Production management model through MPS and line balancing to reduce the non-fulfillment of orders in lingerie clothing MSEs in Peru

Abstract

The focus of this research is to establish control and planning management in the sewing production process of lingerie clothing to better prepare companies for demand growth. The lack of improvement tools in this sector, the lack of staff training and a lack of quality culture has led to companies, especially MYPES, not being able to meet the established delivery times and non-fulfillment of orders with the customers, which represents 80% of dissatisfied orders due to the limited production capacity and non-productive time in the plant. This problem is due to limited production capacity, deficient production planning, and lack of materials. In order to solve this problem, industrial engineering tools were used. The application of these tools improved production from 79% to 95%.

Model to increase the use of production capacity using Lean tools in the paint subsector

“…For example, generating cost overruns to repair machinery, reduction in their levels of service or productivity, longer production time due to downtime, non-compliance with their demand, among others, so it is important to propose new solutions or strategies that allow companies to stand out among their competitors and the labor market. [3] A success story raised by the authors Baitaneh and Al-Hawari in 2020, developed through the integration of Total Autonomous Preventive Maintenance and the 5S methodology a maintenance plan that works together with control and cleaning cards to reduce the number of failures found that affect the quality of the product and generate reprocesses for not complying with quality standards, in addition to generating that capacity is not used efficiently; resulting in a 13% increase in the availability of machinery and a 44% increase in the efficiency of the production line. [4] Another success story that justifies our research project is the case of the authors Hasanati and Permatasari in 2019, in which case the problem focuses on the number of hours stopped on a production line due to the constant breakdowns of raw materials due to the errors of quantity requested in the replenishment orders or on the dates that the request is made.…”