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Bailetti, O., Chunga, P. (2021). Mejora en el área de producción aplicando manufactura esbelta en la empresa Hules Peruanos S.A.C. [Universidad de Lima]. https://hdl.handle.net/20.500.12724/13769
Bailetti, O., Chunga, P. Mejora en el área de producción aplicando manufactura esbelta en la empresa Hules Peruanos S.A.C. []. PE: Universidad de Lima; 2021. https://hdl.handle.net/20.500.12724/13769
@misc{renati/234921,
title = "Mejora en el área de producción aplicando manufactura esbelta en la empresa Hules Peruanos S.A.C.",
author = "Chunga Oblitas, Paolo Cesar",
publisher = "Universidad de Lima",
year = "2021"
}
Título: Mejora en el área de producción aplicando manufactura esbelta en la empresa Hules Peruanos S.A.C.
Asesor(es): Lizárraga Portugal, Carlos Augusto
Palabras clave: Manufacturing processes; Lean manufacturing; Procesos de fabricación; Producción eficiente
Campo OCDE: https://purl.org/pe-repo/ocde/ford#2.11.04
Fecha de publicación: 2021
Institución: Universidad de Lima
Resumen: La presente tesis es un estudio de mejora empresarial usando la manufactura esbelta. Para
ello, se realizó un diagnóstico de la situación actual donde se evaluaron los principales
procesos siendo el área producción la de más bajo rendimiento. El principal problema que
se encontró fue el incumplimiento de entrega de pedidos. El 22% de los pedidos durante
2018 y 2019 fue entregado de forma parcial al 50% de la cantidad solicitada por el cliente.
Esto desencadenó en una reducción del número de pedidos en un 4% y una caída del 5%
del monto de sus ventas anuales. El problema detectado es causado al tener una capacidad
utilizada 66% que no satisface la demanda de pedidos tomando en cuenta que al estar en
un 80% se cumpliría con la totalidad de pedidos. La capacidad utilizada de planta de 66%
se calcula al dividir la producción real de 7 703 unidades/ semana con la capacidad de
planta de 11 617 unidades/semana. De tal forma que, si se aumenta la productividad de
mano de obra del proceso, se podrían producir más unidades de producto terminado en
un tiempo determinado y así cumplir con la demanda de la empresa. Por ello, se decide
analizar qué factores son los que causan que la productividad de mano de obra no pueda
tener un mejor desempeño y a su vez un mejor aprovechamiento de la capacidad de planta.
La disminución de la productividad del proceso se decantó por los siguientes tres motivos:
baja eficiencia de mano de obra en las actividades de acabado (cuello de botella) y
prensado, desorden de la planta de producción con un área desperdiciada de casi 50% y
largas distancias entre las estaciones de trabajo como consecuencia de una deficiente
distribución de planta. Acto seguido, se determinó como solución de alto impacto sería la
aplicación de metodologías 5´s, aplicándose de la siguiente forma: en una primera
instancia ejecutando una redistribución de la planta de producción y luego la aplicación
de metodología de 5´s, logrando tras un piloto aplicado una mejora en la productividad
en casi un 21%, reducción de traslados en un 38%, recuperación de 124m2
de terreno en
el área de producción y cumplimiento de entrega de pedidos al 100%. Finalmente, para
determinar la viabilidad económica se realizó un análisis económico/financiero donde
quedó evidenciado el positivo resultado con una TIRF de 95% y un período de
recuperación de 1,23 años.
This research paper is a study of business improvement using lean manufacturing. To do this, a diagnosis of the current situation was carried out where the main processes were evaluated, with the production area being the one with the lowest performance. The main problem that was found was the non-fulfillment of order delivery. 22% of the orders during 2018 and 2019 were partially delivered at 50% of the amount requested by the client. This triggered a 4% reduction in the number of orders and a 5% drop in their annual sales amount. The problem detected is created by having a 66% used capacity that does not satisfy the demand for orders, taking into account that being at 80%, all orders would be fulfilled. The plant capacity used of 66% is calculated by dividing the actual production of 7 703 units / week with the plant capacity of 11 617 units / week. In such a way that, if the labor productivity of the process is increased, more units of finished product could be produced in a given time and thus meet the demand of the company. Therefore, it is decided to analyze which factors are those that cause labor productivity to not perform better and in turn make better use of plant capacity. The decrease in the productivity of the process was opted for the following three reasons: low labor efficiency in finishing (bottleneck) and pressing activities, clutter of the production plant with a wasted area of almost 50% and long distances between workstations as a consequence of poor plant layout. Immediately afterwards, it was determined as a high impact solution it would be the application of 5's methodologies, applying it in the following way: in the first instance executing a redistribution of the production plant and then the application of 5's methodology, achieving after A pilot applied an improvement in productivity by almost 21%, reduction of transfers by 38%, recovery of 124m2 of land in the production area and 100% fulfillment of order delivery. Finally, to determine the economic viability, an economic / financial analysis was carried out, where the positive result was evidenced with an IRR of 95% and a recovery period of 1,23 years.
This research paper is a study of business improvement using lean manufacturing. To do this, a diagnosis of the current situation was carried out where the main processes were evaluated, with the production area being the one with the lowest performance. The main problem that was found was the non-fulfillment of order delivery. 22% of the orders during 2018 and 2019 were partially delivered at 50% of the amount requested by the client. This triggered a 4% reduction in the number of orders and a 5% drop in their annual sales amount. The problem detected is created by having a 66% used capacity that does not satisfy the demand for orders, taking into account that being at 80%, all orders would be fulfilled. The plant capacity used of 66% is calculated by dividing the actual production of 7 703 units / week with the plant capacity of 11 617 units / week. In such a way that, if the labor productivity of the process is increased, more units of finished product could be produced in a given time and thus meet the demand of the company. Therefore, it is decided to analyze which factors are those that cause labor productivity to not perform better and in turn make better use of plant capacity. The decrease in the productivity of the process was opted for the following three reasons: low labor efficiency in finishing (bottleneck) and pressing activities, clutter of the production plant with a wasted area of almost 50% and long distances between workstations as a consequence of poor plant layout. Immediately afterwards, it was determined as a high impact solution it would be the application of 5's methodologies, applying it in the following way: in the first instance executing a redistribution of the production plant and then the application of 5's methodology, achieving after A pilot applied an improvement in productivity by almost 21%, reduction of transfers by 38%, recovery of 124m2 of land in the production area and 100% fulfillment of order delivery. Finally, to determine the economic viability, an economic / financial analysis was carried out, where the positive result was evidenced with an IRR of 95% and a recovery period of 1,23 years.
Enlace al repositorio: https://hdl.handle.net/20.500.12724/13769
Disciplina académico-profesional: Ingeniería Industrial
Institución que otorga el grado o título: Universidad de Lima. Facultad de Ingeniería y Arquitectura
Grado o título: Ingeniero Industrial
Jurado: Sotomayor Cabrera, Arístides; Reaño Vera, Abel Antonio Martin; Gálvez Zárate, Carlos
Fecha de registro: 10-ago-2021
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