Available online at www.sciencedirect.

com
Available online at www.sciencedirect.com
ScienceDirect
ScienceDirect
Available online at www.sciencedirect.com
Procedia Manufacturing 00 (2020) 000–000
ScienceDirect
Procedia Manufacturing 00 (2020) 000–000 www.elsevier.com/locate/procedia
www.elsevier.com/locate/procedia
Procedia Manufacturing 41 (2019) 882–889

8th Manufacturing Engineering Society International Conference

8th Manufacturing Engineering Society International Conference
Improvement of Productivity and Quality in the Value Chain
Improvement of Productivity and Quality in the Value Chain
through Lean Manufacturing – a case study
through Lean Manufacturing – a case study
Genett Jimenezaa*,, Gilberto Santosbb, José Carlos Sácc, Sandy Ricardoaa, Jose Pulidoaa, Ana
Genett Jimenez * Gilberto Santos , José
Pizarro a Carlos
, Hugo Sá , Sandy
Hernández d Ricardo , Jose Pulido , Ana
Pizarroa , Hugo Hernándezd
a
Department of Industrial Process Engineering, Institución Universitaria ITSA, Calle 18 No 39-100, Soledad, 083-002, Colombia
a b
ESD Polyt.
Department of Industrial Process Engineering, Institute
Institución Cávado e Ave,
Universitaria ITSA,Portugal
Calle 18 No 39-100, Soledad, 083-002, Colombia
c b
ESD Polyt. Institute
ESCI-Polytechnique Cávado
Instituto Vianaedo
Ave, Portugal
Castelo, Portugal
d
Business Administration Program,
c Universidad del
ESCI-Polytechnique Atlántico,
Instituto VianaCarrera 30 NoPortugal
do Castelo, 8- 49, Puerto Colombia, Colombia
d
Business Administration Program, Universidad del Atlántico, Carrera 30 No 8- 49, Puerto Colombia, Colombia

Abstract
Abstract
The competitive, dynamic and changing environment in which companies operate today, pose new challenges that allow them to
The
growcompetitive,
and maintaindynamic and changing
themselves environment
over time, in which
aspects such companiessatisfaction,
as customer operate today, pose new and
innovation, challenges
social that allow themare
responsibility to
grow and maintain
increasingly themselves
used objectives by theover time, aspects
companies. suchelements
However, as customer
such assatisfaction,
quality and innovation,
productivityand socialto responsibility
continue are
be critical factors
increasingly used objectives
in business sustainability. Forbythis,
the companies
companies.must
However, elements suchand
use methodologies as tools
quality
to and productivity
diagnose continueidentify
their processes, to be critical factors
their critical
in business
points sustainability.
and invest For this,
in strategies companies
that optimize themust use methodologies
operations of their valueand toolsthe
chain, to diagnose their
use of their processes,
resources, andidentify their of
the quality critical
their
points andininvest
products, orderin
to strategies
overcomethat optimize
always the operations
the expectations of their
of the clientsvalue
and chain,
achievethe use of their resources,
differentiation and the quality of their
in the market.
products, in order
The goal to overcome
of this work is toalways the expectations
diagnosis of the of
of the situation clients and achieve process
the production differentiation
in theinvalue
the market.
chain of the processing
andThe goal of of
marketing thisfish
work
andisShellfish
to diagnosis of theas
Company situation of the Also
a case study. production process
aims to, in the valueofchain
the identification wasteoforthe processing
MUDA, that
and
affect the quality and productivity of the products. Improvement proposals under Lean Manufacturing tools, that
marketing of fish and Shellfish Company as a case study. Also aims to, the identification of waste or MUDA, for
affect thethequality
increase and productivity
performance in the valueofchain
the products. Improvement
under study were made.proposals under Lean
As main results, we canManufacturing tools, for
highlight improvement
increase the
proposals performance
through the leanintools,
the value
whichchain underadvances
promote study were made.
in the As main of
organization results, we can
the plant and highlight improvement
process times.
proposals through the lean tools, which promote advances in the organization of the plant and process times.
© 2020 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license
© 2019
© 2020TheTheAuthors. Published
Authors. Publishedby Elsevier B.V. B.V. This is an open access article under the CC BY-NC-ND license
by Elsevier
(https://creativecommons.org/licenses/by-nc-nd/4.0/)
This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
(https://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review underresponsibility
responsibilityofofthe
thescientific
scientific committee
of of
thethe
8th8Manufacturing
th Manufacturing Engineering Society International Conference
Peer-review under committee Engineering Society International Conference
Peer-review under responsibility of the scientific committee of the 8th Manufacturing Engineering Society International Conference
Keywords: Continuous improvement; Lean Manufacturing; Value Chain; fishing industry
Keywords: Continuous improvement; Lean Manufacturing; Value Chain; fishing industry

* Corresponding author. Tel.: +575-311-2379; fax: +575-311-2379.

* E-mail
Corresponding
address:author. Tel.: +575-311-2379; fax: +575-311-2379.
gjimenez@itsa.edu.co
E-mail address: gjimenez@itsa.edu.co
2351-9789 © 2020 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license
2351-9789 © 2020 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license
(https://creativecommons.org/licenses/by-nc-nd/4.0/)
(https://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review under responsibility of the scientific committee of the 8th Manufacturing Engineering Society International Conference
Peer-review under responsibility of the scientific committee of the 8th Manufacturing Engineering Society International Conference

© 2019 The Authors. Published by Elsevier B.V.

This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review under responsibility of the scientific committee of the 8th Manufacturing Engineering Society International Conference.

 Genett Jimenez et al. / Procedia Manufacturing 41 (2019) 882–889 883
2 G.Jimenez et al. / Procedia Manufacturing 00 (2020) 000–000

1. Introduction

The problems of production flow, the decrease in productivity and quality problems are not new; they have their
origin from the industrial revolution and the boom in mass production, where bottlenecks, idle times, line imbalances,
the standardization, and training levels were constant in the companies. It was not until 1885 that Frederick Taylor
began to do studies and publications on how to decompose work into individual activities to eliminate unnecessary
operations and reduce work times to find the best way to carry out each event [1]. Subsequently, Henry Ford, in the
early twentieth century, with its serial production model and production management strategies, proposed a new way
to improve production times and the quality of products. Nevertheless, was Taiichi Ono who conceived the basis for
the Lean Manufacturing, which developed and extended worldwide since the end of the decade of the 70s as a new
manufacturing paradigm that emphasizes cooperation, outsourcing, agility and networking [2]. Concerning
implementation of Lean Manufacturing, the companies must apply methodologies that incorporate key factors as
integrated management systems [3, 4, 5], strategy and culture [6], and operations [7] focused on improving their
performance. Lean manufacturing was developed in the automobile industry and has been widely adopted in
engineering oriented and assembly industries. However, little has been written about the applicability of the concept
to the food industry [8].
This paper focuses on improved productivity and quality in the value chain of the food industry through lean
manufacturing methodology. In this work, a fish and shellfish processing and commercialization company selected,
which presents a series of problems related to customer losses, which leads to a decrease in profits and low profitability.
The profit margin has shown a considerable and worrisome reduction for the management in the last three periods
corresponding to the years 2015, 2016, 2017 presenting an average annual return of 42.58%, 38.07%, and 32.54%
respectively. On the other hand, the index of the returns of products increased in the period 2015-2015. This indicator
represents high costs for the company, of more than 20,000 USD. Concerning the leading causes of returns are
associated with non-compliance with the customer's specifications and quality problems in the products. For the above,
if the problem continues, the company will have financial difficulties and loss of corporate image in the market.
The paper presents first, a literature review on lean manufacturing. Then, the methodology approach explained.
Subsequently, the results and analyses are shown, with the process characterization, the identification of waste or
MUDA and the improvement proposals under lean tools. Finally, conclusions and future works were presented.

2. Literature Review

In the literature review, we found different definitions of lean manufacturing. Regarding the theory, lean
manufacturing defined as a system of continuous improvement that integrates the daily work of producing and
delivering products, services, and information with aiming at the identification of wastes or MUDA that affect the
flow in production, lead times, quality and cost [13, 31, 32]. Another definition of lean manufacturing involves the
integration of socio-technical systems whose primary objective is to remove residue by concurrently reducing and
minimizing supplier, customer, and internal variability [14,35,36,39]. This approach identifies several types of “waste”
that are observed in production: overproduction, waiting time, transportation, excess processing, inventory, movement,
and defects [15,33,34].
At the level of state of the art, the literature has reported several scientific articles and academic works with the
application of lean manufacturing in the different sectors as the manufacturing industries [16, 17, 18], automotive
company [19, 20,21, 22], health and pharmaceutical sector [23, 24, 25] among others. However, we found few studies
related to the application of lean manufacturing in the fishing industry, e.g., as in a fish canning company [8], the
frozen fish process [26], fishing net manufacturing [9]. The academic literature about the application of lean
manufacturing in the value chain of fishing and food processing industry is sparse when compared with the traditional
manufacturing industries. For these considerations, this work has a contribution to increasing the scientific literature
and provides creative proposals for improving productivity and quality [37,38] of the value chain of processing and
commercialization of fish and shellfish by using Lean Manufacturing with impact in the costs and the corporate
sustainability.
The objective of this work is the continuous improvement in the value chain with impact in cost, by eliminating
activities that do not add value in the processes [10, 11, 12].
884 Genett Jimenez et al. / Procedia Manufacturing 41 (2019) 882–889
G.Jimenez et al. / Procedia Manufacturing 00 (2020) 000–000 3

3. Methodology

The investigative method used is described as follows. The project is framed within the analytical, descriptive, and
prospective study; because data and information of the present were collected and analyzed, with the aim of proposing
improvements strategies based on lean manufacturing tools. Given that a diagnosis of the current situation had to be
made to propose solutions to the problems that arose during the investigative analysis, the study classified as
transversal. In this regard, a 3-step methodology has been proposed with the foresight to be applied in other industries
(refer to Fig. 1):

Fig. 1. Methodological approach for application of lean manufacturing in the value chain of a fish and shellfish processing and marketing
company

 Step 1 (Process Characterization): in this case, the exogenous/endogenous variables are identified for the diagnosis
of the system. Different methodologies, such as SIPOC diagram, flow diagrams, Value Stream Mapping (VSM),
and Pareto diagrams were used;
 Step 2 (Identification of waste or MUDA): In this stage, the factors of waste or MUDA were identified and
analysed. Different techniques, including cause analysis, interviews, direct observation of the process and expert
groups were applied;
 Step 3: (Improvement Proposals under lean tools): In this stage, a systemic analysis of MUDA identified in the
processes, that are part of the value chain was carried out. Thus, the lean tools were determined to solve problems,
as well as to establish improvement.

4. Results

4.1. Process characterization

The case study presented corresponds to a company dedicated to the processing and commercialization of fish and
shellfish in two production lines (fresh products and frozen products). The production process of the company was
represented through the use of the flow diagram and the SIPOC diagram (refer to Fig 2). The process begins with the
registration of purchase orders taking into account the customer's requirements. If the fish is fresh whole, the process
starts at the filleting stage, where it is cut into fillets according to specifications. Then, a washing and disinfection
stage with cold chlorinated water at 10 ppm is carried out. Subsequently, the steaks obtained are weighed the steak
produced; the interfoliate is made in baskets, and it is frozen, for an approximate time of 12 hours. Once chilled, the
fillets are frosted in cold water at a temperature less than or equal to -4 ° C. Then, the nets are refrozen for 6 hours and
depending on the client's specifications, they are labeled and stored at freezing temperatures, for later dispatch as
required. On the other hand, if the fish is whole frozen, it is stored in freezing rooms, the product is weighed, then
thawed by placing it in a tub with water at room temperature. After thawing, the filleting process is carried out. The
resulting fillets are immersed in a chlorinated cold-water solution at 10 ppm. Then the nets are weighed, they are
interfolded in baskets and they are frozen, for an approximate time of 12 hours. Subsequently, the fillets go to the
stage of icing in cold water at a temperature less than or equal to -4 ° C. Then, they have frozen again for 6 hours and
 Genett Jimenez et al. / Procedia Manufacturing 41 (2019) 882–889 885
4 G.Jimenez et al. / Procedia Manufacturing 00 (2020) 000–000

depending on the customer's specifications; they are labeled and stored at freezing temperatures, for later dispatch as
required. For this investigation, the whole fish line was selected.

Fig. 2. SIPOC diagram

Subsequently, the Value Stream Mapping (VSM) tools were used to plot the current flow of the process from the
order of the order and the requirements of the client, the material supply, the productive operations of filleting,
washing, interfoliating, glazing, to the dispatch of the product, taking into account the times and interaction between
the different stages of the process, the inventories in process, and the flow of information (refer to Fig 3). The results
of the VSM allowed to identify that the tasks that do not contribute value to the process represent 37.37% of the total
time of the process, which are associated with the inventories in operation, the excess of movements, the deficiencies
in the plant distribution and the necks of bottle that start from the filleting stage, so it is necessary to identify more
thoroughly the sources of waste in the process.

Fig. 3. The current state map - VSM diagram

886 Genett Jimenez et al. / Procedia Manufacturing 41 (2019) 882–889
G.Jimenez et al. / Procedia Manufacturing 00 (2020) 000–000 5

4.2. Identification of wastes of MUDAS

In this step, the factors of waste or MUDA were identified and analyzed in the process by using different techniques,
including brainstorming, cause analysis, interviews, direct observation of the process, and expert groups. Initially, a
storm of ideas was carried out to identify the leading causes of the problems identified in step 1 associated with non-
compliance with specifications and quality problems in the product. Subsequently, the identified causes were
organized, taking into account the different factors of the process (Materials, Methods, Measure, Machines,
Environment, Human resources).
As a result of the tools used in steps 1 and 2, such as Value Stream Mapping, Pareto diagrams, and cause-effect
diagrams, the MUDAS or waste were identified in the process, that is presented in Table 1.

Table 1. Identification of MUDAS in the process of filleting

Process stage Muda type Description Causes
At the end of each stage of the process, they should
Receipt / Filleted /
Transport Excess of transport to the weighing area be taken to the receipt area for weight control /
Washed /
Failures in the layout of the plant.
Interfoled /
Unnecessary Excess of movement around the plant to search Disorganization in the production plant. Delays in
Glazed / Dispatch
movement for tools necessary for the process the search for tools necessary for the process.
Failures in planning production, the process is not
Wait Bottleneck
balanced (the filleting stage is the slowest)
Filleted
Failures in planning production, the process is not
Inventory Excess of inventories in process
balanced (the filleting stage is the slowest)
Filleted / Washed
Non-conforming products (does not meet Failures in the flow of information
/ Interfoled /
specifications) Lack of quality control of products in process
Glazed / Dispatch Defects
Non-conforming material rows (poor product
Receipt Lack of quality control in the receipt
quality

4.3. Improvement proposals under lean tools

In this stage, a systemic analysis of MUDA identified in the processes, that are part of the value chain was carried
out. Thus, the lean tools were determined to solve problems, as well as to establish improvement. For the selection of
the tools, the characteristics of each of the variables to be improved were taken into account, as well as the benefits
and applications that each toll offers in the Lean Manufacturing range. In table 2, the lean tools identified for each
MUDA are shown.

Table 2. Identification of lean manufacturing tools

Lean manufacturing
Process stage Muda type Causes Expected results
tools
Reduction of travel distances
Excess of transport to the Continuous flow, Reduction of travel times
Transport
weighing area improvement of layout Improvement in the health and
safety of workers
Reduction of accident risks
Receipt / Filleted
Reduced tool search times
/ Washed /
Productivity increase
Interfoled /
Excess of movement around the Organized processes
Glazed / Dispatch Unnecessary
plant to search for tools 5 ´S Disposal of waste
movement
necessary for the process Development of good and better
habits
Better image of the company and
the area
Wait Bottleneck Continuous flow in the processes
Minimization of overproduction
Heijunka in processes
Filleted
Inventory Excess of inventories in process Implementation of a pull system
Minimize inventories in processes
Minimize production costs
 Genett Jimenez et al. / Procedia Manufacturing 41 (2019) 882–889 887
6 G.Jimenez et al. / Procedia Manufacturing 00 (2020) 000–000

Leveling of production
Filleted / Washed Decrease in existing quality
Non-conforming products (does
/ Interfoled / problems
not meet specifications)
Glazed / Dispatch Quality becomes everyone's
responsibility and not just a
Jidoka department
Defects The staff becomes aware of the
Non-conforming material rows importance of inspection in the
Receipt
(poor product quality process
Reduction of costs for guarantees
or returns
Disposal of waste

Finally, the expected results proposed to the management of the company of the proposals to improve the layout,
and the Heijunka strategy are shown by way of example, using process simulation or configuration job-shop
[27,28,29,30]. The results show an expected reduction of 40% in the displacement routes and of 44.2% in the times
used in the displacement of the process, as shown in Fig. 4 and in Table 3, so the flow strategy continuous and the
improvement of the layout can contribute to the generation of value in the process.

Fig. 4. Flow of the current process vs. Improvement strategy of continuous flows

Table 3. Comparison between current process and improvement scenario with continuous flow strategy
Current process Improvement Scenario with continuous flow
Trajectory traveled in the whole Trajectory traveled in the whole process per
process per unit of product = 10.9 m unit of product = 6.5 m
Time spent in complete trajectory Time spent in complete trajectory per unit of
per unit of product = 73,025 s product = 40,68 s

On the other hand, for the Heijunka strategy, the takt time was calculated, in order to establish the improvements
to adjust the production to the takt time, it was found that filleting is the stage of the bottleneck process, as shown in
Fig. 5, for which the revision of the state and maintenance of the cutting tools used in this stage and the training of the
personnel to improve the working methods and the rapidity in the filleting of the products.

Fig. 5. Calculation of the process's takt time based of Heijunka methodology

888 Genett Jimenez et al. / Procedia Manufacturing 41 (2019) 882–889
G.Jimenez et al. / Procedia Manufacturing 00 (2020) 000–000 7

4. Conclusions

This research project was developed with the objective of identifying the MUDAS that was being generated in the
production process of a fish and seafood processing and marketing company and proposing improvement proposals
based on the Lean Manufacturing methodology. In this sense, it was evidenced that the application of the lean
manufacturing methodology in the food sector and especially in the companies of the fishing sector is limited, so this
Project contributes to the scientific literature on lean manufacturing and its application in the companies of foods.
Likewise, it provides companies with elements for continuous improvement and innovation in the processes focused
on quality and productivity.
The results of this study allowed us to characterize the current state of the process, taking as a point of reference
the line of fresh fish, to identify the tasks that do not add value to the process, which represent 37.7% of the processing
time and correspond to inventories in processes, excess movements due to deficiencies in the distribution of plant and
bottlenecks that begin during the filleting process. Subsequently, the waste or MUDAS were identified, taking into
account an analysis of the main indicators of the process such as complaints and returns and using tools such as Pareto
diagrams and cause and effect diagrams. Finally, improvement proposals were designed through the lean tools, which
can improve the organization of the plant and process times, with an impact on the decrease of complaints and returns
of products and on the profit margins of the company.

Acknowledgements

The authors would like to thank the support of the Produmar Company and the Institucion Universitaria ITSA.

References

[1] P. Quintana, Propuestas para la implementación de un sistema de producción, basados en técnicas de Lean Manufacturing, que contribuya al
control del inventario en proceso, para la sección de confección de colchones en una empresa productora de espuma. Pontificia Universidad
Javeriana, (2010).
[2] JP. Womack, DT. Jones, D. Ross, The machine that changed the world. Simon & Schuster, New York, (2007).
[3] G. Jimenez, L. Novoa, L. Ramos, J. Martinez, C. Alvarino. Diagnosis of Initial Conditions for the Implementation of the Integrated Management
System in the Companies of the Land Cargo Transportation in the City of Barranquilla (Colombia). In: Stephanidis C. (eds) HCI International
2018 – Posters' Extended Abstracts. HCI 2018. Communications in Computer and Information Science, Springer Cham, 852 (2018) 282-289.
[4] G. Jimenez, Procedimientos para el mejoramiento de la calidad y la implantación de la Norma ISO 9001 aplicado al proceso de asesoramiento
del Centro de Investigaciones y Desarrollo Empresarial y Regional en una Institucion de Educacion Superior basados en la gestion por procesos.
In: Congreso de Gestion de la Calidad y Proteccion Ambiental GECPA 2014, Habana, Cuba, (2014) 1–22.
[5] G. Jimenez, L. Hernandez, H. Hernandez, L. Cabas, J. Ferreira, Evaluation of Quality Management for Strategic Decision Making in Companies
in the Plastic Sector of the Colombian Caribbean Region Using the TQM Diagnostic Report and Data Analysis. In: Stephanidis C. (eds) HCI
International 2018 – Posters' Extended Abstracts. HCI 2018. Communications in Computer and Information Science, Springer Cham, 852 (2018)
273-280.
[6] G. Jimenez, E. Zapata, Metodologia integrada para el control estratégico y la mejora continua, basada en el Balanced Scorecard y el Sistema de
Gestión de Calidad: Aplicacion en una organizacion de servicios en Colombia. In: 51a Asamblea Anual del Consejo Latinoamerica-no de
Escuelas de Administracion CLADEA 2016, Medellin, Colombia, (2016) 1–20.
[7] A. Troncoso, D. Neira, M. Ortíz, G. Jiménez, H. Hernández, Using Discrete-Event-Simulation for Improving Operational Efficiency in
Laboratories: A Case Study in Pharmaceutical Industry. In: Tan Y., Shi Y., Tang Q. (eds) Advances in Swarm Intelligence. ICSI 2018. Lecture
Notes in Computer Science, Springer Cham, 10942 (2018) 440-451.
[8] I. Idrissi, A. Mesfioui, I. Aftais, B. Benazzouz, Implementation of lean manufacturing in fish canning company: A case study of a canned
sardines production company in Morocco, International Journal of Lean Thinking, 6 (2015) 1-13.
[9] T. Yang, Y. Kuo, CT. Su, CL. Hou, Lean production system design for fishing net manufacturing using lean principles and simulation
optimization. Journal of Manufacturing System, 34 (2015) 66-73.
[10] DJ. Meade, S. Kumar, A. Houshyar, Financial analysis of a theoretical lean manufacturing implementation using hybrid simulation modeling,
Journal of Manufacturing Systems, 25 (2006) 137–52.
[11] TL. Doolen, ME. Hacker, A review of lean assessment in organizations: an exploratory study of lean practices by electronics manufacturers,
Journal of Manufacturing Systems, 24 (2005) 55–67.
[12] DP. Hobbs. Lean manufacturing implementation: a complete execution manual for any size manufacturer. Florida: J. Ross Publishing, (2004).
[13] S. Vinodh, K.R. Arvind and M. Somanaathan, Application of value stream mapping in an Indian camshaft manufacturing organisation, Journal
of Manufacturing Technology Management, 21(7) (2010) 888-900.
 Genett Jimenez et al. / Procedia Manufacturing 41 (2019) 882–889 889
8 G.Jimenez et al. / Procedia Manufacturing 00 (2020) 000–000

[14] J. Angelis, B. Fernandes, Innovative lean: work practices and product and process improvements, International Journal of Lean Six Sigma,
3(1) (2012) 74-84.
[15] J. Hernández, A. Vizan, Lean Manufacturing Conceptos, Técnicas e Implementación (1st ed.), Madrid, Fundación EOI, (2013).
[16] T. Rohac, M. Jenuska, Procedia Engineering 100 (2015) 520–529. 520 – 529, 25th DAAAM international symposium on intelligent
manufacturing and automation, DAAAM 2014.
[17] P. Saraswat, D. Kumar, M. Kumar, Reduction of work in process inventory and production lead time in a bearing industry using value stream
mapping tool, International Journal of Managing Value and Supply Chains, 6 (2) (2015) 142-148.
[18] J. Cabarcas, MJ. Wilches, A. Forero, S. Sanmiguel, Analysis and improvement of the value chain of film production line of a company in the
engineering sector by implementing lean manufacturing tools, Revista INGE CUC, 7(1) (2016) 27-42.
[19] S. Santosh Kumar, M. Pradeep Kumar, Cycle Time Reduction of a Truck Body Assembly in an Automobile Industry by Lean Principles,
Procedia Materials Science 5 (2014) 1853 – 1862.
[20] K. Venkataramana, V. Ramnath, V.Muthu Kumar, C. Elanchezhiand, Application of Value Stream Mapping for Reduction of Cycle Time in
a Machining Process, Procedia Materials Science 6 (2014) 1187 – 1196.
[21] SAM. Elmoselhy, Hybrid lean-agile manufacturing system technical facet, in automotive sector. Journal of Manufacturing Systems 32(2013)
598–619.
[22] A. Pugna, R. Negrea, S. Miclea, Using six-sigma methodology to improve the assembly process in an automotive company. Proced Social and
Behavior Science, 221 (2016) 308-316.
[23] P. Martínez, J. Martínez, P. Nuño, J. Cavazos (2015). Mejora en el tiempo de atención al paciente en una unidad de urgencias mediante la
aplicación de manufactura esbelta, Revista Informacion Tecnológica, 26(15) (2015). https://doi.org/10.4067/S0718-07642015000600019
[24] P. Martínez, J. Martínez, P. Nuño, J. Cavazos, Mejora en el tiempo de atención al paciente en una unidad de urgencias gineco-obstétricas
mediante la aplicación de Lean Manufacturing. Revista Lasallista de Investigación (2016). https://doi.org/10.22507/rli.v13n2a5
[25] Boppana V. Chowdary, Damian George, Trinidad, and Tobago. Improvement of manufacturing operations at a pharmaceutical company: A
lean manufacturing approach, Journal of Manufacturing Technology Management, 23 (1) (2011) 56-75.
[26] DT. Setiyawan, HR. Pertiwijaya, U. Effendi, B. Benazzouz, Implementation of lean manufacturing for frozen fish process at PT. XYZ, IOP
Conference Series: Earth and Environment Science, 131(2018) 1-7.
[27] M. Ortiz, D. Neira, G. Jiménez, H. Hernández, Solving flexible job-shop scheduling problem with transfer batches, setup times, and multiple
resources in apparel industry. In: Tan Y., Shi Y., Li L. (eds) Advances in Swarm Intelligence. ICSI 2016. Lecture Notes in Computer Science,
Springer Cham, 9713 (2016) 47-58.
[28] M. Ortiz, D. Neira, G. Jiménez, P. López, Integration of dispatching algorithm, and AHP-TOPSIS method for flexible job-shop scheduling
problem: a case study from the apparel industry. International Journal of Control Theory and Applications 32(44) (2016) 121-128.
[29] M. Ortiz, D. Neira, G. Jiménez, H. Hernández, Using FAHP-VIKOR for operation selection in the flexible job-shop scheduling problem: A
case study in textile industry. In: Tan Y., Shi Y., Tang Q. (eds) Advances in Swarm Intelligence. ICSI 2018. Lecture Notes in Computer Science,
Springer Cham, 10942 (2018) 189201.
[30] F. Niebles, I. Escobar, L. Agudelo, G. Jiménez, A Comparative Analysis of Genetic Algorithms and QAP Formulation for Facility Layout
Problem: An Application in a Real Context. In: Tan Y., Shi Y., Li L. (eds) Advances in Swarm Intelligence.
[31] G. Santos, J. Barbosa, (2006). QUALIFOUND - a modular tool developed for Quality Improvement in Foundries, Journal of Manufacturing
Technology Management, 17 (3) (2006) 351-362.
[32] C. Marques, N. Lopes, G. Santos, I. Delgado, P. Delgado, Improving operator evaluation skills for defect classification using training strategy
supported by attribute agreement analysis, Measurement 119 (2018), 129–141.
[33] M. Doiro, J.F. Fernández, M.J.Félix, G. Santos, ERP - machining centre integration: a modular kitchen production case study. Procédia
Manufacturing 13 (2017) 1159–1166.
[34] L. Bravi, F. Murmura, G. Santos, Attitudes, and Behaviours of Italian 3D Prosumer in the Era of Additive Manufacturing. Procédia
Manufacturing Volume 13 (2017)980–986.
[35] F. Carvalho, G. Santos, J. Gonçalves, The disclosure of information on Sustainable Development on the corporate website of the certified
Portuguese organizations. International Journal of Quality Research 12(1) (2018) 253–276.
[36] D. Santos, M. Rebelo, G. Santos, The Integration of certified Management Systems. Case Study – Organizations located at the district of Braga,
Portugal. Procedia Manufacturing 13 (2017) 964–971.
[37] L. Bravi, F. Murmura, G. Santos, Manufacturing Labs: where new digital technologies help improve life Quality, International Journal for
Quality Research 12(4) (2018) 957–974.
[38] G. Santos, J. Afonseca, F. Murmura, M.J. Félix, N. Lopes, Critical success factors in the management of ideas as an essential component of
innovation and business excellence. International Journal of Quality and Service Sciences 3 (3) (2018) 214-232.
[39] F. Ribeiro, G. Santos M. Rebelo, R. Silva, Integrated Management Systems: trends for Portugal in the 2025 horizon. Procédia Manufacturing
13 (2017) 1191–1198.