Conference Agenda

Customer service is a critical factor for the sustainability of credit unions, especially in environments of increased competition and digital acceleration. This study evaluates the impact of applying the PDCA (Plan-Do-Check-Act) cycle on reducing delays in customer service in the credit department of a Peruvian credit union during 2023. A quasi-experimental design was used with pre- and post-intervention measurements, with a quantitative approach based on operational records, complemented by structured interviews with staff. The intervention was validated through process simulation (AS-IS vs. TO-BE). The results report an approximate 30% reduction in service times, a 25% decrease in appointment scheduling errors, and a 15% increase in member satisfaction. Additionally, the economic-financial evaluation shows a positive NPV, an IRR higher than the opportunity cost of capital, and a payback period of less than 12 months. It is concluded that the PHVA cycle is an effective and replicable tool for improving operational efficiency and service quality in cooperatives.

Production optimization in medium-sized bakeries faces challenges such as seasonal variability, perishability of inputs, and reactive planning, which require integrated tools to align demand with production capacity. In the case of Ottone Bakery, located in Chimbote, Peru, the lack of a formal production planning and inventory control system has generated significant mismatches between production and demand, leading to additional costs and an inadequate response to market fluctuations. This study proposes the implementation of the Material Requirements Planning (MRP) system as a solution to improve production efficiency and optimize inventory management. The methodology is based on a quantitative analysis of historical sales and production data to develop demand forecasts, followed by the integration of these forecasts into a Master Production Schedule (MPS). The results show that the implementation of MRP can reduce operating costs by minimizing excess inventory and improving the alignment of production with demand. This work highlights the relevance of adopting advanced planning tools to enhance the competitiveness and sustainability of small and medium-sized enterprises in the food sector.

This study analyzes the implementation of a Reliability-Centered Maintenance (RCM) plan as a strategy to optimize asset management on the Leader 1 extrusion line at Industrias Fibraforte S.A., a company in the plastics sector. Initially, the line exhibited high downtime levels, elevated corrective maintenance costs, and low operational availability as a result of a reactive maintenance approach. The research followed an applied, non-experimental design, integrating tools such as Failure Modes and Effects Analysis (FMEA), the Analytic Hierarchy Process (AHP), and the BOCR technique for the optimal selection of maintenance strategies. The results show a significant reduction in unplanned downtime, a sustained increase in equipment availability, and a substantial decrease in both direct and indirect maintenance costs. Furthermore, the economic and financial analysis confirms the project’s feasibility through positive Net Present Value (NPV) and Internal Rate of Return (IRR) indicators, validating the effectiveness of RCM as a key tool for improving operational efficiency and supporting decision-making in industrial management.

This article analyzes the relationships between Gemba (GEM), Muda identification (MUD), and Economic Sustainability (ECS) in the maquiladora industry in Ciudad Juárez (Mexico) using a structural equation model evaluated by partial least squares (PLS-SEM). Three hypotheses were proposed and validated using data from 834 responses to a questionnaire administered to managers, engineers, and supervisors. The results indicate that GEM has a direct effect on MUD (β=0.642, p<0.001), explaining 41.3% of its variance; GEM directly impacts ECS (β=0.296) and indirectly through MUD (β=0.260), generating a total effect of β=0.557; and MUD affects ECS (β=0.405, p<0.001). A probability-based sensitivity analysis indicated that the probability of high MUD given that high GEM had occurred was 63.9%, whereas the probability of obtaining high ECS given that high MUD had occurred was 61.1%. These results empirically validate the Toyota principle of genchi genbutsu and demonstrate that MUD partially mediates the relationship between GEM and ECS. Managers should prioritize GEM in the early stages of lean implementation and invest in training to identify waste, given its linear and predictable effect on ECS.

The maquiladora industry in Ciudad Juárez (Mexico) is a key economic sector characterized by dynamism and competitiveness that requires effective human capital management, especially in terms of organizational commitment and employee collaboration. However, the literature does not clarify how transformational leadership (TL) influences organizational commitment (OC) and facilitates knowledge sharing (KS) in this sector. This study, therefore, contributes to filling this gap by analyzing the impact of these variables and presenting a sensitivity analysis across different scenarios. To this end, 165 questionnaires were collected, analyzed, and validated using a partial least square (PLS) structural equation modeling (SEM) approach. The results indicate that managers' TL has positive, direct, and indirect effects on KS, with OC as a key mediator. Although TL has the most significant direct effect on OC (β = 0.399), in the sensitivity analysis, the relationship between the two in their high scenarios is 0.524. These results suggest that transformational leadership practices, such as inspiring, motivating, and developing employees, can be effective tools for fostering greater organizational commitment and facilitating knowledge sharing in the maquiladora industry.

Maintenance management in heavy-duty mining fleets faces significant losses due to unscheduled downtime, variability in repair times, and low work standardization. This study evaluates the effect of a 5S and Total Productive Maintenance (TPM) intervention on the operational availability of Caterpillar 777F trucks in a mining environment, using a pre-experimental before-and-after design. The baseline was established with data from July–December 2024, where the average availability was 87.2%, below the contractual target of 90%. The intervention was implemented during January–June 2025 and included: 5S organization and standardization, periodic audits, visual inspection, routine inspection and cleaning, as well as TPM actions related to autonomous and planned maintenance. After implementation, the average availability increased to 91.1%, representing an absolute increase of 3.9 percentage points, exceeding the contractual threshold. In terms of maintainability, a reduction in MTTR from 6.3 h to 5.1 h was observed, while MTBF showed fluctuating monthly trends, recovering at the end of the semester, consistent with a lower failure frequency. Additionally, disciplinary performance demonstrated substantial improvements through 5S audits (from 18% to 87%). Overall, the findings indicate that the 5S-TPM integration enhances operational continuity and strengthens execution discipline, with potential for replication in comparable mining fleets and contexts.

This research aimed to evaluate the impact of integrating Total Productive Maintenance (TPM) and the ISO 45001:2018 standard on improving the safety and operational efficiency of a fleet of freight transport vehicles. The study adopted a quantitative approach with a non-experimental, descriptive-propositive design, based on the analysis of historical records of mechanical failures, work-related incidents, and vehicle downtime. The methodology was developed over a six-month period, during which the most frequent failures were identified through Pareto analysis, a preventive and autonomous maintenance program was implemented, document management was strengthened using digital tools, and internal safety audits were applied, following the PDCA (Plan-Do-Check-Act) continuous improvement cycle established in the ISO 45001:2018 standard. The results showed an average reduction of 40% in critical mechanical failures, as well as a significant improvement in operational efficiency indicators. The mean time to failure (MTTR) was reduced from 17 to 12 hours, while the operational availability of the transport units increased from 55.7% to 87.5%. Furthermore, no workplace accidents were recorded during the implementation period, in contrast to the five incidents reported before the improvement program was implemented. It is concluded that integrating TPM with the ISO 45001:2018 standard constitutes an effective and sustainable strategy for improving operational safety, optimizing maintenance efficiency, and ensuring the continuity of freight transport services, strengthening an organizational culture focused on prevention and continuous improvement.