Optimized plant distribution and 5S model that allows SMEs to increase productivity in textiles

Abstract

In Peru, the Textile sector generates between 350 and 400 thousand direct jobs, representing 1.9% of Gross domestic product (GDP) and just over 10% of manufacturing. SMEs are characterized by being formed by family businesses, low levels of investment in new technologies and limited financial resources. This context has made SMEs are delayed compared to large companies in implementing Lean Manufacturing. Manufacturing textile companies that have problems with low productivity, excessive use of physical space, unnecessary movement and transport, use the tools of Lean Manufacturing and distribution plant for solving these problems. Many of the problems found in companies are related to the disorganization of processes, material flow and layout. Therefore, companies have seen the need to apply different strategic tools to help them increase the efficiency of their processes and become more competitive in their market. Among the strategic tools is the Lean Manufacturing. Several authors conclude that the plant distributions that SMEs have are not correct for increased productivity, however, the improvement models presenting lack information on how to create step by step a new layout of the company. Because of this, this article details the steps that SMEs can follow in search for a plant distribution model under the SLP tool.

A production service management model using Lean tools to increase productivity in an agro-export company

“…The development of this method provides an optimal distribution of spaces to establish a better environment for the movement of materials, storage, and all operational activities. Furthermore, it improves the distance flow of the complete system between machines, workstations and material storage places [25] [7]. In this sense, it generates improvements through the reduction of distances and lost times due to an incorrect plant layout.…”

Improvement in Delivery Times Using Lean Manufacturing Tools in a SME the Beverage Sector in Peru

“…Philosophy that creates and maintains a more efficient and productive space [9]. The socalled 5s is a tool belonging to the Lean Manufacturing section and is one of the first to be studied and applied within an SME such as in the manufacturing, textile or beverage industry to implement a total management system [10]. Previous studies mention that one of the problems they face is the high production times and for this, they propose several Lean Manufacturing tools and among them is the 5S to achieve process improvement in a bottling water company [11].…”

Digitalization as an Enabler to SMEs Implementing Lean-Green? A Systematic Review through the Topic Modelling Approach

“…Furthermore, it was found that the use of simulation tools supports the viability of Lean improvements in SMEs. It was demonstrated [82] that layout changing and 5S reduce waste in the production process. Simulation software to test and validate the improvements before the implementation is most effective in reducing the total cycle time.…”