Textile Businesses in Peru

    Martinez-Condor, B.; Mamani-Motta, F.; Macassi-Jaurequi, I.; Raymundo-Ibañez, C.; Perez, M. (Institute of Physics Publishing, 2020-04-06)
    This paper proposes an optimization model aimed at increasing production capabilities at a small-sized textile business dedicated to manufacturing polo shirts, while reducing order fulfillment issues, including incomplete orders and late deliveries. Hence, an assessment identified downtimes from unnecessary transportation travel, time spent looking for materials, and excessive losses due to cutting fabric errors. In this light, the study focused on selecting adaptable tools, such as 5S, Plant Layout, and Method Study, which may help improve production capabilities and address these situations. However, to guarantee that the objectives set forth are being met, the organizational culture must also be identified and improved so that it may serve as the foundation for the optimization model. Then, the proposed model will be validated to determine whether the selected operating tools supported by the strengthening of organization culture contribute to increasing production.
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  • LEAN Production Management Model based on Organizational Culture to Improve Cutting Process Efficiency in a Textile and Clothing SME in Peru

    Cespedes-Pino, R.; Hurtado-Laguna, J.; Macassi-Jaurequi, I.; Raymundo-Ibañez, C.; Dominguez, F. (Institute of Physics Publishing, 2020-04-06)
    In recent years, homegrown SMEs have had low production levels when compared with Chinese garment imports, losing their competitive advantage in the domestic market. SMEs represent 96% of garment companies in Peru and have a positive impact on the creation of jobs. The search for a technique to improve SME output was conducted in various studies; however, the efforts did not bear fruit over time. Thus, this article seeks to improve the low production efficiency in textile and clothing SMEs. Therefore, we proposed a model and validated it in the production area of a denim clothing manufacturing company in Peru. We conducted business diagnostics and found a production efficiency problem. Later, we adapted the Lean production management model to the prevailing organizational culture. The main result was that the company's production efficiency increased from 68% to 71%. Finally, employee commitment, along with the combination of the Lean model and organizational culture, allowed the improvements to stand the test of time after their implementation.
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  • Energy model based on fluvial rainfall for the rural population with torrential rain

    Perales, Javier; Zapata, Gianpierre; Raymundo, Carlos (Springer Science and Business Media Deutschland GmbH, 2019-01-01)
    In Latin America, the lack of electricity has been a serious problem for over several years. To overcome this lack of supply in electricity supply, hydraulic energy is now being used in a greater proportion to fulfill the electricity needs in the rural areas. Investigations have been conducted to assess the environmental conditions of these rural areas to optimize the functionality of turbines used for hydraulic energy generation. However, there are very few focused on turbines of less than 0.5 kW generation. The proposed study aims to analyze the positioning of the blades of the cross-flow turbines and designing an electric generation system for rural dwellings. A simulation of each evaluated design was performed, and the power generated from these turbines was calculated. The results show that the power outputs initially were high and stabilized at a value of approximately 180 W, hence satisfying the minimum demands of a rural house.
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  • Optimized plant distribution and 5S model that allows SMEs to increase productivity in textiles

    Ruiz, Silvana; Simón, Allison; Sotelo, Fernando; Raymundo, Carlos (Latin American and Caribbean Consortium of Engineering Institutions, 2019-01-01)
    In Peru, the Textile sector generates between 350 and 400 thousand direct jobs, representing 1.9% of Gross domestic product (GDP) and just over 10% of manufacturing. SMEs are characterized by being formed by family businesses, low levels of investment in new technologies and limited financial resources. This context has made SMEs are delayed compared to large companies in implementing Lean Manufacturing. Manufacturing textile companies that have problems with low productivity, excessive use of physical space, unnecessary movement and transport, use the tools of Lean Manufacturing and distribution plant for solving these problems. Many of the problems found in companies are related to the disorganization of processes, material flow and layout. Therefore, companies have seen the need to apply different strategic tools to help them increase the efficiency of their processes and become more competitive in their market. Among the strategic tools is the Lean Manufacturing. Several authors conclude that the plant distributions that SMEs have are not correct for increased productivity, however, the improvement models presenting lack information on how to create step by step a new layout of the company. Because of this, this article details the steps that SMEs can follow in search for a plant distribution model under the SLP tool.
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