Application of preventive maintenance, 5S and Kardex in a medium

company of the metalworking sector to improve the operation of the

plant
José Luis Collas Calle

Resumen
This article proposes the use of basic engineering tools in a metalworking company, obtaining
improvements at the operational level, both in the field of maintenance, operator productivity, as
well as fluidity and control in the warehouse. For this, it is proposed the implementation of a
maintenance plan, 5S and Kardex, taking into account the requirements of the internal customers
regarding the objectives of the company.

Keywords: 5S, Preventive maintenance, Kardex, availability, metalworking, operability

Introduction The proposal to be presented in this article is

Nowadays, many small and medium
enterprises of the metal-mechanic sector
have been growth focused on the quantity of
works and products to be commercialized,
growing of fast and disorderly way, As they
are opening field in the industry, they begin
to be notorious its inefficiencies And begin
to require improving their processes to
become competitive in the market and be
more attractive to their customers.
de la empresa, obteniendo mayor soporte
para la planificación de las anteriores
herramientas propuestas.
Research Methodology
The methodology to be applied is based on
the combination of three industrial
engineering tools, such as a preventive
maintenance plan, 5s and Kardex in the
warehouse.
based on the use of the 5S as a first step to
reduce downtime in daily work, order in the
area of work and greater number of hours
men destined for production. On the other
hand, it is proposed to implement a
preventive maintenance plan, in such a way
that the availability of equipment is greater,
reducing unnecessary stops and damaging
the operation of the plant.Finalmente, se
introduce y aplica el Kardex en el almacén
Prior to the implementation of these tools
will define the requirements of the company
that would act as input to the development
of the proposed. In the case of the 5S, a
preliminary diagnosis of the 5S will be
performed in the company, and the tool
requirements will be obtained per
workstation in the company. On the other
hand, the maintenance indicators will be
measured to get an idea of the current
situation of the machines and obtain a
criticality index to prioritize the critical.
Case development the warehouse, product of the same disorder
and lack of continuous improvement in the
The company under study is dedicated to the company.
manufacture of specialized metal-mechanic
products according to the needs of its In order to be able to measure the effect of
customers. the 5S, it began with an audit of the 5S,
which will give us an indication of how the
The problem arises when there is too much company is in respect to culture of order and
delay in the production of its products, cleanliness. From this previous diagnosis the
taking up to 15 days of delay on average and following results were obtained:
having an approximate 83% of non-
compliance. Illustration 3. 5S audit rating
CONCEPTO PUNTAJE RESULTADO CALIFICACION GLOBAL
Illustration 1. Orders with unpaid CLASIFICAR 9 45.00%
delivery dates ORGANIZAR 6 40.00%
LIMPIEZA 8 53.30% 42.35
ESTANDARIZAR 13 65.00%
AUTODISCIPLINA 0 0.00%

Source: self made

Source: self made
A root-cause tree diagram was developed,
obtaining three main problems:
Ilustración 2. Root-cause tree
It can be verified that the levels in each
concept to improve are low, obtaining an
overall rating of approximately 42%.
Likewise, the square meters lost and to be
recovered were obtained.
Illustration 4. Space used and lost for
improvement

Source: self made

This gives an idea of the disorder and spaces
wasted due to lack of culture of continuous
improvement in the company.

On the side of the equipment

inoperativeness, the indicators to improve
and the levels in which the machines of the
company were found.
Source: self made
As it is observed, the non-fulfillment of the
deadlines of delivery is due to a non-existent
culture of maintenance, which generates
inoperativeness of the equipments.
Likewise, the disorder and unnecessary
routes leave operative in the plant, due to the
men's hours Used for production. On the
other hand, there is a non-existent control in
 Ilustración 5. MTBF - MTTF which were planned together with the
leaders of the committees.
MTBF MTTF
Máquina
Maquina de soldar 1 267.43 20.43 Illustration 7. Steps of 5S
Maquina de soldar 2 312.00 21.17
Maquina de soldar 3 374.40 16.8
Maquina de soldar 4 468.00 20
Maquina de soldar 5 624.00 24
Maquina de soldar 6 624.00 32
Maquina de soldar 7 374.40 22.4
Taladro Abarbo 936.00 31.5
Taladro Safar - -
Cepillo Lax 540 - -
Torno Wickman Lang 1872.00 16
Esmeril de Banco 624.00 5
Taladro Cosmeta - -
Roladora 1 1872.00 48
Roladora 2 - -
Prensa Hidraulica - -

Source: self made

These indicate that we have mean times Illustration 8. Training

between short faults and average repair
times high, obtaining an availability that is
not optimal

Illustration 6. Availability of machines

Disponibilidad
Máquina
Maquina de soldar 1 92.90
Maquina de soldar 2 93.65
Maquina de soldar 3 95.71 Illustration 9. Selection
Maquina de soldar 4 95.90
Maquina de soldar 5 96.30
Maquina de soldar 6 95.12
Maquina de soldar 7 94.35
Taladro Abarbo 96.74
Taladro Safar -
Cepillo Lax 540 -
Torno Wickman Lang 99.15
Esmeril de Banco 99.21
Taladro Cosmeta -
Roladora 1 97.50
Roladora 2 -
Prensa Hidraulica -

Source: self made

Implementation of proposals
Starting from those previously measured, the
proposals were developed.
The selection tasks were carried out using
the red card methodology, which was then
organized. Likewise the cleaning tasks were
carried out.

In the case of the 5S, the committees of the

5S were organized and the trainings were
carried out as they progressed in each S. To
keep the employees motivated, the
promotional campaigns were carried out
showing the progress of the project and
motivational slogan phrases Around the
plant. For each S, tasks were carried out,

Illustration 10. Plant cleaning
In the same way, the necessary list of
materials was realized by workstation and
the warehouses where they were placed
were standardized. Weekly meetings and
inspection formats were set for discipline.
As for the development of the maintenance
plan, a criticality analysis was performed,
obtaining the following results
Illustration 11. Criticality per machine
Source: self made
Based on this, the machines with the highest
criticality were prioritized and the
maintenance instructions and the
maintenance reports were handled in the
new maintenance area, which are the general
report, the preventive maintenance report
and the failure report And breakdowns.
As for the instructions were performed the
following:
Maquina de Soldar
Instructivo de actividades diarias
Instructivo para la revisión y cambio de componentes del sistema eléctrico (MS01)
Instructivo para la revisión y cambio de componentes de la Antorcha (MS02)
Instructivo para la calibración e inspección del Caudalímetro (MS03)
Instructivo para la limpieza (MS04)
Roladora
Instructivo de lubricación y revisión de engranajes
Instructivo de limpieza
Torno
Instructivo de actividades diarias (TR01)
Instructivo para la revisión y cambio del aceite (TR02)
Instructivo para la revisión de conexiones eléctricas (TR03)
Instructivo de inspección del motor (TR04)
Instructivo para la revisión de engranajes, bandas, correas y poleas (TR05)
Instructivo de limpieza y Pintura (TR06)
Cepillo de codo
Instructivo de actividades diarias (CC01)
Instructivo de revisión del sistema eléctrico (CC02)
Instructivo de revisión del aceite y lubricación (CC03)
Instructivo de limpieza (CC04)
Taladro
Instructivo de actividades diarias (TL01)
Instructivo de revisión de rodamientos y lubricación (TL02)
Instructivo de Revisión de conexiones eléctricas (TL03)
Instructivo de revisión del motor TL04)
Instructivo para la revisión de engranajes, bandas, correas y poleas.(TL05)
Instructivo de limpieza (TL06)
Esmeril
Instructivo de revisión de rodamientos y lubricación (ES01)
Instructivo de revisión y cambio de conexiones eléctricas (ES02)
Instructivo de revisión de disco (ES03)
Instructivo de limpieza (ES04)
Prensa
Instructivo de actividades diarias (PH01)
Instructivo de Lubricación y ajustes generales (PH02)
Instructivo de revisión y cambio de conexiones eléctricas (PH03)
Instructivo de revisión del motor (PH04)
Instructivo de revisión de bomba hidráulica (PH05)
Instructivo de limpieza y pintura (PH06)
In order to obtain a better identification of
machinery, the codification of each one and
the maintenance schedule for each machine
and for each instruction were performed.
Illustration 12. Maintenance schedule of
welding machines
Semanas
Maquinas de Soldar
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
MS01 x x x x
MS02 x
Instructivo
MS03 x
MS04 x x x
Semanas
Maquinas de Soldar
27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52
MS01 x x x x x x
MS02 x
Instructivo
MS03 x
MS04 x x x x
Source: self made
Continuing with the proposed tools, the
implementation of the Kardex was
developed, for this the codification of the
tools and materials was carried out, which
was standardized for the new purchases. The
shelves were ordered and a space was set for
each type of tool. The warehouseman was
trained in the use of Kardex motion cards.
Results
After the implementation, a global indicator
of the 5S greater than 82% was obtained.
Illustration 13. Second audit 5S
This brought as an improvement a saving of
2208 man-hours for the production area,
translated into a saving of 11503 soles
Regarding the results of the preventive
maintenance, the following indicators were
obtained regarding the welding machines,
which were the machines in which the pilot
plan was carried out.

Illustration 16. Availability of welding

machines.
Tiempo de Tiempo de inactividad por Numero de
MTBF MTTF Disponibilidad
Máquina Funcionamiento fallas fallas
Maquina de soldar 1 624 3 1 624.00 3 99.52
Maquina de soldar 2 624 1 - - - 100.00
Maquina de soldar 3 624 0 - - - 100.00
Maquina de soldar 4 624 0 - - - 100.00
Maquina de soldar 5 624 4 1 624.00 4 99.36
Maquina de soldar 6 624 0 - - - 100.00
Maquina de soldar 7 624 7 1 624.00 7 98.89
Source: self made
Source: self made
Likewise, the 190 meters lost were
recovered and new areas were created for As observed, there was an increase in
special materials and solid waste availability by 4%, an increase in mean time
between failures, a decrease in average
Illustration 14. Evidence of improvement
repair time by 83% and a decrease in
1
corrective interventions by 85%.
As for the Kardex, greater control was
obtained in the warehouse, having fluidity in
the identification of tools and materials.

CONCLUSIONS

 The application of basic engineering

tools manages to obtain considerable
benefits in the productivity of a plant
Illustration 15. Evidence of improvement and in the initiation of a culture of
2 continuous improvement.
 Small and medium-sized companies in
the sector can become competitive
using engineering tools that do not
involve large investments.

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