Aplicación de un modelo Lean Six Sigma orientado a la mejora de la productividad en tres empresas pyme del sector cuero de Cali

Abstract

It is a fact that any type of organization must be constantly looking for the tools and methodologies necessary to achieve the continuous improvement of both their production processes, as well as the different activities (economic or not) that characterize them and that are vital for their entity operate according to its strategic and business objectives. This search has become a great challenge for organizations that want to maintain high rates of productivity and competitiveness, in order to meet the needs of markets that are becoming increasingly demanding as time progresses. The Lean Six Sigma methodology presents an orientation based on continuous improvement, making it an essential tool for the development of business strategies focused on the improvement of aspects such as customer service, product quality, and process efficiency, among others. The following research paper presents several proposals to carry out the implementation of a productivity improvement model, based on Lean Manufacturing and Six Sigma tools, for three SMEs in the footwear, leather and leather goods sector of the city of Cali. This is done by diagnosing their current situation in terms of their production cycle and the use of this type of tools while developing the respective models that allow companies to use the benefits that this methodology provides to improve their working conditions. quality and customer service. Among the main shortcomings found are the lack of control over programming and inventory management, especially in two of the companies that had a relatively short period of operation, in addition to difficulties in managing personnel, which was considerably delaying the production of one of the companies, since they were selecting collaborators whose performance was not the most expected, either due to lack of training or other factors. There was also a degree of disorder in one of the companies, due to the constant change to which the organization was submitted, also due to the short time it had been operating and the transfers to which it was constantly submitted. To try to solve some of these aspects, the Kanban tool was used, along with the 5's tool, although the second was left as a suggestion in two of the companies. This is how the methodology established to implement these tools was established and its impact on the company that fully adopted it was evaluated, reflecting improvements in production times and, above all, in the management and control of production orders, an aspect that proved very useful for managers and that helped substantially in the growth of your company