Conference Agenda

This paper presents the design of a nitrogen backup system for dry gas seals in the gas compressor of an FCC unit. The VDI 2221 methodology was applied to structure the design process from problem definition to the technical solution, incorporating the Deming cycle (PDCA) as a basis for future improvement. The theoretical calculation determined a total nitrogen volume of 23.8 m³, distributed in four accumulators of 5.95 m³ each, and MATLAB simulation confirmed that this volume is capable of supplying nitrogen to the dry gas seal for an estimated period of 8 hours in the event of a loss of the main supply. It was also identified that the system could prevent an unplanned shutdown of the FCC unit, evaluated using an indicator of USD 30,500 per hour of avoided downtime, and reduce the risk of damage to the dry gas seal, whose replacement cost may range between USD 40,000 and 70,000. Finally, the automatic and manual operating logic was defined for implementation in a Siemens S7-1200 PLC, allowing the activation of nitrogen backup in the event of a pressure drop and enabling recharge when the main line is restored, ensuring safe system switching.

This research was conducted in a micro-enterprise (MSME) in the metalworking sector, which, like other similar companies, faces logistical problems in its warehouse management. In this case, the Internal Lead Time (ILT) of the order preparation process was 4.74 hours, impacting the achievement of the internal customer service level and causing delays in the timely supply of materials to the production area. The diagnosis revealed unnecessary travel distances and disorganized storage of supplies as the root cause, associated with a layout that does not favor material flow, as well as frequent stockouts due to poor planning. An improvement model was proposed that integrates Systematic Planning (SLP), Slotting, and Material Requirements Planning (MRP). SLP reduces internal travel time, Slotting reduces search time on shelves, and MRP reduces stockouts. The Arena simulation, modeled with data from a pilot project, validates that the ILT was reduced by 18.6%, thus validating the effectiveness of the proposed model.

This research evaluates the effect of emotional intelligence and transformational leadership on job performance in a commercial company in Lima, Peru. A quantitative approach with a non-experimental, cross-sectional design and census sampling (n=60) was used. Linear regression models (simple and multiple) were estimated to test general and specific hypotheses. The results show that, together, emotional intelligence and transformational leadership significantly predict job performance, achieving a high model fit (R=0.955; adjusted R²≈0.910). Furthermore, emotional intelligence (adjusted R²≈0.903) and transformational leadership (adjusted R²≈0.759) also show significant effects when assessed separately. Implications for evidence-based organizational management are discussed, proposing actions for developing emotional competencies and leadership skills to strengthen job performance.

Compensation is a key factor in employee motivation, and poor payroll management can lead to dissatisfaction, errors, and additional costs. This project, a result of the capstone project for a degree in Industrial Engineering, addresses this issue by designing a tool for recording, controlling, and generating salary payments in a logistics sector company. The proposed system optimizes payroll management, from data collection and recording to payment calculation and distribution, ensuring accuracy, timeliness, and regulatory compliance. By reducing errors and reprocessing, it is expected to improve employee trust and productivity, as well as the company's overall efficiency. This initiative also seeks to strengthen the team's skills in managing records and payments, and its main contribution will be to provide companies with tools for decision-making on compensation.

The constant search for improvements in production processes has led to the adoption of innovative approaches that improve operational efficiency in companies in the metalworking sector in Cartagena. In this research, we worked with a representative company of this sector which faced a significant problem related to the deficiency in the standardization of processes, which generated an increase in the production of defective products, a reduction in operational efficiency, delays in deliveries. In this context, this project emerged as a strategic response to address the deficiencies identified in the company's machining process. The purpose of this was to apply an innovative approach based on tools and principles of lean manufacturing, by eliminating mudas, elements that do not add value to the product or service. The Lean Manufacturing proposals designed were presented as a solution, where the tools of this methodology were applied in an integrated way to identify opportunities for improvement, reduce production times, minimize costs and standardize activities related to the machining of blocks and cylinder heads. This project was not only conceived as an initiative to overcome operational challenges, but also as an opportunity for improvement for companies in the sector, which are beginning their growth process.

The timber sector in Cartagena is essential for the economic development of the city, significantly contributing to job creation and industrial growth. However, the sector faces challenges related to operational efficiency due to high levels of waste and non-value-added activities that impact its competitiveness. In this context, the present research project uses a representative company from the timber sector of Cartagena as a Case Study, which is engaged in the artisanal and semi-industrialized manufacturing of high-quality wooden products, operating in a limited space where cutting, assembly, painting, and storage activities are performed. This study analyzes the ergonomic conditions of the workshop, evaluating the physical and cognitive activities of the staff to identify improvements in processes, work postures, and the design of tools and workstations.

The project aimed to improve the ergonomic and safety conditions of the gembas by implementing methodologies such as the 5S, enhancing the use of personal protective equipment (PPE), improving lighting and organization, in order to reduce the risks of injuries and accidents, promoting a safer and more productive work environment. The strategic implementation of Lean Manufacturing principles and ergonomics was essential in designing improvement proposals that increased efficiency in the gembas. This integrated approach not only improved the well-being of the workers but also increased productivity, reduced unproductive times, improved product quality, and ensured the sustainability of the business.

The main goal of this study was to analyze the economic, productive, and environmental impacts of applying circular economy principles in a chocolate manufacturing plant. The specific objective was to develop and validate a standardized method for measuring productivity, operating costs, and environmental sustainability during the production process. The research was driven by the high resource demand and substantial waste generation in the chocolate industry, emphasizing the need to adopt effective models that optimize inputs and reduce losses. To achieve this, a quantitative descriptive–explanatory approach was carried out, conceptualizing the factors that influence the production process and their cause-and-effect relationship, using quantitative tools of industrial engineering, life cycle analysis in various scenarios, flow diagrams and pilot tests in the plant, in order to evaluate the impact of the indicators on costs, productivity and circularity. The findings revealed that adopting circular practices led to significant improvements. These included a 9.1% increase in operational efficiency, reduced operating costs per unit, a higher daily yield, and a 95% increase in the model index. This reflects enhanced resource utilization and emphasizes both economic and environmental benefits. Additionally, cocoa losses translated into economic losses between US$ 2,914 and US$ 3,283. The originality of this research lies in presenting a repeatable, measurable procedure that combines productivity, viability, and sustainability, providing a reference model for other food industries aiming to transition toward sustainable, competitive economic models.