A Production Management Method to Reduce Non-Fulfillment of Orders Based on Lean Tools and Change Management: Case of a Peruvian Apparel Company
A Production Management Method to Reduce Non-Fulfillment of Orders Based on Lean Tools and Change Management: Case of a Peruvian Apparel Company |
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| © 2025 by IJETT Journal | ||
| Volume-73 Issue-4 |
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| Year of Publication : 2025 | ||
| Author : Daniela Silva-Castro, Rafael Campoblanco-Carhuachin, Claudia Leon-Chavarri, José Cardenas-Medina, Rodrigo Borges-Ribeiro |
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| DOI : 10.14445/22315381/IJETT-V73I4P118 | ||
How to Cite?
Daniela Silva-Castro, Rafael Campoblanco-Carhuachin, Claudia Leon-Chavarri, José Cardenas-Medina, Rodrigo Borges-Ribeiro, "A Production Management Method to Reduce Non-Fulfillment of Orders Based on Lean Tools and Change Management: Case of a Peruvian Apparel Company," International Journal of Engineering Trends and Technology, vol. 73, no. 4, pp.191-209, 2025. Crossref, https://doi.org/10.14445/22315381/IJETT-V73I4P118
Abstract
In Peru, the textile and apparel industry ranks third in the manufacturing sector. In 2023, there are 44,600 formal microenterprises in this sector. Currently, apparel companies operate with long and inefficient delivery times and other obstacles that erode their competitiveness. One of the most relevant problems is the non-fulfilment of orders. In addition, resistance to change, lack of training, and a lack of business culture are some of the most frequent obstacles in this industry. For this reason, it is proposed to implement a method to manage production that combines 5s, SMED, standardization and change management techniques are proposed to improve the existing gap in the level of order fulfillment. The sustainability of the proposal is evaluated by considering the economic, social, and environmental aspects. After validation, the results obtained were an order fulfillment level of 77.9%, a reduction of non-value-added activities by up to 6.45%, shorter set-up times with a reduction of up to 52% and a reduction of defective seams by up to 4.38%. In addition, a pollution reduction of up to 22% of non-usable waste.
Keywords
Apparel industry, Change management, Fulfillment, Lean manufacturing, Textile waste.
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