Abstract
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.
Highlights
The textile sector represents a significant share of the world’s gross domestic product (GDP)
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 paper proposes the implementation of a production management model based on Lean tools (5S and Kanban), supported by knowledge and change management, with the aim of improving employee skills, increasing profits, and reducing penalties due to late order fulfillment
Summary
The textile sector represents a significant share of the world’s gross domestic product (GDP). This study has an economic justification, since the use of a production model based on Lean tools and process management will allow the company to reduce downtime and fulfill order batches on time, avoiding penalties. A study found that the development of Lean tools in a textile company managed to reduce the duration of activities that do not add value to the process; this led to economic savings of $25,916,485. This implementation achieved qualitative benefits, such as the improvement of the work environment, a better image of the work area, the creation of a teamwork culture, and a sense of belonging to the company. Only the Lean manufacturing methodology can be applied to all companies and their levels regardless of company size since the methodology does not require large investments and results may be observed in the short term. [14] [15] [16] [17]
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