Lean model applying JIT, Kanban, and Standardized work to
increase the productivity and management in a textile SME.
Luis, E, Canales-Jeri
Facultad De Ingeniería Y Arquitectura, Universidad De
Lima
20170264@aloe.ulima.edu.pe
Alberto, E, Flores-Perez
Facultad De Ingeniería Y Arquitectura, Universidad De
Lima
alflores@ulima.edu.pe
ABSTRACT
The competitiveness in the textile industry has been significantly
increasing because of better conditions in terms of quality and
volume offered by foreign industries. In addition to this situation,
the low productivity and late deliveries become principal factors
that cause the lack of development in the Peruvian SMEs. As a
solution to this issue, it’s essential to act on the production and
warehouse management by using lean manufacturing tools such as
JIT, Kanban, and Standardized Work. This case of study proposes
an integrated model which sets the environment to reduce some
critical indicators such as defective products (20%) or out-of-time
delivery rate (60%). Those indicators are currently above the indus-
try, and we pretend to make the company competitive by reducing
13% and 30% respectively after the validation. Using these results
we can confirm the effectiveness of Kanban, JIT, and Standardized
work as tools to improve the efficiency and Agility in production
and warehouse management.
CCS CONCEPTS
• Software development process management; • Validation;
• Supply chain management; • Interactive simulation; • Data
warehouses;
KEYWORDS
JIT, Kanban, Textile industry Standardized work, Lean Manufactur-
ing
ACM Reference Format:
Luis, E, Canales-Jeri, Victor, A, Rondinel-Oviedo, Alberto, E, Flores-Perez,
and Martin, F, Collao-Diaz. 2022. Lean model applying JIT, Kanban, and
Standardized work to increase the productivity and management in a textile
SME.. In 2022 The 3rd International Conference on Industrial Engineering and
Industrial Management (IEIM 2022), January 12–14, 2022, Barcelona, Spain.
ACM, New York, NY, USA, 6 pages. https://doi.org/10.1145/3524338.3524351
Permission to make digital or hard copies of all or part of this work for personal or
classroom use is granted without fee provided that copies are not made or distributed
for profit or commercial advantage and that copies bear this notice and the full citation
on the first page. Copyrights for components of this work owned by others than ACM
must be honored. Abstracting with credit is permitted. To copy otherwise, or republish,
to post on servers or to redistribute to lists, requires prior specific permission and/or a
fee. Request permissions from permissions@acm.org.
IEIM 2022, January 12–14, 2022, Barcelona, Spain
© 2022 Association for Computing Machinery.
ACM ISBN 978-1-4503-9569-4/22/01. . . $15.00
https://doi.org/10.1145/3524338.3524351
Victor, A, Rondinel-Oviedo
Facultad De Ingeniería Y Arquitectura, Universidad De
Lima
20171369@aloe.ulima.edu.pe
Martin, F, Collao-Diaz
Facultad De Ingeniería Y Arquitectura, Universidad De
Lima
mcollao@ulima.edu.pe
1 INTRODUCTION
Yearly, the textile industry transduces 480 billion dollars worldwide,
which makes it indispensable to guarantee operational effectiveness
to survive and develop as an SME [1], [2]. Nowadays, the Asian
company’s offer more volume with lower prices makes them the
biggest competitors and threats to the Peruvian SMEs, mainly in-
formal local businesses [3], [4], [5]. As a result, the Peruvian textile
industry decreased by 6.5% since 2017 although it grew by 14.8%
from 2009 to 2014. Currently, the textile industry represents 1.3%
of the national GDP and 8.9% in the productive sector produced on
500,000 formal jobs [7]. Regarding the exportations, they reduced
by 16.5% between 2015 and [8].
The importance of the textile SMEs is unquestionable but it’s
also unquestionable that the shortfalls related to production and
warehouse management prevent sustainable growth and harm the
national economy [5]. Once the context is settled the most impact-
ful problems are related to productivity and late deliveries [9]. The
last problem according to the late deliveries is 43.5% in the 77.3% of
the textile SMEs [5]. Another important subject is the informality
that indirectly affects process standardization and management
[10]. Similar cases happened in the Rumanian textile industry that
shows an unsustainable system or the Indian industry although the
cheap labor they didn’t adapt on time into a changing market [11].
These arguments prove a competitive delay in the Peruvian sector
resulting in a continuing need for new ways of work, methodologies,
or proposals to deliver a solution. As an obligation of improving
the efficiency and efficacy to compete with foreign companies. Due
to these reasons, the case of study represents the previous issues
on a textile SME. Among the specific problems, we can find poor
quality controls, low product quality, unorganized material flow in
the warehouse, lack of intercommunication, unacceptable defec-
tive products, and late deliveries reflected in a gross loss of 16.5%
sales. As an intent to develop an effective solution a lean manu-
facturing model based on Just in Time, Kanban, and Standardized
work was designed. The main objective of the model is centered to
improve productivity in the production process and decrease the
order delivery time in the warehouse. The model was developed
using previous cases of study which presented similar issues and
were gathered on the sources and therefore this application can be
reproduced in other cases complementing the research community
knowledge. Finally, it must be mentioned that there are a lot of
cases that applied lean tools in different environments but only a
IEIM 2022, January 12–14, 2022, Barcelona, Spain
Figure 1: Proposed improvement model
few studies remark the effect on the Peruvian SMEs and utilize the
change management with an effective follow-up [3], [5].
This case of study presents the next sections: Introduction, State
of the art, Proposed model, Validation, Discussion, Conclusion, and
References.
2 STATE OF ART
Productivity is a fundamental aspect of any business; this is key
for generating value. This concept defines the existing relationship
between the number of resources used to obtain a level and the total
production volume [12]. In the current situation of digitalization of
the industries, we’ve found indicators associating the investment
in information technology and communication with an effect that
increases the growth of productivity [13]. We can infer then that
this concept is composed of external and internal factors that can
be classified as manageable and unmanageable accordingly. Besides
this matter, a research article from the production ministry informs
that the sectors that represent the cornerstone of the economy of
Peru like mining, agriculture, and textile are still weak from the
point of view of productivity [14].
JIT can be defined as a philosophy that adjusts to the client’s
needs, using the least quantity of materials continuously needed to
break resistance in change and dependency of inventory because,
otherwise, it can turn into a limitation and sources of false trust
[15]. Some advantages of this concept are the adaptations of the
demand and for this reason, the waste is removed, cut off delayed
deliveries and costs, increase efficiency in resource management,
employees are more committed and capable, improve the communi-
cation between areas and provide a product with better quality [16].
Research shows that the application of this concept will be more
beneficial in any productivity system if we can identify problems
in time with precision [17].
Luis Canales-Jeri et al.
Kanban is a signalization methodology to improve control and
secure the projections about demand or production. It removes
the unnecessary activities in the production process and simplifies
the progress tracking on the calendar [11]. Furthermore, Kanban
relates the materials used through the whole process by the activ-
ity’s description and critical information about the requirements
[18]. Other scientific studies detail the adaptability of Kanban and
efficiency to achieve results, support agile processes and improve
the work conditions themselves [1].
3 PROPOSED MODEL
The developed model consists of 3 different sections (input, imple-
mentation, outputs). The second section presents 4 different phases
according to the steps that the model needs to make a significant
impact in production and warehouse performance as well. These
phases integrate three engineering methodologies, firstly Kanban
to improve the control on the production section, secondly, JIT as
a management methodology to improve the warehouse status and
delivery policies, and finally the standardized work tool to integrate
the change management with the knowledge management to make
a real change to the organization procedures. The integration of
these three lean concepts is based on the compilation of different
scientific articles with positive results.
3.1 Component 1: Inputs and diagnosis
The first model component is a necessary diagnosis to understand
the real status of the company and collect data. Once the data
collection is advanced the evaluation it’s made around different
tools like AMEF, Ishikawa, value stream mapping (VSM), and DAP.
Finally, using the results obtained previously, an issue tree was
drawn up outlining the root causes, indicators, main issues, and
impacts that reduce the efficiency and efficacy of the process as
well as possible solutions using engineering methodologies.
Lean model applying JIT, Kanban, and Standardized work to increase the productivity and management in a textile SME.
Figure 2: Relationship of the problem with the state of the art
3.2 Phase 0: Planning and training
The first phase of the implementation has the objective to set the
bases to make an easier transition in the implementation because
that the activities are related indirectly to the main lean tools. Firstly,
it’s necessary to understand the specific needs of the company
and to make a suitable demand projection. Once the market is
defined, there is an important task to disseminate lean thinking to
introduce the collaborators into the lean manufacturing model, this
is the first task to develop change management. Finally, to apply
for standardized work, there is a need to plan a training program
that includes the workers in continuous improvement.
3.3 Phase 1: Kanban’s implementation (Control
method)
Firstly, an initial specific diagnostic it’s made to acknowledge the
specific issues around the implementation of Kanban as the key
activities and therefore the activities that are reducing the quality of
the process. Once the initial review it’s done, Kanban’s tools enter
the process in the form of a Kanban board based on Kanban cards
that facilitates work execution and consolidates changing factors
like time, material, and operators’ needs. The Kanban board also
includes control cards to improve the intercommunication between
areas and reduce repetitive errors. Related to the Kanban cards,
there will be 2 different types of cards around 2 specific issues like
material flow and continuous process, although both will include
valuable information that will lead to a better understanding of the
process state and therefore improving the quality control. Finally,
to secure the change management and facilitate the standardization
process, a change in the quality policies including Kanban as a key
part of the control procedures must be necessary.
IEIM 2022, January 12–14, 2022, Barcelona, Spain
3.4 Phase 2: Just in Time’s implementation
(Warehouse management)
JIT as a methodology needs specific conditions to be implemented,
to achieve a successful implementation there is a need to perform an
initial review. Continuing with the implementation a format for the
register and product categorization will be installed as a first step to
achieve JIT. This process has a duration of approximately 6 months
to secure the no-stock objective. Also at the same time, the software
will be used as administrative support to set an effective routine
and procedures to monitor the state of the warehouse, consequently
reducing errors in the communication with the production area.
The last measure is to develop an inventory overview schedule
to monitor the reduction of the stock management through the
process. Finally, like Kanban, JIT also needs to implement change
management by new warehouse management policies.
3.5 Phase 3: Standardized work’s
implementation (Change management)
The final phase of the second component of the proposed model
encompasses the above concepts through change management
establishing a positive and lasting impact through new efficient pro-
cedures. Initially, an audit was carried out that allows observing su-
perficially the changes made in the previous phases. Regarding the
standardized work, specific concepts related to takt time and work
sequence will be used. Once these concepts have been obtained, a
redesign of waste management will be carried out optimizing the
movements of operators and transports. Then a production capacity
sheet, a Standardized Operation Routine Sheets, and Standardized
Operations Sheet will be developed. These documents will be sum-
marized in different process guides and will be used as a reference
IEIM 2022, January 12–14, 2022, Barcelona, Spain Luis Canales-Jeri et al.

Table 1: Indicators

Indicator Formula Use

Productivity (P)
Defective products (DP)
Out of time delivery rate
(OTDR)
Demand Coverage (DC)
#P r oduced pr oduct s
P = #Daily avail abl e t ime
#De f ect ive pr oduct s
DP = #P r oduced pr oduct s x100
#Lat e del iver y or der s
OT DR = #T ot al del iver y or der s x100
T ot al year ly sal es
DC = T ot al pr oject ed demand x100
The calculation of produced products in available time to measure
the efficiency of the process.
Calculates the percentage of defective products concerning the
produced products measuring the quality control efficacy.
Calculates the percentage of late deliveries related to the total
delivery orders to measure the warehouse management status.
Calculates the percentage of yearly sales into the project demand
and facilitates the analysis of the whole process in economic terms
involving the production and warehouse management. To clarify,
the data of total yearly sales will be obtained by an estimation
using the tendencies of the simulation about the production.

Table 2: Results of the simulation of the initial model and the proposed model

Indicator Initial Situation Objective situation Improvement Situation

Overall productivity (P/H) 1.5 3.5 2.28
Productivity (P/H) 8.38 10.44 15.84
Defective products (%) 20% 3% 6%
Out of time delivery rate (%) 60% 10% 29.9%
Demand coverage (%) 80.24% >90% 85.03%

not only for the training of employees but also as a means of control
and assurance of changes. Finally, it is necessary to carry out a final
audit that presents the results of the general implementation of the
process to be analyzed in the last component.
3.6 Component 3: Outputs (Model’s validation)
The last component of the model is the outputs, this component is
related to the analysis of the results obtained in the implementation.
As the focus, the outputs will present a discussion that helps us
to understand the positives and negative effects of the model to
develop improvements and acknowledge the compatibility of the
lean tools used in the model.
4 VALIDATION
4.1 Initial Diagnosis
According to the initial diagnosis, the indicator of the defective
product showed a value of 20%, which affects the productivity
indicator by 10%, which is reflected in a loss of approximately 87,360
PEN per year. Another factor was the poor warehouse management
attributed to repetitive errors and out-of-time delivery rate indicator
at 60% as main causes of this lack of management are (a) errors on
follow-up orders, (b) Delivery delays.
analyzer tool. In addition, the simulation does not consider external
factors that could affect the implementation of the model and there-
fore bias the hypothetical results. The controlled variables (H-H,
Wages, # operators, #materials) and those not controlled (Demand,
time between processes, defective percentage, and process time)
must be defined. Similarly, elements that belong to the model that
are included in different functions such as activities, machinery, or
materials must be defined.
4.3 Improvement-Proposal Simulation
The simulation was performed with Arena software, considering
a confidence level of 95% and an average error of 10%. The opti-
mal sample size of 44 was obtained by data analyzed in the input
analyzer software of Arena. The duration of the activities was de-
fined from adjusted distributions of the time study and differs from
the current system. The main difference between the current and
improved system is that quality controls were added which can
be observed in the form of decision-making in the improvement.
Besides, although it is not visible, the scope of the tools extends
until the reception of materials that was considered by the company
studied as a separate area to production when in the real applica-
tion everything should work as a joint system. On the other hand,
reprocessing was eliminated in all operations except washing.

4.2 Validation Design and Comparison with 5 DISCUSSION

the Initial Diagnosis To assess the results of the improvement from a statistical point
The validation method is through simulation in the Arena software. of view, a total of 44 runs per simulation were made. The reason
It presents constraints such as the accuracy of the data obtained by for this is to give greater accuracy and reliability to the results
a time study and therefore an adjusted distribution using the input obtained. In the same way, 2 additional scenarios were made with
Lean model applying JIT, Kanban, and Standardized work to increase the productivity and management in a textile SME. IEIM 2022, January 12–14, 2022, Barcelona, Spain

Figure 3: Improved situation represented in Arena Software

Table 3: Comparison between scenarios according to the proposed objectives

Indicator Current Scenario 1 Scenario 2 Scenario 3

Productivity (P) 8.38 15.84 16.03 15.81
Defective products (DP) 20% 6.80% 6.78% 6.64%
Out of time delivery rate (OTDR) 60% 29.90% 25.15% 25.30%
Demand Coverage (DC) 80.24% 85.03% 100% 151.60%

Table 4: Criteria analysis for each indicator

Criteria Indicator
Productivity (P) Defective products (DP) Out of time delivery Demand Coverage (DC)
rate (OTDR)
Average 14.77 10.06 35.09 104.22
Standard deviation 4.47 6.63 16.75 32.69
Financial Good Acceptable Acceptable Excellent
Plant efficiency Excellent Good Moderate Excellent
Customer Satisfaction Excellent Excellent Excellent Excellent

slight modifications to analyze the variations both in the production
area and in the warehouse area. It is worth mentioning that scenario
1 is the original improvement. The results of each scenario for each
indicator are presented below:
First, for the original improvement, the productivity of 15.84
garments/hour was obtained, managing to finish with the daily
demand in 8.65 hours. In addition, it should be noted the great
reduction of defective (13%) for production in each operation except
for cutting and sewing. Continuing with the improvement, off-time
deliveries halved by 30% while demand coverage rose to 85%.
For scenario 2, it was considered to meet all the demand by
producing a total of 177 garments per day to compensate for the
percentage of defective scenario 1. Also transferred operators with
slack time in the finishing operation to deal with the long waiting
time of the garments. As a result, productivity and late deliveries
increased slightly by 5% over scenario 1. Also, the goal of 100%
demand was achieved perfectly.
As for scenario 3, the changes of the past scenarios were main-
tained, and it was decided to continue the production to finish with
all the time available so that the resources and operators are used to
the maximum. As a result, productivity decreased to 15.81 although
it still meets the initial objective, so it can still be defined as an excel-
lent improvement. The percentage of defective and late deliveries
was almost equal to that of scenario 2, however, the big change
was observed in the coverage of demand with 151.6% exceeding by
far the initial target which translates as an increase in sales for the
company.
Finally, an average of all the scenarios was taken and the results
were analyzed according to the criteria in Table 3 for each indicator.
In terms of quantitative criteria, almost all values are within the
moderate or excellent range defined for each indicator. Only the
deviation in the coverage of the demand should be highlighted as it
is demonstrated through the scenarios that the plant capacity can
be used in a better way to increase the production and therefore
the sales.
Also, for qualitative indicators, the results are encouraging.
Higher plant efficiency means higher productivity, which at the
same time translates to financial improvement and high customer
satisfaction. As for the reduction of defective products, this means
fewer resources in reprocessing and less payment of fines which
IEIM 2022, January 12–14, 2022, Barcelona, Spain
helps the finances and efficiency of the company. It also positions
the organization below average sector flaws which is crucial for
the future growth of the company and the number of defective
products received by the customer is eliminated.
For late deliveries that were a big problem for the company, a
significant decrease was achieved which alleviates the losses for
time penalties and positions the company in a high place from the
customer’s perspective. And finally, the demand coverage for each
criterion is excellent as it will always meet the quota allowing the
company to recover from the crisis of the pandemic, as well as
improve its operations and comply with the orders of potential new
customers.
6 CONCLUSIONS
This research applies JIT, Kanban, and Standardized Work to in-
crease the productivity and management of a Peruvian textile SME.
According to the simulation model results since the beginning, the
company had a gap of 12% in the defective products managing
to place the company in 1.2% above the sector. Similarly, a no-
table improvement is observed with the second indicator referred
to late deliveries where through diagnosis we observed that they
represented 60% of the deliveries made which was halved (29.9%).
Therefore, the application of Lean methods is successful.
The control of production was a fundamental factor in the re-
search because since the diagnosis it was observed that it was one
of the main reasons why productivity deteriorated. For this, the
Kanban is a tool that facilitates more active control in the sense
that it is present throughout the production and reduces the possi-
bility of error through the cards and the Kanban board. In this way,
you can have a record of the materials used and required for each
activity. All this is demonstrated by analyzing the productivity that
almost doubles from 8.34 to 15.86 garments per hour.
By discussing it through scenarios, it can be ascertained that
the proposed model has potential for improvement in the sense
that its actual application to the undertaking may lead to changes
following the objectives set out therein, with significantly positive
results both in scenario 2 that is oriented to the fulfillment of the
demand or scenario 3 that seeks the total utilization of the available
time. In addition, the model presents the opportunity to include
new tools of lean manufacturing that allow greater competitiveness
to the sector being oriented in different areas of the company as it
could be the supplies of materials. The application of these concepts
represents an opportunity for a consistent improvement in terms
of production system and product quality.
REFERENCES
[1] Montalvo-Soto, J., Astorga-Bejarano, C., Salas-Castro, R., Macassi-Jauregui, I., &
Cárdenas-Rengifo, L. (2020). Reduction of order delivery time using an adapted
model of warehouse management, SLP, and kanban applied in a textile micro
and small business in Perú. Paper presented at the Proceedings of the LACCEI
International Multi-Conference for Engineering, Education and Technology,
doi:10.18687/LACCEI2020.1.1.330.
[2] Tapia-Leon R., Vega-Neyra X., Chavez-Soriano P., Ramos-Palomino E. (2019).
Improving the Order Fulfillment Process in a Textile Company using Lean Tools.
2019 congreso Internacional de Innovación y Tendencias En Ingenieria (CONIITI).
doi:10.1109/coniiti48476.2019.8960698.
Luis Canales-Jeri et al.
[3] Barrientos-Ramos N., Tapia-Cayetano L., Maradiegue-Tuesta F., Raymundo C.
(2020). Lean manufacturing model of waste reduction using standardized work
to reduce the defect rate in textile MSEs. Paper presented at the Proceedings
of the LACCEI International Multi-Conference for Engineering, Education and
Technology, DOI: 10.18687/LACCEI2020.1.1.356.
[4] Durand-Sotelo L., Monzon-Moreno M., Chavez-Soriano P., Raymundo-Ibañez
C., Dominguez F. (2020). Lean production management model under the change
management approach to reduce order fulfillment times for Peruvian textile
SMEs. IOP Conf. Series: Materials Science and Engineering 796, doi:10.1088/1757-
899X/796/1/012023.
[5] Flores-Meza, S., Limaymanta-Perales, J., Eyzaquirre-Munarriz, J., Raymundo-
Ibañez, C., & Perez, M. (2020). The lean manufacturing model for production
management increases SME productivity in the non-primary manufacturing
sector. Paper presented at the IOP Conference Series: Materials Science and
Engineering, 796 doi:10.1088/1757-899X/796/1/012019
[6] Sosa-Perez V., Palomino-Moya J., Leon-Chavarri C., Raymundo-Ibañez C.,
Dominguez F. (2020). Lean Manufacturing Production Management Model fo-
cused on Worker Empowerment aimed at increasing Production Efficiency in
the textile sector. IOP Conf. Series: Materials Science and Engineering 796.
doi:10.1088/1757-899X/796/1/012024.
[7] Cortez C., Di Laura N., Viacava G., Raymundo C., Dominguez F. (2019). Lean
Manufacturing Model Based on Knowledge Management to Increase Compli-
ance in the Production Process in Peruvian SMEs in the Textile Garment Sector.
Advances in Human Factors, Business Management, and Leadership, 103–111.
doi:10.1007/978-3-030-20154-8_10.
[8] Andrade Y., Cardenas L., Viacava G., Raymundo C., Dominguez F. (2020). Lean
Manufacturing Model for the Reduction of Production Times and Reduction
of the Returns of Defective Items in Textile Industry. Advances in Design for
Inclusion, 387–398. doi:10.1007/978-3-030-20444-0_39.
[9] Ramirez-Mitma M., Rojas-Garcia J., Torres-Sifuentes C., Raymundo C. (2021).
A Strategic Lean Procurement Model Based on Supplier Approval to Reduce
Unplanned Downtime in a Textile Small and Medium-Sized Enterprises. Proceed-
ings of the 5th Brazilian Technology Symposium. Smart Innovation, Systems and
Technologies, doi:10.1007/978-3-030-57548-9.
[10] Cuellar-Valer S., Gongora-Vilca A., Altamirano-Flores E., Aderhold D. (2021).
Application of lean manufacturing in a Peruvian clothing company to re-
duce the amount of non-conforming products. Repositorio Academico UPC,
doi:10.1007/978-3-030-55307-4_73.
[11] Mohan M., Dhiyaneswari J., Ridzwanul J., Mythreyan S., Sutharsan S. (2020). A
framework for lean manufacturing implementation in the Indian textile industry.
Materials Today: Proceedings. DOI: 10.1016/j.matpr.2020.02.979.
[12] Fontalbo-Herrera T., De la Hoz-Granadillo E., Morelos-Gómez J. (2017). Pro-
ductivity and its factors: impact on organizational improvement. Dimensión
Empresarial, doi: 10.15665/dem.v16i1.1897.
[13] Haider F., Kunst R., Wirl F. (2021). Total factor productivity, its components, and
drivers. Empírica. Doi: 10.1007/s10663-020-09476-4.
[14] Leon-Guizado S., Castro-Hucharo A., Chavez-Soriano P., Raymundo C. (2021). Pro-
duction Model Under Lean Manufacturing and Change Awareness Approaches to
Reduce Order Delays at Small and Medium-Sized Enterprises from the Clothing
Sector in Peru. Proceedings of the 5th Brazilian Technology Symposium. Smart
Innovation, Systems and Technologies, doi:10.1007/978-3-030-57548-9.
[15] Mukwakungu S., Bakama E., Bolipombo M., Mbohwa C. (2019). An Application
of Just-in-time as a Strategy for Competitive Advantage: The Case of a Non-
alcoholic Company in South Africa. IEEE International Conference on Industrial
Engineering and Engineering Management. DOI: 10.1109/IEEM.2018.8607757.
[16] Che Ani M., Kamaruddin S., Azid I. (2018). The Model Development of an Effec-
tive Triggering System of Production Kanban Size towards Just-In-Time (JIT)
Production. Advances in Science, Technology and Engineering Systems Journal
(ASTESJ) v.3, I.5, 298-306. DOI: 10.25046/aj030535.
[17] Sanchez J., Huaman V. (2018). Aplicación de just in time para mejorar el abastec-
imiento de almacén. Empresa Tecnológica de Alimentos S.A. Chimbote, 2018.
Univesidad Cesar Vallejo (2018).
[18] S. Aldás, J. P. Reyes, L. A. Morales, K. M. Álvarez, N. d. J. Portalanza and R. J.
Amán, Manufacturing Strategies for an Optimal Pull-Type Production Control
System. Case Study in a Textile Industry. (2018). Congreso Internacional de Inno-
vación y Tendencias en Ingeniería (CONIITI), 2018, pp. 1-6, doi: 10.1109/CONI-
ITI.2018.8587109.
[19] Shafeek, H., Bahaitham, H., & Soltan, H. (2018). Lean manufacturing imple-
mentation using standardized work. Journal of Computational and Theoretical
Nanoscience, 15(6–7), 1814–1817. https://doi.org/10.1166/jctn.2018.7316
[20] Fin, J. C., Vidor, G., Cecconello, I., & Machado, V. D. C. (2017). Improvement
based on standardized work: an implementation case study. Brazilian Journal
of Operations & Production Management, 14(3), 388. https://doi.org/10.14488/
bjopm.2017.v14.n3.a12