Diseño del plan maestro de producción de la puerta enrollable en la empresa IMEV en Riobamba-Ecuador
To identify and analyze the points of delay in production, the times for each process were considered to determine the capacity of the operator or machinery. Various times for each process were extracted. The time take by an operator to manufacture a roller door is 2.91 hours. In an eight-hour shift...
Furkejuvvon:
| Váldodahkki: | |
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| Materiálatiipa: | bachelorThesis |
| Giella: | spa |
| Almmustuhtton: |
2025
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| Fáttát: | |
| Liŋkkat: | http://dspace.unach.edu.ec/handle/51000/15277 |
| Fáddágilkorat: |
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Lasit fáddágilkoriid | Čoahkkáigeassu: | To identify and analyze the points of delay in production, the times for each process were considered to determine the capacity of the operator or machinery. Various times for each process were extracted. The time take by an operator to manufacture a roller door is 2.91 hours. In an eight-hour shift producing three doors, once the constraint was identified, it was possible to reduce this by 0.2 hours. A bottleneck was identified in a drilling process, averaging 25 minutes per drilling. It was suggested that new equipment be purchased, establishing an operating time of 13 minutes per drilling, thus reducing the drilling time by 16 minutes. Throughput improved profitability by 4.31%, demonstrating that the constant was eliminated. The SARIMA methodology was employed, yielding an average error value lower than ARIMA, establishing SARIMA as one of the most reliable methods for providing a trustworthy forecast for 2025. In January and February, a total of 16 units is projected, with March at 35 units, April at 19 units, and May at 17 units. When planning according to the forecasts, 200 units were deemed necessary in weeks 5, 11, and 8 of February, March, and May, thereby meeting the required demand for IMEV. |
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