@article{MAKHILLJEAS201813715944,
    title = {Applying Lean Manufacturing in the Production Process of
Rolling Doors: A Case Study},
    journal = {Journal of Engineering and Applied Sciences},
    volume = {13},
    number = {7},
    pages = {1774-1781},
    year = {2018},
    issn = {1816-949x},
    doi = {jeasci.2018.1774.1781},
    url = {https://makhillpublications.co/view-article.php?issn=1816-949x&doi=jeasci.2018.1774.1781},
    author = {Leandro,Mishell,Yakcleem,Ramiro,Israel,Carlos,Arlys and},
    keywords = {Lean manufacturing,production process,rolling doors,productivity,production capacity,improvement proposal},
    abstract = {The lean manufacturing seeks to ensure the quality of the service and the supplier’s products by the
companies that implement this methodology, through the improvement of the research environment and the
elimination of the classic wastes present in any process. The research was developed in a metalworking
company which presents as main problem the delay in the delivery of the finished product (rolling doors),
generating complaints and nonconformities. For this reason, the need arises to make a proposal for
improvement in its production process which allows to reduce the delivery time of the product to its customers
and to guarantee its efficiency and productivity, using the tools and techniques of lean manufacturing. The
methodology assumed in the study, corresponds to the philosophy of lean thinking to develop an improvement
proposal where the following tools were used: value stream mapping, 9’S, single minute exchange of die, total
productive maintenance, Kanban which provided the following possible results: total production process time
would improve by 6.10%, value added time by 2.13%. The production increases from 24-26 doors per month,
giving an improvement of 7.4% and mainly, the delivery time would decrease 590-554 min with a reduction of
6.10%, all these results lead to faster and more efficient deliveries to the customer. A case study was carried
out in the metalworking company in Ibarra, Ecuador. The results also indicate that lean thinking contribute
substantially to the operating performance of company is decreased about 7% of the time in operational
performance.}
    }