Model to increase on-time delivery compliance in
pole manufacturing by implementing Lean
Manufacturing in a manufacturing company
Jorge Guerra-Loayza Henry Arias-Tinoco
Industrial Engineering Industrial Engineering
Peruvian University of Applied Peruvian University of Applied
Sciences UPC Lima, Peru Sciences UPC Lima, Peru
0000-0001-6892-1410 0000-0002-6438-3384
J
Abstract — The non-delivery of orders due to low productive
capacity is one of the main problems faced by companies in the
manufacturing sector. This has repercussions, creating
customer dissatisfaction and directly affecting profits by
increasing production costs. The company under study is in the
manufacturing sector in the manufacture of poles covered with
fiberglass. The present work proposes to improve the fulfillment
of delivery to the orders, whose key indicators will be the " On
time delivery , the availability and the lead time". These delays
in deliveries are caused by operational and maintenance errors
in the manufacture of fiberglass reinforced poles, which in turn
cause large losses of money that are reflected in penalty
payments, rework, overtime, among others that are out of
planning. Delivery delays are caused by operational problems,
mechanical and electrical failures, as well as inadequate
warehouse management that takes time, not scheduled, in the
delivery of materials. For this, a methodology is presented that
implements 5 Lean Manufacturing tools based on Standard
Works, TPM, Kanban and SLP. The research shares the legal
and regulatory framework relevant to the implementation in
this sector and to the manufacture of poles. The results of the
methodology that is implemented in this project evaluate and
measure the performance of the manufacturing process of
fiberglass reinforced poles.
Keywords—Lean Manufacturing, Total Productivity
Management, Value Stream Mapping, Standard Work, Kanban.
I. INTRODUCTION
The company under study is in the manufacturing category
of plastics coated with fiberglass resins (PRFV) in the
manufacture of poles, previously not analyzed. The poles are
a column to be used as a support or support for different cables
that are laid for public services such as fiber optic cables,
electrical cables and related equipment such as transformers
and street lighting. The company under study is JG4, it is a
young company that has been in the market for around 4 years
within the economic analysis of the year 2022. The problem
of said company lies in external expenses, for this reason the
main economic and financial expenses were analyzed.
projects, making a Pareto diagram where the problems of costs
due to delays and penalties stood out with an overwhelming
96.1% compared to the expenses for damaged product,
incorrect billing, wrong order, wrong price and others.
XXX-X-XXXX-XXXX-X/XX/$XX.00 ©20XX IEEE
Quevedo Tamayo, Gustavo
Industrial Engineering
Peruvian University of Applied
Sciences UPC Lima, Peru
0000-0002-5260-0679
The importance of this study lies in the economic impact,
which is approximately 13.81% of the annual turnover. A
significant amount for a developing company in the industry
and that is affected by the failure to meet delivery dates, losing
customer loyalty. There is no history of case studies or
methodologies in similar companies worldwide. But, there is
a similarity in the process to the carpentry industry, even
automotive footwear where a main reason for analysis is the
production process. One of the main causes of delivery delays
lies in downtime in the laminate, where the root cause lies in
the operation. Due to this, we analyzed the publication of G.
Kovacs [1]in his 2020 publication where he analyzes 13 Lean
methods, including SW and FLD, to improve the work cycle,
promoting continuous improvement, which he does by
reducing it by 11.7%, in the same way the WIP by 36%. On
the other hand, Braglia publishes a case study in 2019, where
he implements a mixed SW methodology with an OTE
measure ( Overall tasks Effectiveness ). The OTE has a
distinctive feature from other KPIs in that it provides a
breakdown structure for process losses that simplifies the task
of assessing current performance while individualizing it [2].
This author determines the effectiveness of the tasks in 81.3%.
This study also found it pertinent to implement TPM to solve
unscheduled stops in the laminating area. According to the
publication by Xiang Z. [3]where the maintenance of plant
equipment changes from passive to active, increasing the
overall effectiveness from 54.33% to 66.9%, highlighting that
these improvements are not temporary but must be in constant
change and analysis highlighting the study de Moscoso in
2020, which, apart from implementing TPM, adds to this
methodology a cyclical analysis of RCM in annual periods
that guarantee equipment availability in 30 hours of
production, that is, an increase of 15%[4]
Warehouse delays to deliver supplies, dies and other
consumables to internal customers affect the process by
22.6%, it is essential to add to our methodology the SLP tool
that will be focused on reducing the journey of operators in
search of materials in the warehouse. For this, we will take
Silvestre's study as a reference in the 2022 publication, where
compliance with on-time deliveries improves with the
optimization of the plant, analyzing the activities and the
different situations, thereby reducing the service time by 22%
and increasing the productivity by 38% [5].
Composite utility poles currently account for around 1%
of the total utility poles deployed globally. The main
advantages are the material's corrosion resistance, low
maintenance requirements, termite immunity, practicability of
and pest infestation [6]. For this reason, the demand for the
production of these types of poles has been increasing year by
year since only 65% have electricity coverage in Peru [7],
especially since the equipment does not reach wild places or
mountains since the machinery does not enter. Therefore, the
use of light poles is an excellent option to break the
electrification gap. However, most pole manufacturers do not
have manufacturing data or delivery compliance effectiveness
detailed enough to fit the model. Consequently,
manufacturing industries need a simple and straightforward
methodology that performs the measurement of specific
indicators that are directly related to the delivery of orders on
time.
II. STATE OF THE ART
The research methodology was carried out according to
the process of Antony, et al., (2021) [8], which is divided into
phases. In the planning phase of the process, the evaluation
of the articles is considered, establishing the exclusion and
inclusion criteria, keywords for the selection of the necessary
articles that are required for the solution of the identified
problem.
1. Lean Manufacturing
Hartiny Authors [9], Sharma [10]and Hardy[11]
coincide in defining Lean manufacturing as the continuous
improvement methodology and the evolution of a company's
operations, however, they do not specifically explain the
increase in productivity when it is improved using a mix of
tools. Productivity is understood as the increase in production
of units in a certain time, however, this is defined as the rate
of inputs and outputs, that is, what is produced between what
is required to produce. The authors focus on the improvement
of the process as a basis for culture change using different
tools related to the causes found. They use the VSM to
determine the wastes of a process, however, the wastes are
identified by each one of them and they are eliminated with a
certain tool. They focus on determining the activities that do
not add value and those that do add value, the activities that
do not add value are those that have the greatest amount of
waste. By eliminating waste, costs are reduced, especially
those that are generated when a process has been poorly
executed.
In Sharma's study, [10]they implemented the Lean
Manufacturing methodology with a mix of tools, reducing
defects by 53% and obtaining the optimal batch of raw
material orders, while waiting time was reduced by up to 30%.
On the other hand, even when the authors [11]agree on the use
of VSM, they focus on the CTQ plan ( Critical to quality plan)
to determine the waste and to be able to eliminate them by
improving the processes of a company, a diagram very similar
to the problem tree, however, the countermeasures identified
later with a VSM are added. The use of PDCA and SMED
tools reduced personnel movement by 50%, equivalent to 70
seconds per batch, increasing production of laminated panels
by 66%. And they reduced the time of unscheduled stops,
increasing the OEE by 19%.
a. Lean Tools
i. work standardization
The standardization of work is the improvement of a
certain process that converges with other operational
processes of an organization, the standardization is approved
as a means to establish a coherent production [12], on the other
hand, it is also defined as the acronym SOP: standard
operating procedure, it is relates to a better way of doing
things. [13]. Work standardization focuses on the
identification, elimination or improvement of activities that do
not add value in a company's operating process. [14].
Therefore, the authors agree that the standardization of work
improves the operating processes of the company, however,
the application methods are different, each one has a different
framework due to the different problems they have in
production, coinciding that the The main problems of these
case studies is the waiting time between activities, which leads
to the generation of costs. According to [1], after the
application of the standardization of work, the longest cycle
time was reduced from 6.1 to 5.4 minutes, reducing 11.47%,
and the number of work stations was reduced from 14 to 12,
in the same way the number of operators improved.
productivity from 73 to 83 units per shift. Travel distance
reduced from 63 to 55 meters.
ii. kanban
Regarding Kanban, there are some differences between
the authors, since some focus directly on inventory and others
on the production process that includes raw material,
production process and Kishimoto final inventory . [15]and
Pekarcikova [16]. Kanban is a visual system that is used to
manage and keep track of work as it moves through the
process, such as processes, inventory, information, among
others. [15]. The implementation of the Kanban system leads
to the improvement of the quality of a service or product and,
therefore, the delivery on time [17].
iii. Maintenance planning (TPM)
The authors coincide in defining the total productive
maintenance (TPM) methodology as part of the Lean
philosophy, it is widely used in the maintenance plan of
equipment or equipment systems in the manufacturing
industry to reduce losses in production activities. , increases
the useful life of the equipment and ensures the effective use
of the equipment, reduces accidents and increases the morale
of the employees, with the aim of maintaining the efficiency
of the equipment, reduces failures and increases the initiative
of the operators, As well as, it reduces production costs, short-
term benefits are prioritized, but it is difficult to implement
and maintain. ( [3], [18]and [10]and[19]
Regarding the comparison of the implementation of TPM,
the authors, Xiang and Feng [3]improved the OEE indicator
by equipment and by the system from 54.23% to 66.90%, the
author A. Sharma [10]improved the OEE from 63% to 74.3%.
iv. Focused Improvement (TPM)
The authors Singh, and Singh, (2019), Bataineh , et al.,
(2019), Alseiari , Farrell, and Osman, (2020), Vaz, et al.,
(2021) and Correia Pinto, et al., ( 2020) agree that the focused
improvement pillar helps in the identification and elimination
 Demoras en
of large losses, determination of the structure of losses and Autores
T. improductivo Inadecuado uso
en el laminado de maquinaria
Reparación de
maquinaria
Reprocesos hallar el
producto
Objetivos

mitigation of losses through the structured analysis of why and Reducir el tiempo de ciclo, el
Kovács, (2020) SW SLP número de estaciones,
FMEA or Weibull failure analysis, however , Vaz, et al., distancia de recorrido.
(2021) indicate that the implementation should only be carried Pekarcikova, M.,
Entregar información
Trebuna, P.,
out by only 6 to 8 technicians and Bataineh , et al., (2019) Kliment, M., SW K
adecuada eliminando
reprocesos y reduciendo
emphasizes the reduction of costs due to the waste generated Mizerak, M., & costos.
Kral, S. (2021)
by the identified causes of availability of lines increased by Reducir el tiempo de
13% (from 68.6 to 77.51%). The OEE increased by 62.6% espera,este debe fusionarse
Silvestre, et al., con la SW, incrementar el
(from 35.27 to 57.42%), thus achieving the 50 percent target (2022)
SW SLP
cumplimiento de las órdenes
de trabajo, optimizar la
set by the KSCC company. productividad
Reducir actividad de picking
v. SLP Balcazar, et al.,
SW SLP
(recojo), Incrementar el
(2019) rendimiento de los
operadores.
The SLP is a method of designing the procedural layout of Isidro, et al., (2021) SW SLP Aumentar a efectividad global
a plant, the process is direct, when the work areas are badly Xiang, y Chin,
Aumentar a efectividad global,
designed they generate long transfer times from one work (2021)
SW PME PMP aumentar el MTBF y disminuir
el MTTR
station to another. However, it is used for any area within a Sharma (2019) SW PME PMP Aumentar a efectividad global
company such as offices, warehouses, among others through
Bataineh, et al., Aumentar a efectividad global
the methodology. Sylvestre (2022) indicated that after (2019)
SW PME PMP
y disponibilidad
applying SLP, the waiting time of a service process was
reduced by 22% [5], however, it must be merged with the Table 1. Important articles for the creation of the proposed
work standardization tool, since, if the travel time is reduced, methodology.
At the time of applying the production process these
improvements should be considered. As for his study, after the Unlike the other models applied in different manufacturing
implementation of SLP, order fulfillment increased from sectors, the proposed model is regulated by legal norms and
94.43% to 98%, productivity variation increased from 30 to regulations that provide confidence in its implementation,
38% and production time was reduced from 15.94 to 12.75 highlighting the expected results. Likewise, the
min/pair implementation of MTTR and MTBF maintenance indicators
will highlight a radical change in maintenance management,
since definitions such as availability and reliability are new for
JG4, thus, more than optimization, the organizational culture
III. INPUT of the production area will be changed. .
B. General contribution subsection
To determine the technical gap, it has been indicated that Based on the research and previous review of 40 scientific
the level of compliance of delivery on time OTD ( On time articles, the study proposes a Lean model based on TPM tools
delivery ) must be no less than 95% [20]. The company under (focused improvement and planned maintenance), Kanban,
study presents an OTD of 59% for the year 2022 and 60% for SLP and SW for the optimization of GRP manufacturing and
the year 2021. In the year 2020, under a state of pandemic by as observed in Figure 1 the model is made up of these 5
COVID 19, the OTD was 82%, said year is considered an components.
atypical year since only 291 poles were produced, but 51 were
delivered out of time. For the years 2021 and 2022, the
production was greater than 1,000 posts, delivering more than
400 posts out of time.

A. Foundation of the model

To carry out our Lean model, we take the bibliographic
references in Table 1 as guides.

Figure 1. Lean implementation model to optimize pole production

and reduce costs, penalties for late deliveries.

Note. Adapted from [21], [22],[23]

C. Detail contribution subsection

The first component of the research model is SW, for which
various artifacts for visual management will be implemented.
With the help of the Kanban tool, previously made, and with
the analysis of our time study, the investigation focuses on the
bottleneck process, "Laminate Process", activities with and
without added value are identified to improve the process and
Therefore, to improve the process, the control of the economic
impact and indicators is established, to develop the following
tool. If, in any case, the metrics do not improve, it returns to
the identification of activities with and without added value,
as shown in the figure.
Figure 2. Standard work tool flow chart
The second component that you have is the TPM tool in the
focused improvement pillar, for this the artifacts that we will
use are.
- Stop analysis charts.
- maintenance histories
- Identification of improvement points
- List of anomalies and how to solve them
The implementation begins with the analysis of the use of the
machinery by the operators in such a way that the
standardization of the use of said machinery is established and
does not lead to unnecessary stops, generating delays in the
deliveries of the finished products. For the improvement, the
points of improvement in the use process must be established
and identified, the anomalies of the equipment use process are
eliminated, the improvements are implemented and the
control of the economic impact and indicators is finished, if
the improvements are made. metrics, the following tool is
developed otherwise it returns to the analysis activity of the
use of machinery as shown in figure 3.
Figure 3. Focused Improvement TPM Tool Flowchart
Likewise, for the implementation of the TPM tool in the
planned maintenance pillar, we will make use of the artifacts.
- MTBF and MTTR Scoreboard
- master maintenance plan
- Flowchart for treatment of maintenance strategies.
The development of the planned maintenance pillar , which
begins with the calculations of MTTR and MTBF to
determine the repair time and the time between failures of the
production system to identify the points of improvement in the
process of compliance of preventive maintenance to the
Develop a new maintenance plan and achieve compliance by
reducing equipment breakdowns. After development, the
metrics are projected, if they improve, continue with the next
tool, otherwise, return to the identification of stops to develop
a new maintenance plan as indicated in figure 4 .
Figure 4Implementation flowchart of the TPM planned maintenance
pillar tool
The implementation of Kanban will help the production
planning required to satisfy the demand, reducing
reprocessing, unnecessary routes and better balancing the
production line. For this, the artifacts will be used.
- red cards
- kanban cards
- Digital board
The implementation of the Kanban tool will focus on the ETS-
LP- 29 specifications regarding the specifications of the
fiberglass poles, the flow of materials and products in process
is defined, determining the quantity of containers (cards) of
digital Kanban. After determining the production plan in
accordance with the Kanban tool, the metrics are calculated,
if these are improved, the following tool is developed, on the
contrary, it returns to the phase of identification of activities
and the relationship with the specifications of manufacturing,
to eliminate reprocessing of any kind , as shown in figure 5 .
Figure 5. Flowchart of the implementation of the KANBAN tool

Finally, SLP will be carried out for a redesign of the raw
material storage area, for which the following artifacts are
used.
- warehouse layout
- List of activities and spaces
- course diagrams
- materials flowchart
The raw materials warehouse must be improved due to the
generation of delays that it produces in the delivery of the
finished product, for the development of the new warehouse
distribution the flow of raw materials, relationship of activities
and space requirement with the flow must be identified. of
information in parallel, for this, the modifications must be
considered in accordance with the limitations and restrictions
of the warehouse design to later complement it with due
compliance with the process and control of metrics, if these
are improved, the development of the proposal for otherwise
it returns to the material flow identification as shown in figure
6.
Figure 6. SLP Implementation Flowchart
D. Input Subsection Process
For the implementation of our proposal we will adhere to the
design of our implementation model
1. work standardization
For the implementation, the "laminated" bottleneck process
will be standardized with 13.4 hours due to constant
operational errors, out of a total of 30.74 hours that the
manufacture of a post takes. To do this, within the DAP format
of our work, the activities are analyzed and divided into those
that generate added value and those that do not, such as
reprocessing and waiting.
For the development of the work standardization tool, it is
observed that the total 120 of NVA is 6.61 hours and VA is
6.69 hours. Therefore, the following countermeasures are
proposed .
• Request raw material required for the production of 1 post:
When the request for the mold is made, it must be done with
the raw material, including fiberglass and resin in the general
process.
• Wait for raw material: This wait is eliminated so it is
transferred to the general process and this wait is eliminated
for the lamination process.
• Transport raw material to production: Eliminate this activity
since it is carried out with the delivery of the mold and wax,
as well as with the other inputs.
• Placing fiberglass coils on shelves: Once the mold is placed
in position, this activity is carried out in parallel. It is applied
in general process.
• Align glass fibers: Two operators at the same time, one on
each side of the winding machine, the process time is reduced.
• Place cylinders of resin in dispenser: It is applied in the
general process, in parallel to the activities before rolling.
• Check adjustment of mold clamps: Operator 1 must carry out
this revision and Operator 2 the revision of the rails and
machine.
• Review rails and machine: Eliminate this activity, it is
carried out in parallel with the activity of reviewing
adjustment of mold clamps.
• Give approval for start of production: Eliminate this activity,
the approval is given when the operators have reviewed the
clamps, rails and machine, digitally and immediately.
These countermeasures and other less relevant ones are
applied to the laminating process, as shown in table 32,
reducing the time from 13.40 hours to 9.73 hours, reducing the
NVA to 3.89 hours and VA to 5.84 hours .
Consequently, the projection of posts delivered late by means
of the extrapolation tool is reduced to 20 posts per year due to
unproductive time in the rolling process, equivalent to 15% of
the total unscheduled stops in rolling, reducing the total of
poles delivered late from 93 to 20 poles and the total from 209
to 136 poles , reducing the days of delay from 263 to 56.42
days for a total of S/27,081.21 in penalties. By reducing posts
with delivery delays with the help of this tool , the level of on-
time delivery (OTD) compliance would be reduced from 452
to 379, increasing from 59.39% to 65.95% . The days of delay
are reduced from 3.01 to 2.37 days per process, the production
time is reduced from 30.74 hours to 23.99 hours and the
percentage of the availability factor is increased from 75.30%
to 89.09%.
2. TPM focused improvement
For the implementation of the TPM focused improvement
pillar, unscheduled stops due to misuse of machines are
analyzed as shown in the table.
Table 2. List of most recurring operational failures.
The probability of occurrence of a delay in the delivery of
poles is 0.07 and the occurrence of days of delay is 0.35 .
b. Improvement points
fiberglass winder
The problem is that the filament winder turns on when the
mold is carried, overheating without use.
The operators turn it on for convenience and not to return
again, having stops for 248 days. So, to fix the problem, you
should turn it off to have maintenance personnel check for any
damage and wait until it cools down to do a test.
resin dispenser
The problem of the stop is why the operators do not turn off
the dosing machine before placing the resin cylinders.
The dosing machine has a malfunction so the operators call
maintenance.
To fix the problem, it should be turned off and checked by
maintenance personnel for any damage and wait until it cools
down to test. The test is executed and the maintenance
technician gives approval for continuity. A total delay of 69
days. 132
Computer
The computer was turned off before configuration, by the
operator. The computer does not turn on until a specialized
technician reviews it, so the delay is to contact the service
provider and schedule a visit. So, to fix the problem, you
should turn it off to have maintenance personnel check for any
damage and wait until it cools down to do a test. The test is
executed and the maintenance technician gives approval for
continuity. A total delay of 41 days.
rails
When checking the rails, the operators do not lubricate them,
which must be done every time a post production process
begins. The dosing machine stops due to lack of lubrication
and the operators must turn off production until the problem
is solved. Therefore, they must call maintenance in case this
anomaly complicates the production system, considering that
maintenance technicians only work one shift. So, to fix the
problem, you should turn it off to have maintenance personnel
check for any damage and wait until it cools down to do a test.
The test is executed and the maintenance technician gives
approval for continuity. 133 with a total delay of 18 days.
Others
They are different stops for misuse of any other equipment or
machinery. So they should call maintenance in case this
anomaly complicates the production system . So, to fix the
problem, it should be turned off to have maintenance
personnel check for any damage and wait until it cools down
to do a test The test is executed and the maintenance
technician confirms for continuity A total delay of 16 days .
Screen
It disconnects from power without turning off the screen
properly, which could damage the screen itself. The screen
does not turn on until a specialized technician reviews it, so
the delay is to contact the service provider and schedule a visit.
So, to fix the problem, you should turn it off to have
maintenance personnel check for any damage and wait until it
cools down to do a test. The test is executed and the
maintenance technician gives approval for the continuity • A
total delay of 12 days.
It should be noted that the maintenance technicians only work
1 shift in the morning, which means that the stoppage lasts for
more than 1 day. A total delay of 92 days
In the areas, a warning type poster must be placed, where it
must be alerted to turn off the equipment properly, as shown
below, it is also placed for each of the improvement points.
The solution is to put up posters and signs in such a way that
it helps the operators to better use the machines , the
improvement observations are given specifically to 5
activities and improvements:
• Configure machine according to pole specifications
(dimensions): Check that computer and screen have not been
turned off .
• Check clamps, rails and machine and start of production
conformity: Lubricate rails, check coiler off, dosing machine
off
• Start machine: Power on after placing molds and inspections
• Shut down machine: Ensure due shutdown (others)
• Carry out curing (two lines of 4 posts are placed separately):
Check machine before starting production (others)
By applying the improvements considering a probability of
error of 5% and a confidence level of 95%, the time is reduced
from 9.73 hours to 9.67 hours as shown in table 46, reducing
the NVA to 1.14 hours and VA to 8.54 hours
The calculation of the cost for the inappropriate use of
machinery is reduced to S/6756.62 due to the reduction of the
delay time from 248 to 14.08 days, which reflects the
projection of the reduction from 78 to 4 posts
3. TPM planned maintenance
In the history of stoppages that arose in production, from
which the 3-day MTTR and 35.23-day MTBF were
calculated, broken down into notification time, stoppage
awaiting corrective maintenance execution, corrective
maintenance execution, and notification of completion of
maintenance
The company planned the execution of preventive
maintenance and projects a certain amount of corrective in a
ratio of MP:MC of 5:1 , However , the execution of preventive
maintenance was not fulfilled, originating a greater amount of
corrective maintenance. The reasons for the non-compliance
with the execution of PM are generally due to the fact that the
production lines are busy and cannot stop to execute an MC.
For the improvement of the process, it must be divided into
two parts, the first is given in the month of December of the
year for the programming of the preventive maintenance
management, according to the MTBF indicator, for this the
dates of the planned maintenance, once finished it is sent to
the production area for the approval of the dates and then it is
scheduled by the maintenance area .
The second part focuses on the preventive maintenance
management process, that is, the management that must be
executed every time a scheduled preventive maintenance
occurs and only the production area is given the opportunity
to change 3 times, otherwise the maintenance will be
executed. PM on an agreed date before the period expires and When projecting the OTD increases from 59.39% to 85.80%
the next schedule arrives, with a probability that a repair will (table 83), and the stability of the availability is reduced to
occur, such as figure 7. 96%, it is reduced by the stability of the tools,

5. System layout planned

The relationship of activities and spaces within the current

flow, where the total of the relationship analysis is 130 points,
which indicates that the flow and the relationship is
appropriate since it is a positive number, but the crossing of
several is observed. area pairs. The disorder that exists has
been diagrammed, and instead of ordering in a FIFO way, the
direct exit to production is blocked and for this reason the
operators must leave to take the raw materials through the
material entry door, increasing the search of raw materials,
taking out other raw materials to get to withdraw what is
Figure 7. Proposal for a new MP analysis process required, thus increasing the journey and the time of shipment
to production. On the other hand, the pole mold warehouse is
For the new process, a person in charge is assigned to receive
on the other side, in the finished products warehouse yard.
the emergency at any time, they can be three different
Therefore, when evaluating the space required for the raw
technicians, even when they are at the plant to be able to lift
materials of the curing and finishing areas, it can be placed
the equipment and carry out corrective maintenance. The
close to these two areas, leaving everything required for the
entry and repair must be immediate to be able to carry out
lamination area in warehouse 1, reducing routes and time
corrective maintenance, so the current corrective
between areas . , which requires relocation. Therefore, the
maintenance time (table 60) is improved in the process,
relationship of the proposal is 222 points is better than the
reducing the average response time from 3 days to 1.62 days.
current one of 130 points. The relationship diagram of the
The projection of days of delay is reduced from 226 to 16
proposal is simpler and with less travel and the need that the
days with a cost of S/7,680 (table 66) and the projection of
areas that need to be close reduce the travel time. Regarding
penalties is reduced to S/98,176.13 per year. Therefore, the
the proposal for the warehouses, the same shelves have been
OTD projection increases to 78.98% but with a delay of 234
determined, leaving the fiberglass and resin, among others,
poles (table 69) and the availability factor is projected at 98%
for the laminate area, as well as placing the molds for the
with a schedule of 1500 hours, producing 1474.50 hours.
posts on top of the raw materials, leaving without effect the
which was made in the finished products yard, and warehouse
4. kanban
B, space is left for gel coat and others for the curing and
In the first place, the activities that must be improved by
finishing areas.
applying ETS-LP-29 "Fiberglass Reinforced Polyester Poles"
are identified through the technical specifications regarding
Consequently, when comparing the time of the current route
resin, manufacturing process by winding or Fiber winding ,
with the proposed route, it is reduced from 47.60 hours to 18
finishing and the measurements of the required holes, these
hours. A considerable reduction, without construction and
technical specifications are divided by activity according to
only improving the design and location of the warehouses
the manufacturing phase , and the general specifications .
The projection of the days of delayed posts is reduced from
Therefore, in the laminating process, the points of
298 to 89.98 days for S/43,189.30 (table 90) and the total
improvement of the process with respect to reprocessing are
penalties are reduced to S/ 80,411.24. The projection of the
identified, it is determined that the production of each post
OTD is 92.18% and the % availability is 99%, which
must have an interval of 0.40 hours, to eliminate waiting
indicates that it was improved when using SLP with the
times for curing and cutting, as the daily demand is 3.05 poles
maximum use of the equipment.
per day. Improvements are applied, always keeping the
operators who focus on the continuous inspection of the
In summary, from what has been developed, the OTD
quality of a pole to reduce non-conforming products, 160
increases from 59.39% to 92.18%, the company's goal being
defects, to reduce reprocessing. The time is reduced from
95%, the days of delay are reduced from 3.01 to 1.28 days per
9.67 hours to 5.44 hours.
process, the production time is reduced from 30.74 hours to
To validate that the process is improved, the Kanban digital
10.61 hours and the percentage of the availability factor
whiteboard is raised for the post processes, where the total
increased from 75.30% to 98.57%, approximately 99%.
number of cards according to the production flow for the
current process was 5 and for the proposed process 2, where,
to the current process does not process any post (green card)
E. Indicators subsection
while there is one post in process (yellow) and one post in the
queue (red card). Therefore, when making the improvements, The four indicators are detailed below, aligned with the
the production is balanced by having a pole manufactured, components of the model, to measure its performance.
another in process and one on hold to achieve the required Various studies indicate that the TPM model can increase
daily demand of 3.05 poles. equipment availability by up to 95% [3].
 𝑇𝑖𝑒𝑚𝑝𝑜 𝑝𝑟𝑜𝑔𝑟𝑎𝑚𝑎𝑑𝑜 − 𝑡𝑖𝑒𝑚𝑝𝑜 𝑑𝑒 𝑖𝑛𝑎𝑐𝑡𝑖𝑣𝑖𝑑𝑎𝑑 1.54 * BETA (1.55 , 1.96), as shown in figure 3, this process
𝐷𝑖𝑠𝑝𝑜𝑛𝑖𝑏𝑖𝑙𝑖𝑑𝑎𝑑 = × 100
𝑇𝑖𝑒𝑚𝑝𝑜 𝑝𝑟𝑜𝑔𝑟𝑎𝑚𝑎𝑑𝑜
is repeated for each of the activities of the current process, as
well as in the improvement process.
On the other hand, the MTBF indicator can increase up to
15% and the MTTR decrease up to 10% with proper
maintenance planning.[4]
𝑇. 𝑝𝑟𝑜𝑔𝑟𝑎𝑚𝑎𝑑𝑜 − 𝑇. 𝑛𝑜 𝑝𝑟𝑜𝑔𝑟𝑎𝑚𝑎𝑑𝑜
𝑀𝑇𝐵𝐹 =
𝑛𝑢𝑚𝑒𝑟𝑜 𝑑𝑒 𝑝𝑎𝑟𝑎𝑑𝑎𝑠

∑ 𝑇𝑖𝑒𝑚𝑝𝑜 𝑡𝑜𝑡𝑎𝑙 𝑑𝑒 𝑟𝑒𝑝𝑎𝑟𝑎𝑐𝑖𝑜𝑛𝑒𝑠

𝑀𝑇𝑇𝑅 =
𝑛𝑢𝑚𝑒𝑟𝑜 𝑑𝑒 𝑟𝑒𝑝𝑎𝑟𝑎𝑐𝑖𝑜𝑛𝑒𝑠

Finally, the indicator that will measure the delivery of orders

in manufacturing sectors can be maintained at 95% for
traditional processes [20]and is calculated as follows

𝐶𝑡𝑑 𝑑𝑒 𝑃𝑟𝑜𝑑. 𝑒𝑛𝑡𝑟𝑒𝑔𝑎𝑑𝑜𝑠 − 𝐶𝑡𝑑 𝑑𝑒 𝑝𝑟𝑜𝑑. 𝑒𝑛𝑡𝑟𝑒𝑔𝑎𝑑𝑜𝑠 𝑐𝑜𝑛 𝑑𝑒𝑚𝑜𝑟𝑎
𝑂𝑇𝐷 =
𝐶𝑡𝑑 𝑑𝑒 𝑝𝑟𝑜𝑑 𝐸𝑛𝑡𝑟𝑒𝑔𝑎𝑑𝑜𝑠
In table 2 we will indicate our current status compared to the
initial objectives that will be the point of effectiveness of this
project.
Table 3. AS-IS TO BE indicators and project goals.
Figure 8. Expression of the distribution of the activity Request raw
material mold and wax in warehouse
The Input Analyzer tool provides the expression of the data
distribution when the squared error of the expression is
smaller than other distributions, as for example for the first
activity that is presented in figure 3, the smallest squared
error is 0.00243, which corresponds to a BETA distribution,
then we consign all our data to calculate the amount of our
replica, taking a confidence level of 95% with a z value of
1.96, we determine that the probability of the data with the
study characteristic is 0.6 and those that do not have such
characteristics is 0.4, the total number of processes is 1113,
assuming that the sample error is 0.1 for the current process,
the same conditions are considered for the simulation of the
proposed process, calculating a total of 88 replicates.

IV. VALIDATION Table 4. Replication calculation for simulations

Based on the analysis carried out and the information that

can be obtained, the simulation method is mentioned in the
Arena 2020 software, thinking of using the following
variables with this data set.
For the validation of the proposal, the simulation of the
current process and the improvement is required, according to
Gunreddy [24]. The validation methodology that we will take
as reference is.
1. Collection of historical data and projection of the
results of the proposal.
2. Calculation of replicas for the execution of the
simulation models.
3. Enter the data by activity using the Input Analyzer
tool to obtain the data distributions. The report regarding the simulation of the current process
4. Model of the simulations of the current and proposed shows the times per activity, as well as the wait and/or delay,
process. the total process time without delays or waits is Total time
5. Enter the expressions of the distributions of the data 31.26 hours with a Queue of 74.00 hours , with a total
obtained and other required. production of 1113 posts, with the total number of posts
6. Simulation of both processes. manufactured late for a total of 453.

After data collection, they are entered into the Input The report regarding the simulation of the proposed
Analyzer tool of the Arena program Request mold raw process shows the times per activity, as well as the wait
material and wax in warehouse of the current process, where and/or delay, the total process time without delays or waits is
it is obtained that the expression of the data distribution is Total time 10.70 hours with a Queue of 4.29 hours , with a
total production of 1113 posts, with the total number of posts
manufactured late for a total of 86.
A. Metrics-traffic lights-results
The results of the indicators are presented in Table 4 where
the indicators of the current process have been calculated and
coincide with the calculation of the indicators after the
analysis of the current situation. The same occurs with those
projected indicators for the proposed process.
Table 5. Comparison of current calculated and simulated
indicators
Table 6. Comparison of calculated and simulated projected
indicators
The OTD indicator or level of compliance calculated
based on historical data is 59.39% and the simulated was
59.31% with a difference of 0.08%, however, the average
process delay is 3.01 days, however, the simulation calculated
a total of 9.25 days with a difference of 6.24 days. Regarding
the hours of the current production process, it was 30.74
average hours and the simulated time resulted in 31.26 hours
with a difference of 0.52 hours and finally, the availability
factor was calculated at 75.30% based on the historical data of
the company. company under study in this project, and the
simulated value resulted in 72.29% with a difference of
3.01%. The same occurs with the calculated and simulated
values of the proposed process, where the OTD indicator or
level of compliance calculated based on the projected data is
92.18% and the simulated was 92.23% with a difference of
0.05%, however, the average process delay is 1.28 days,
however, the simulation calculated a total of 0.54 days with a
difference of 0.74 days. Regarding the hours of the current
production process, it was 10.61 average hours and the
simulated time resulted in 4.29 hours with a difference of 6.32
hours and finally, the availability factor was calculated at
98.57% based on the projected data for the proposed process
of the company under study in this project, and the simulated
value resulted in 98.98% with a difference of 0.42%.
When analyzing the differences between the calculated
and simulated values of the indicators, it is observed that for
the compliance level indicator (OTD) the difference of 0.08%
for the current process is greater than 0.05% for the proposed
process, which could be considered as validated since the
simulated value is closest to the indicator
V. DISCUSSION
The goal posed by L ahrichi becomes very ambitious for the
manufacturing sector of fiberglass-based components in our
country. Since, the social culture and the technological risks
impact the organizational culture. As M.Braglia indicates, an
important factor is good social development and keeping any
country at the forefront of globalization, as well as good
performance and participation, motivation and good
organization, to maintain perpetuity in the development of the
process.
Today our operators are over 50 years old, many of them are
resistant to changes in their methods, which puts us at high
risk of failing in each of our implementations. On the other
hand, an important step that we skip in the process of
Planning, as Xiang indicated, is the interview of the staff to
take innovation ideas and rescue the good practices of the
employees, this was emphasized by our technical supervisor
who gave us more scope for improvements using the tools
that we presented to the management area.
We still have 2.5% to reach to reach the goal and new ideas
give us light to continue with the improvements, changing the
organizational culture, maintaining a loyal commitment and
a team committed to the continuous improvement of our
process in order to always deliver our orders. on time and
keeping the customer satisfied
VI. CONCLUSIONS
• The expected indicators where the level of
compliance (OTD) of 59.39% should consider the
reference point of 95.00%, Lahrichi , Damand , and
Barth, (2022) indicate that, if the OTD above 95%
is a sign of efficiency standardizing production
processes.
• The technical gap to recover to the current situation
is 26% in delivery compliance.
• The economic impact of low non-compliance is S/.
875,209.00 which means 13.81% of the annual
billing.
• The tools to implement to reach the goal of
compliance are Lean Manufacturing,
standardization of work, SLP, TPM maintenance
pillar, TPM - Improvement approach.
• The objective of improving delivery compliance
using the ARENA 2020 software is validated.
• The implementation of TPM would lead to
obtaining an OTD indicator of 92.18% according to
the exercise carried out with 80 repetitions and less
square error, taking our histogram in a β distribution.
• According to the analysis of the results of the
economic flows of the developed scenarios, the
expected scenario is elaborated with the results of
the proposal, which leads to a NPV greater than zero
and an IRR greater than the value of the COK,
having a benefit of S/1.11 for each S/1. In the
optimistic scenario of our economic flow of the
project, it is considered that the savings cannot
exceed the value of the economic impact, since the
possible implementation of the tools generates an
economic impact less than the value of the current
 process, the economic objective being to reduce the
losses in such a way that gross production profits are
increased.
VII. GRATITUDE
We thank the JG4 company for its initiative to improve,
choose and bet on us to carry out activities for the sake of
optimizing the production of GRP poles. We also thank our
family members who support and encourage us every day
with their effort and motivation.
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