Bibliographic citations
Cabanillas, L., (2016). Propuesta de mejora en el área de mantenimiento para reducir los costos de la empresa Transportes Rodrigo Carranza S.A.C. [Tesis, Universidad Privada del Norte]. https://hdl.handle.net/11537/11091
Cabanillas, L., Propuesta de mejora en el área de mantenimiento para reducir los costos de la empresa Transportes Rodrigo Carranza S.A.C. [Tesis]. PE: Universidad Privada del Norte; 2016. https://hdl.handle.net/11537/11091
@misc{sunedu/3001210,
title = "Propuesta de mejora en el área de mantenimiento para reducir los costos de la empresa Transportes Rodrigo Carranza S.A.C.",
author = "Cabanillas Rodríguez, Laurely Liseth",
publisher = "Universidad Privada del Norte",
year = "2016"
}
ABSTRACT This work is aimed at reducing costs of Maintenance Area of Transportes Rodrigo Carranza S.A.C. company. For that, an inspection of the workplace was held in order to identify existing problems and from this, survey maintenance personnel for the prioritization of the problems encountered and determination of the root causes of the high maintenance costs. Then, the costs incurred by each of the root causes in the Maintenance Area of Transportes Rodrigo Carranza S.A.C. are determined. Having identified the root causes and costs involving the company, a proposal for improvement were made based on Industrial Engineering tools as: 5S Technique, Training Plan, Equipment Purchase and Total Productive Maintenance (TPM), which are aimed at improving the work area from small actions, which together generate positive changes and economically attractive for the company. The results achieved with the improvement proposal are: Internal Rate of Return (IRR) of 904%, which indicates the high profitability of the proposal for the company, a Benefit/Cost (B/C) obtained 43.80, which refers that every sol invested in the improvement proposal is recovered and also generates a gain of 42.80 soles and a reduction of the current costs in the Maintenance area in 46.36% is obtained.
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.