Implementación de técnicas de lean manufacturing en el área de molduras de la empresa MASISA S.A.
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Date
2025
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Universidad de Concepción
Abstract
Esta memoria trata sobre la implementación de la metodología 5S en el área de Molduras MDF de la planta Masisa, ubicada en Cabrero. Este sector presentaba varios problemas relacionados con el desorden, tiempos improductivos, falta de estandarización y una mala comunicación entre turnos, lo que afectaba directamente la productividad.
Frente a este escenario, se definió como objetivo principal aplicar técnicas de Lean Manufacturing, con enfoque en la metodología 5S, por ser una herramienta simple de implementar, de bajo costo y de alto impacto si se realiza correctamente. Se consideró un plan de trabajo que incluyó diagnóstico inicial, capacitación a trabajadores, eliminación de elementos innecesarios, creación de rutinas de limpieza, checklist, estandarización de puestos de trabajo, seguimiento a través de auditorías internas y recorridos de inspección semanales.
El área fue dividida en 10 zonas de trabajo, cada una con su embajador responsable, lo que permitió abordar de forma organizada cada proceso y subproceso de Molduras MDF. La implementación fue progresiva, pero con resultados visibles desde los primeros meses. Se notó una mejora en la disponibilidad de herramientas, mayor orden y limpieza en los espacios, se identificó un cambio en la actitud de los trabajadores, quienes se involucraron activamente en las mejoras. La metodología también permitió detectar focos de suciedad críticos como las cajas de trefilado, mesas de alimentación y moldureras, aplicando soluciones simples como bandejas de recolección, paneles sombra, kits de limpieza y bitácoras de turno.
Desde el punto de vista numérico, se logró ganar un 42% los tiempos improductivos y un 13,3% en los tiempos de setup, lo que se traduce en más de 46,6 horas mensuales ganadas por cada línea de trabajo. Este resultado permitió no solo optimizar el desempeño operativo, sino también establecer una estructura más clara y organizada en el área, con procedimientos definidos y roles bien asignados. Con esto, se fortaleció la coordinación del equipo y se generó un entorno más seguro, ordenado y eficiente para el trabajo diario.
Finalmente, la metodología 5S demostró ser una herramienta simple, de bajo costo y efectiva, ideal para comenzar la implementación de nuevas herramientas de Lean Manufacturing y creer que con pequeños cambios se pueden lograr grandes resultados.
This thesis focuses on the implementation of the 5S methodology in the MDF Mouldings area at the Masisa plant, located in Cabrero. This area faced several issues related to disorder, unproductive time, lack of standardization, and poor communication between shifts, all of which directly impacted productivity. In response to this situation, the main objective was defined as the application of Lean Manufacturing techniques, with a focus on the 5S methodology, due to its simplicity, low cost, and high impact when properly implemented. A work plan was developed that included an initial diagnosis, worker training, removal of unnecessary items, creation of cleaning routines, checklists, standardization of workstations, and follow-up through internal audits and weekly inspection rounds. The area was divided into 10 work zones, each with a responsible ambassador, which allowed for an organized approach to each process and sub-process of MDF Mouldings. The implementation was progressive, but visible results appeared within the first few months. Improvements were observed in tool availability, cleanliness, and organization of the workspaces. A noticeable change in workers’ attitudes was also identified, as they became actively involved in the improvement process. The methodology also helped identify critical dirt accumulation points, such as the drawing boxes, feed tables, and moulders, for which simple solutions were applied, including collection trays, shadow boards, cleaning kits, and shift logs. From a numerical perspective, unproductive time was reduced by 42% and setup time by 13.3%, resulting in more than 46.6 hours gained per month for each production line. This outcome not only optimized operational performance but also established a clearer and more organized structure in the area, with defined procedures and well-assigned responsibilities. As a result, team coordination was strengthened, and a safer, more orderly, and more efficient working environment was created. Finally, the 5S methodology proved to be a simple, low-cost, and effective tool-ideal for initiating the implementation of other Lean Manufacturing tools and demonstrating that small changes can lead to significant results.
This thesis focuses on the implementation of the 5S methodology in the MDF Mouldings area at the Masisa plant, located in Cabrero. This area faced several issues related to disorder, unproductive time, lack of standardization, and poor communication between shifts, all of which directly impacted productivity. In response to this situation, the main objective was defined as the application of Lean Manufacturing techniques, with a focus on the 5S methodology, due to its simplicity, low cost, and high impact when properly implemented. A work plan was developed that included an initial diagnosis, worker training, removal of unnecessary items, creation of cleaning routines, checklists, standardization of workstations, and follow-up through internal audits and weekly inspection rounds. The area was divided into 10 work zones, each with a responsible ambassador, which allowed for an organized approach to each process and sub-process of MDF Mouldings. The implementation was progressive, but visible results appeared within the first few months. Improvements were observed in tool availability, cleanliness, and organization of the workspaces. A noticeable change in workers’ attitudes was also identified, as they became actively involved in the improvement process. The methodology also helped identify critical dirt accumulation points, such as the drawing boxes, feed tables, and moulders, for which simple solutions were applied, including collection trays, shadow boards, cleaning kits, and shift logs. From a numerical perspective, unproductive time was reduced by 42% and setup time by 13.3%, resulting in more than 46.6 hours gained per month for each production line. This outcome not only optimized operational performance but also established a clearer and more organized structure in the area, with defined procedures and well-assigned responsibilities. As a result, team coordination was strengthened, and a safer, more orderly, and more efficient working environment was created. Finally, the 5S methodology proved to be a simple, low-cost, and effective tool-ideal for initiating the implementation of other Lean Manufacturing tools and demonstrating that small changes can lead to significant results.
Description
Tesis presentada optar al título de Ingeniero Civil Industrial.
Keywords
Molduras, Lean manufacturing, Manufacturas