Conference Agenda

Abstract– The 5S method is one of the most used continuous improvement instruments in administrative processes because it creates an optimal, orderly, and functional work environment. Thanks to its simplicity, you can participate individually or in a group, improving the work environment. By applying this method, companies can minimize errors in the production of goods.

This article exposes the application of the 5S model in the paint section of the inventory department of a shipyard company, in the warehouse. The initial condition was diagnosed with an evaluation that used a checklist. An accumulation of supplies without order and identification was detected, which caused loss of time and delays in the delivery of finished work to the shipowner or owner of the vessel, compliance was 32%.

Then, through a survey applied to twelve warehouse workers in the production area, the opinions of the workers and the relevant aspects of the operation process related to the problem were known. Afterwards, an action plan was created to make the necessary changes and a training schedule for workers to contribute to the improvement of their workplace. Also, the 5S method was implemented in the operational flow of the area, and the corresponding final evaluation was made with the checklist, which verified the improvement in the process, obtaining a compliance percentage of 78%.

Finally, the creation of a commission with a monitoring plan was recommended to maintain the established standards and promote a culture of quality.

This article explores the implementation of the SMED methodology in a plastic injection line, with a specific focus on optimizing mold change processes. This activity, critical in the sector, represents one of the main bottlenecks that disrupt the continuous production flow and reduce the competitiveness of companies in an increasingly demanding global market. The SMED methodology focuses on converting internal activities into external ones, standardizing procedures, and significantly reducing the time associated with mold changes. By doing so, it minimizes production interruptions, enhances operational efficiency, and improves flexibility in response to market demand fluctuations. This study highlights how applying SMED not only optimizes changeover times but also fosters an organizational culture oriented toward continuous improvement and operational excellence. Through the analysis of a specific production line, this technique is demonstrated to reduce costs, increase responsiveness, and mitigate bottlenecks that hinder the overall performance of operations without compromising the integrity of the product or the operators.

Waste from the agribusiness that processes lucuma and grapes is taken for oil extraction using supercritical fluid technology in which the performance and operating parameters such as pressure and temperature are evaluated. Finally, a technical-economic and environmental evaluation is carried out with the help of Super Pro Designer v.10 software.

The results have shown that the optimal parameters for the extraction of lucuma oil, the highest yield was obtained at 312 atm of pressure and 45°C, with a CO2 flow of 8 ft3 /h, being the percentage obtained 2.8355%. and for the extraction of grape oil is given at a pressure of 450 bar and 60 °C, and a CO2 flow of 5 ft3/h which gives us an experimental yield of 6.861%. When performing the economic evaluation we have the profitability selling all the by-products which are: Lucuma pericarp, ground lucuma seed without oil, grape peel, ground grape seed without oil. Being the main products lucuma and grape oil and to build a plant with a capacity of 1750 Kg/batch for the processing of the raw material we need to invest 6,361,000 US$, this generates an annual operating cost of 4'499,000 US$, this plant The processing can offer us a profit margin of 31.62 %, Return on investment of 23.04 %, Capital recovery time of 4.34 years and an IRR of 15.23 % and NPV (at 7% discount rate) US$ 4,123,000.D

The article addresses the proposal to improve the order management process for spare parts and lubricants in an automotive company, using the DMAIC-Six Sigma methodology. The objective of the work was to address the problems of preventive supply of spare parts and lubricants used for the after-sales service of the trucks of one of the leading brands in the market. During the diagnosis, inefficient waiting times, transportation problems, quality problems, repetitive processes, and lack of ability to calculate the correct rotation were identified. Solutions are proposed such as tabulation of sales and appropriate picks to obtain an adequate order prediction, monitoring transportation to be able to make time regulations and planning training for personnel in the logistics area to carry out correct supply. In summary, the implementation of the DMAIC-Six Sigma methodology allowed us to improve the precision in the orders of spare parts and lubricants that are responsible for preventive maintenance. This has comprehensively solved the problem, allowing demand to be met during the estimated periods, reducing downtime in terms of transportation and optimizing the use of human resources, which translates into higher annual income for the company.

In recent years, technology has allowed mining processes to be developed with fewer environmental impacts. A great concern is related to the use of water in extractive processes. In this opportunity, an evaluation of the recovery of tailings water using thermoplastic filters is presented. For the study, a gold ore processing plant located in a region with a water deficit was chosen. The investment in the filtering system amounts to US$778,460. The filtering system allows the recovery of 103,680 m³/y of water, which could be used to develop other industrial activities in the study area. With the recovered water, previously treated, it would be possible to plant cotton, olive trees and ornamental flowers (roses).

This research aims to evaluate the implementation of a new continuous improvement system based on Lean Manufacturing tools in the flash drying system of a dicalcium phosphate plant in a chemical manufacturing company, with the aim of improving the overall plant efficiency. The diagnosis shows that the main problem in the flash drying system is the failure of the equipment, resulting in annual losses of $841,274 due to frequent unplanned and corrective maintenance. For this reason, the implementation of a new continuous improvement system based on the pillars of tools such as 5S, Total Productive Maintenance (TPM) and Autonomy (JIDOKA) is proposed.

Keywords— Lean Manufacturing, losses, maintenance, 5S, TPM, JIDOKA.