Improvement Proposal to Reduce the Total Cycle Time in
Production through the Application of SLP, 5S and TPM under a
DMAIC Approach in a Peruvian Textile SME
Luis André León-Ludena Camila Diestra-Medroa
Facultad de Ingeniería y Arquitectura, Facultad de Ingeniería y Arquitectura,
Universidad de Lima, Perú Universidad de Lima, Perú
20182788@aloe.ulima.edu.pe 20180609@aloe.ulima.edu.pe
ABSTRACT
Over the last years, the textile industry, representing 26.2% of the
manufacturing employed population, has been going through a
process of growth after the economic crisis caused by Covid-19.
The company under study in the present investigation suffers from
long cycle times in the production process due to inefficiencies. This
problem generates delays in deliveries to customers and negatively
affects the company’s image. Furthermore, it results in expensive
labor and electricity costs. This article proposes a model to face
the mentioned problem by applying an integrated model of Lean
Manufacturing with the tools Systematic Layout Planning (SLP),
5S and Total Productive Maintenance (TPM), complemented by
the DMAIC methodology to improve the production management,
reducing cycle times in production and obtaining a competitive
advantage among other companies belonging to the textile sector.
The validation of this model was done through Arena simulator
achieving notable results where the cycle time in production was
reduced form 12.24 days to 7.29 days, the OEE increased by 30%
and the production capacity significantly improved by 27%. These
results confirm that the proposed model is effective in decreasing
cycle times in a textile company.
CCS CONCEPTS
• Applied computing; • Command and control;
KEYWORDS
Lean Manufacturing, 5S, Total Productive Maintenance, Systematic
Layout Planning, Textile Sector
ACM Reference Format:
Luis André León-Ludena, Camila Diestra-Medroa, and Alberto Flores-Perez.
2023. Improvement Proposal to Reduce the Total Cycle Time in Production
through the Application of SLP, 5S and TPM under a DMAIC Approach in a
Peruvian Textile SME. In 2023 The 10th International Conference on Industrial
Engineering and Applications (ICIEA-EU 2023), January 09–11, 2023, Rome,
∗ Corresponding Author.
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
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and/or a fee. Request permissions from permissions@acm.org.
ICIEA-EU 2023, January 09–11, 2023, Rome, Italy
© 2023 Copyright held by the owner/author(s). Publication rights licensed to ACM.
ACM ISBN 978-1-4503-9852-7/23/01. . . $15.00
https://doi.org/10.1145/3587889.3587971
71
Alberto Flores-Perez∗
Facultad de Ingeniería y Arquitectura,
Universidad de Lima, Perú
alflores@ulima.edu.pe
Italy. ACM, New York, NY, USA, 7 pages. https://doi.org/10.1145/3587889.
3587971
1 INTRODUCTION
In recent years, the textile sector has gone through a process of reac-
tivation and growth after having suffered the impact of a pandemic.
Its growth is of vital importance, since this sector in Peru concen-
trates approximately 400,000 jobs, which represented 26.2% of the
manufacturing employed population in 2019. Antonio Castillo, the
manager of the Institute of Economic and Social Studies (IEES) of
the National Society of Industries (SNI), argued that the textile in-
dustry represents the third manufacturing sector with the highest
contribution to the Gross Domestic Product (GDP), since it repre-
sents 6.4% of it. Likewise, it seeks to promote the sale of national
products in Peru, increasing the productivity and production ca-
pacity of SMEs. Therefore, time and resources must be worked
effectively.
The problem identified in the company under study is the long
cycle time in production starting from the order of dyeing the fabric
until it is bagged. This is caused by the lack of preventive main-
tenance, disorder and lack of cleanliness and an inefficient plant
layout. This problem is also noticed in other companies. For exam-
ple, in the case of a company in the textile sector, where there was
a manufacturing time of 487 seconds, producing 58 t-shirts per day.
After simulating the implementation of a Lean model, daily produc-
tion increased to 81 polo shirts and polo shirt production times were
reduced by 77% [1]. Also, in the case of a garment manufacturing
company where it is considered that one of the biggest problems
in that industry is long waiting times, after the implementation of
Lean tools there was a 34% reduction in the production cycle time,
a 14% reduction in the inventory time, and a 32% decrease in the
non-value added time [2]. Finally, in the case of another company
in the textile sector that had a high number of defects and a high
value of waiting times due to lack of standardization and preventive
maintenance, the implementation of a Lean model reduced up to
300 seconds the manufacturing process time, moreover, the quan-
tity of defective products was reduced by 5% [3]. Therefore, it is
apparent the need of the present investigation and the proposal of
an improvement model that includes Lean tools. In this way, the
observed problem of high cycle time in production is attacked. Con-
sequently, it is important that the textile dyeing industry must be
more efficient in the use of time and resources in order to satisfy its
projected demand. For this article, a company in charge of dyeing
fabrics for its clients was studied, which reflected high cycle times
in production due to different types of Lean waste. The most critical
ICIEA-EU 2023, January 09–11, 2023, Rome, Italy
are waiting times and unnecessary movements which generated a
monetary loss of almost 20% in operator costs and electricity costs.
The importance of this study is reflected in the objective of closing
an existing gap due to the lack of scientific articles that specifically
talk about the reduction of cycle times in production in a fabric
dyeing company.
This scientific article has been divided into the following sections:
State of the Art, where different approaches from other authors
who comment on the identified problem are presented; Contribu-
tion, where a proposed theoretical model is explained; Validation,
where the results after and before the intervention are described;
Discussion and Conclusion.
2 STATE OF THE ART
2.1 Lean Model in the Manufacturing Sector
Lean Thinking focuses on the reduction of aspects that do not
add value in a process, while the integration of Lean techniques
provides an organized work model which is used in the reduction
of production times [1]. Among these techniques are 5S, SMED,
Poka Yoke, VSM and more. In other matters, a Lean model can
be complemented by the DMAIC methodology, originated from
Six Sigma, with the objective of improving processes, reducing
defects and increasing the quality of an organization [4]. A case of
success can be seen in a proposed model conformed by 5S, Standard
Work and preventive maintenance resulting a reduction of 4.38% in
the production time of the company under study [3]. Additionally,
response time of a process under study decreased in 56.16% product
of a model conformed by DMAIC, 5S and Standard Work [5].
2.2 5S / Total Productive Maintenance (TPM)
5S, according to Osada in 1991, is conformed by the following stages:
Seiri (sort), Seiton (set in order), Seiso (shine), Seiketsu (standard-
ize) and Shitsuke (sustain). By applying 5S and TPM together, a
productive and efficient work environment is achieved [6]. Total
Productive Maintenance (TPM) seeks to optimize the conditions
and workflow to increase the performance of the components in
the production plant, through autonomous and preventive main-
tenance [7]. Likewise, TPM is based on avoiding machine failures
and breakdowns with the early detection of problems. With this,
appropriate measures can be taken in order to control and manage
the identified causes. For the implementation of TPM, this must
be applied having a solid base of the 5S method, since this method
improves order and cleanliness in work areas and generates a disci-
pline base in workers, a key element for the application of TPM. The
effect of combining both tools is notable in a case study where the
production rate increased in 18.4% and the availability of machinery
increased in 11% [8].
2.3 Systematic Layout Planning (SLP)
In order to obtain a more efficient plant layout, SLP must be im-
plemented. Such tool is mainly used for two purposes. The first
approach is quantitative since it is based on minimizing distances
between departments to reduce costs. It seeks to reduce the costs
of the flow of materials, since these represent between 30% to 70%
of the total cost of production [9]. The second is qualitative, which
refers to a proximity function with the purpose of maximizing
72
Luis Leon-Ludena et al.
the proximity qualification scores between departments [10]. With
these two perspectives, a new plant distribution design is put to-
gether increasing productivity and reducing production times. The
application of SLP, managed to reduce lead time by up to 33% and
a significant decrease in unnecessary movements in plant [11].
3 CONTRIBUTION
3.1 Rationale
After carrying out an analysis of the studied cases, a comparison
was made between the tools and methodologies used in order to
choose which ones would be the most appropriate for the mentioned
problem. The proposed model seeks to innovatively implement var-
ious engineering tools together. This model was raised under the
DMAIC methodology for the improvement, optimization and con-
trol of processes, combined with SLP, 5S and TPM, aiming to reduce
cycle times in production. Table 1 shows the process followed for
defining the components of our improvement model.
3.2 Proposed Model
Figure 1 shows the improvement model formed by the Lean tools of
5S, TPM and SLP, complemented by the DMAIC methodology. The
main advantage and innovation of this model is the support of the
application of Lean tools through the DMAIC methodology. Like-
wise, it includes concepts such as control, where it is ensured that
the improvement made is sustainable in the future through control
activities. The proposal of combining Lean tools and DMAIC assist
the manufacturing industries to achieve zero defects, optimum pro-
duction performance, improved product quality and fast delivery
[4].
3.3 Model Components
The model starts with the Define, Measure and Analyze activities.
The first two activities are about the identification of the problem
and the recollection of data in order to define indicators. Then,
for the Analyze activity, a Value Stream Mapping (VSM), Pareto
Diagram, Ishikawa and 5 Why tools were used to identify the root
causes of the problem. Figure 2 shows the designed VSM.
On the other hand, the Improve activity is made up of two phases:
3.3.1 Phase 1: Redesign of Plant Layout. A methodology for the
redesign of the plant was proposed, in which the approximations
between the stations were considered for a correct flow of materials
and a more orderly production process. In this way, all the activities
involved in the process and the relationships between them were
identified. The indicators used to measure the performance of the
proposal were the level of effort and productivity.
To put this tool into practice, it was necessary to follow the
sequential steps explained below. In first place, a process activity
diagram and a flow diagram of the current plant design were made
in order to evaluate the current flow of materials.
Secondly, a diagram and relational analysis of activities were
made to determine the importance of closeness between the sta-
tions and to know the limitations of the plant [9]. Finally, with
the information collected in the previous stages, two new design
proposals were formulated with a route matrix for each one [12].
Improvement Proposal to Reduce the Total Cycle Time in Production through the Application of SLP, 5S and TPM under
a DMAIC Approach in a Peruvian Textile SME ICIEA-EU 2023, January 09–11, 2023, Rome, Italy

Table 1: Comparative Matrix of Components of the Proposal vs. the State of the Art

Authors / Objectives Application of preventive Reduction of disorder and Redesign of plant layout
maintenance cleanliness improvement
Andrade, Y., Cardenas, L., Viacava, G., 5S, Kanban and Lean
Raymundo, C., & Dominguez, F. (2019) Manufacturing
Quispe-Roncal, H., Takahashi-Gutierrez, TPM SLP
M., Carvallo-Munar, E.,
Macassi-Jauregui, I., &
Cardenas-Rengifo, L. (2020)
Lista, A. P., Tortorella, G. L., Bouzon, M., Lean Manufacturing and
Mostafa, S., & Romero, D. (2021) SLP
Morales Méndez, J. D., & Rodriguez, R. TPM 5S
S. (2017)
Proposal Total Productive Maintenance 5S Systematic Layout Planning
(TPM) (SLP)

Figure 1: Proposed Improvement Model

The chosen proposal will be the one with the least effort level and
higher productivity.
3.3.2 Phase 2: Discipline and Maintenance. The 5S program was
developed in the following order. First, Seiri (sort) was the separa-
tion of unnecessary objects from necessary objects, by assigning
red cards to unnecessary objects and defining an action plan to
said objects: repair, transfer or eliminate. Second, in Seiton (set in
order), the objects from Seiri phase were arranged in specific places
depending on their frequency of use, function, weight, or size. Also,
tools, equipment, workstations and machines were labeled. Finally,
areas were delimited with red adhesive tape. Third, Seiso (shine) re-
ferred to restoring any object or area to its optimal condition. Since
no object required to be restored to its optimal state, a cleaning
schedule was designed. Fourth, in Seiketsu (standardize), documen-
tation and maintenance of the current state achieved was addressed.
In this way, procedures and best practices were documented, to be
able to gather enough information and create the 5S Procedures and
Best Practices Manual. Lastly, in Shitsuke (sustain), a focus on the
adoption of the habit of complying with the procedures and rules
established in the 5S Procedures and Best Practices Manual was
made. Likewise, the 5S Committee was defined, made up of employ-
ees. Also, three pillars were designated for the sustainability of 5S:
participation and commitment of leaders and workers, learning and
continuous improvement and constant rewards for workers who
carry out good practices. Lastly, the 5S Board was created, which
includes the 5S Procedures and Best Practices Manual, the cleaning
schedule, results of the last 5S evaluation (includes observations),
Pillars for Sustainability and Improvement opportunities.
For the application of TPM, the scope of the TPM program was
defined: dyeing machines. The TPM pillars included in the program
are Training and Education, Focused Improvements, Autonomous
Maintenance and Planned Maintenance.
For the Education and Training pillar, workers were trained on
the following topics: TPM pillars, The 6 Big Losses, Defect and

73
ICIEA-EU 2023, January 09–11, 2023, Rome, Italy
Figure 2: VSM of the Production Process before Improvements
Figure 3: FMEA Tool
Failure Management, Autonomous Maintenance and Planned Main-
tenance. For the pillar of Focused Improvements, multifunctional
groups used the 5W1H tool for identifying and analyzing problems
in the dyeing machines. Also, Failure Mode and Effects Analysis
(FMEA) tool was used to analyze failures related to machine opera-
tion and propose corrective actions, this tool is observed in Figure
3.
In the case of the Autonomous Maintenance pillar, workers were
instructed to carry out the following activities: inspection, cleaning
and lubrication. Finally, in the Planned Maintenance pillar, before
designing the Preventive Maintenance plans for the dyeing ma-
chines, the following time for systematic preventive intervention
74
Luis Leon-Ludena et al.
equation was used:
𝑇 = 𝑀𝑇 𝐵𝐹 − 𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦 𝑜 𝑓 𝑠 tan 𝑑.𝑑𝑒𝑣 ∗ 𝑆 tan 𝑑.𝑑𝑒𝑣 𝑜 𝑓 𝑀𝑇 𝐵𝐹
= 6 ℎ𝑜𝑢𝑟𝑠
Being the Mean Time Between Failure (MTBF) 11 hours per fail-
ure, the quantity of standard deviations 3 (represents a confidence
level of 99,87%) and the standard deviation of MTBF 1,66 hours per
failure, every 6 hours a preventive maintenance intervention will
occur in order to replace mechanical seals.
4 VALIDATION
4.1 Initial Diagnosis
Currently, the textile industry represents 26.2% of the employed
manufacturing population in Peru. However, when studying the
Improvement Proposal to Reduce the Total Cycle Time in Production through the Application of SLP, 5S and TPM under
a DMAIC Approach in a Peruvian Textile SME
Figure 4: Problem Tree
company of the present article, it was identified that the main prob-
lem was the high cycle time in production. This represented a loss
of $13,407 per day for electrical and operator costs. The main causes
of this problem were long waiting times and unnecessary move-
ments. In the first place, it was found that 30.43% of the causes
corresponded to long waiting times in the production process. This
is mainly due to the absence of preventive maintenance and disorder
and lack of cleanliness in the factory. To attack the first root cause,
TPM was used, focused on the pillars of Education and Training,
Focused Improvements, Autonomous Maintenance and Planned
Maintenance, and for the second root cause the 5S tool was applied.
On the other hand, the second most important cause was unnec-
essary movements with 17.39%, this is due to an inefficient plant
distribution and for this, SLP was applied, intending to redistribute
the machines, optimize the material flow and organize the work-
place in the plant. The described situation can be observed in Figure
4.
4.2 Validation of the Design and Comparison
with the Initial Diagnosis
For the present investigation, the validation was carried out using
the Arena software. Within the proposed tools, SLP, 5S and TPM,
only SLP and TPM will be able to be simulated within Arena. How-
ever, it is considered that the 5S tool was simulated through the
changes suggested in the previous chapter and the results were
obtained after a 5S audit. The simulation of the system starts when
a roll is weighed and ends when these rolls are bagged and then
gathered in batches of 20 rolls. In the actual system, current dis-
tances and travel times were considered. Likewise, the Mean Time
Between Failures (MTBF) and the Mean Time to Repair (MTTR)
that arise as a result of a reactive maintenance are considered. Then,
for the proposed system, the distances and travel times improved
after the application of the SLP tool were considered. On the other
hand, in the case of maintenance, the application of preventive
maintenance product of the application of TPM was considered too.
75
ICIEA-EU 2023, January 09–11, 2023, Rome, Italy
4.3 Improvement – Simulation Proposal
With the simulation in Arena software, it was possible to obtain
the following indicators: availability of dyeing machines (used for
the calculation of OEE), daily production capacity, the cycle time
in production and the total production time. The optimal size of
runs for the simulation was 11. The difference between the current
and improved model was that SLP was implemented shortening
distances between stations and decreasing movement times. On the
other hand, due to the application of TPM, preventive maintenance
was configured in the system.
For the improved model, the simulation starts when fabric rolls
in raw condition enter the system. These rolls are weighed on a
scale by two workers. The weighed rolls are moved to the dyeing
area, taking a time of 40 seconds. 56% of the weighed rolls must
be dyed with a light color, while 44% of the weighed rolls must
be dyed with a dark color. In the case of a light color, it takes a
uniform distribution of 13 to 16 minutes per roll. On the other hand,
dyeing a dark color takes a uniform distribution of 22 to 25 minutes
per roll. The dyeing process is made up of 14 dyeing machines, if
the first dyeing machine is busy, the roll will be attended by the
second machine as long as it is not busy. This logic is carried out
for the 14 dyeing machines. Because each machine has a different
capacity for rolls, depending on what line the roll is moving on,
it will be grouped in the amount needed by the dyeing machine,
only after that, the dyeing process will begin. The dyeing process
consists of setting and loading up the dyeing machine, dyeing a
batch of rolls in a time that depends on the color requested and
unloading the dyeing machine. After the dyeing process, rolls are
grouped in batches of 20 and transported in a time of 30 seconds to
the spin-dried stations. Next, the batch is transported in a time of 11
seconds to the cutting station. Before entering the cutting process,
the batch is separated in individual rolls. Afterwards, the rolls are
grouped in batches of 20 and transported in a time of 16 seconds
to the heat setting process. Then, the batch of 20 rolls is separated
and enters the bagging process. Finally, the rolls are grouped in a
batch of 20 and are transported in a time of 25 seconds to the end
of the system. Figure 5 shows the representation of the simulation
in Arena.
ICIEA-EU 2023, January 09–11, 2023, Rome, Italy
Figure 5: Representation of the Simulation in Arena
Figure 6: Indicator Board
An additional scenario was simulated where the systematic in-
tervention of preventive maintenance was altered. The confidence
level was changed from 99.87% to 84%. This made the number of
standard deviations reduce from 3 to 1, causing the up time in the
simulation to change from 6 hours to 9.34 hours. This meant that
preventive maintenance would take place every 9.34 hours.
Figure 6 shows the indicators from the actual state and the results
after the simulation from the proposed improvement model.
5 DISCUSSION
The results obtained through the proposed model could be achieved
in the same way in other companies of the textile sector that present
similar problems related to high cycle time in production, inefficient
plant distribution, inability to meet orders on time and constant
failures in machinery. This proposal integrates the tools SLP, 5S
and TPM to attack the root causes of the problem.
Among the presented results, the main indicator demonstrates an
improvement over the diagnosed problem. For the main indicator,
production cycle time was reduced from 12.24 days to 7.91 days.
The mentioned improvement was achievable due to the application
of preventive maintenance in the simulation model, product of this,
the OEE increased from 45% to 70%.
These improvements resulted in an increase in production capac-
ity. Since the cycle time of production is shorter, the plant will have
the capacity to produce up to 461 rolls per day [13]. Likewise, the
production cycle time reduction was possible due to improvements
in the plant layout [14]. This can be observed in the reduction of the
distance traveled from 167.8 meters to 109.1 meters. Consequently,
effort was also improved by approximately 33%.
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Luis Leon-Ludena et al.
On the other hand, the results obtained from the proposed addi-
tional scenario showed a decrease in the cycle time in production.
With these alterations, the total cycle time would be reduced to
7.43 days. This shows an improvement of 65% from the initial state
if these changes were made.
Lastly, another set of tools could also be added to the proposed
model to obtain even more improvements in the production man-
agement. A Lean model could be used based on Heijunka, Kanban
and JIT techniques to improve workflow by eliminating waste [15].
6 CONCLUSION
The proposed improvement model conformed by Lean tools under
a DMAIC approach in the textile industry had the main objective of
solving the problematic of high cycle time in production. From the
diagnosis of the problem, it was concluded that the company under
study had a technical deficit of 20% in its cycle time in production.
According to the results obtained from the simulation model, the
cycle time in production improved from 12.24 days to 7.91 days, de-
creasing by 54.7%. Similarly, an improvement in the OEE is observed
after the successful application of TPM, this indicator increased
from 45% to 70%, directly improving the production capacity from
362 rolls per day to 461 rolls per day. Therefore, it is evident the
application of the improvement model was successful.
The redesign of plant layout and application of 5S were critical for
the success of this model, being the last of these a fundamental step
for applying TPM. As for the other indicators, effort was reduced
by 35.1% and traveled distance decreased from 167.8 m to 109.1 m,
attacking the root cause of inefficient plant layout. In the case of
disorder and lack of cleanliness, the application of 5S improved the
5S compliance from 58% to 93%.
Improvement Proposal to Reduce the Total Cycle Time in Production through the Application of SLP, 5S and TPM under
a DMAIC Approach in a Peruvian Textile SME
Furthermore, an additional scenario was made, by changing the
level of confidence in the preventive maintenance, the cycle time
in production decreased by 65%. Likewise, the presented model has
the potential opportunity of adding more tools. It would be of great
interest to test how the addition of Heijunka and Kanban would
affect the performance of the proposed model.
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