Implementación del Lean Management para la mejora en los procesos de fabricación de estructuras metálicas en una empresa metalmecánica, 2021-2022
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Date
2023
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Universidad Nacional de Trujillo
Abstract
Se investigó cómo mejorar los procesos para fabricar estructuras metálicas en calidad de estructuras soldadas, seguridad y cultura organizacional a través del lean management. El método fue experimental. Fue la observación directa de las condiciones del taller de fabricación y del lugar del proyecto que permitió recolectar los datos. La información de diagnóstico empresarial se analizó a nivel estratégico interno y operativo. Lean management inició definiendo con urgencia la visión, misión y valores, reformulando el organigrama y buscando líderes lean. VSM mejoró los tiempos de recepción de materiales y almacenaje, habilitado y armado de pieza estructural e inspección por líquidos penetrantes; 5S mejoró las condiciones físicas del taller y proyecto; los indicadores lean definieron metas en QCDSM. Se estandarizó el proceso de soldadura, las secuencias de macroprocesos de
fabricación, diseño de conexiones soldadas y de la precalificación de las WPS según la AWS D1.1. SMED en preparación superficial y pintura, redujo 28.57% el tiempo del proceso, 52.94% los tiempos de cambio de accesorios y el granallado en 30.77%; el mantenimiento se orientó al autónomo y kaizen mejoró la calidad de las estructuras y seguridad en el taller y el proyecto.
Lean management redujo significativamente los desperdicios lean, fortaleció la cultura organizacional de la empresa metalmecánica, no obstante, hay mucho por hacer para lograr la excelencia operacional, pues debe asegurarse el desarrollo continuo de la cultura organizacional, la innovación en cómo gestionar sus proyectos y el análisis de sus resultados empleando la ciencia de las operaciones.
It was investigated how to improve the processes to manufacture metallic structures as welded structures, safety and organizational culture through lean management. The method was experimental. It was the direct observation of the conditions of the manufacturing workshop and the place of the project that allowed the data to be collected. The business diagnostic information was analyzed at an internal strategic and operational level. Lean management began urgently defining the vision, mission and values, reformulating the organization chart and looking for lean leaders. VSM improved the times of receipt of materials and storage, enabled and assembled structural part and inspection by penetrating liquids; 5S improved the physical conditions of the workshop and project; Lean indicators defined goals in QCDSM. The welding process, the manufacturing macroprocess sequences, the design of welded connections and the prequalification of the WPS were standardized according to AWS D1.1. SMED in surface preparation and painting reduced process time by 28.57%, accessory change times by 52.94%, and shot blasting by 30.77%; maintenance was oriented to the self-employed and kaizen improved the quality of the structures and safety in the workshop and the project. Lean management significantly reduced lean waste, strengthened the organizational culture of the metalworking company, however, there is much to be done to achieve operational excellence, since the continuous development of the organizational culture must be ensured, as well as innovation in how to manage their projects and the analysis of their results using the operations science.
It was investigated how to improve the processes to manufacture metallic structures as welded structures, safety and organizational culture through lean management. The method was experimental. It was the direct observation of the conditions of the manufacturing workshop and the place of the project that allowed the data to be collected. The business diagnostic information was analyzed at an internal strategic and operational level. Lean management began urgently defining the vision, mission and values, reformulating the organization chart and looking for lean leaders. VSM improved the times of receipt of materials and storage, enabled and assembled structural part and inspection by penetrating liquids; 5S improved the physical conditions of the workshop and project; Lean indicators defined goals in QCDSM. The welding process, the manufacturing macroprocess sequences, the design of welded connections and the prequalification of the WPS were standardized according to AWS D1.1. SMED in surface preparation and painting reduced process time by 28.57%, accessory change times by 52.94%, and shot blasting by 30.77%; maintenance was oriented to the self-employed and kaizen improved the quality of the structures and safety in the workshop and the project. Lean management significantly reduced lean waste, strengthened the organizational culture of the metalworking company, however, there is much to be done to achieve operational excellence, since the continuous development of the organizational culture must be ensured, as well as innovation in how to manage their projects and the analysis of their results using the operations science.
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Keywords
Fabricación de estructuras metálicas, Cultura organizacional, Procesos de soldadura