Production Model based on Total Productive

Maintenance and Systematic Layout Planning to

increase Productivity in the Metalworking Industry
Carlos Seminario-Mestanza Andrea Soto-Araujo Martin Collao-Diaz
Facultad de Ingeniería y Arquitectura Facultad de Ingeniería y Arquitectura Facultad de Ingeniería y Arquitectura
Universidad de Lima Universidad de Lima Universidad de Lima
Lima, Perú Lima, Perú Lima, Perú
20171464@aloe.ulima.edu.pe 20172679@aloe.ulima.edu.pe mcollao@ulima.edu.pe

Juan Quiroz-Flores Alberto Flores-Perez

Facultad de Ingeniería y Arquitectura Facultad de Ingeniería y Arquitectura
Universidad de Lima Universidad de Lima
Lima, Perú Lima, Perú
jcquiroz@ulima.edu.pe alflores@ulima.edu.pe

Abstract— The metalworking industry represents one of the improving are: maintenance, analysis of the production
most critical factors for the economic development of each route and material handling, and production planning. An
country. However, one of its significant bottlenecks is the improvement of these points would contribute to the
prioritization of some orders over others and the late progress of the production area since it would allow to
maintenance of machinery, which generates stoppages in operate efficiently and prevent future changes; all this added
production lines and delays in processes, which translates into to a considerable increase in productivity [4].
a decreased plant productivity. Therefore, to solve these
problems, this article proposes a production model based on For an improvement in the productivity of companies in
Total Productive Maintenance and Systematic Layout the metalworking sector, it is necessary to start looking for
Planning, which focuses on both machinery and human an improvement in the quality of processes and customer
resources to increase the productivity of companies in this satisfaction. This is because every day, more than good
sector. The model simulation was carried out using the Arena management of productive resources (labor, machinery, and
software, where a 7.69% improvement in productivity was raw materials) is required and even more so in a competitive
obtained and a reduction of up to 32 days in the cycle time. industry in the national and world market [5].
This improvement proposal allows companies in the sector to
be more competitive and provides the necessary tools to II. STATE OF THE ART
optimize their processes.
A. Production management in industry
Keywords—Total Productive Maintenance, Systematic A study in a company in the metalworking sector shows
Layout Planning, Productivity, Metalworking how the application of Total Productive Maintenance
resulted in the establishment of proactive maintenance and
I. INTRODUCTION
the development of its competitiveness in the industry [6].
Over the years, the metalworking sector has become one Furthermore, a key concern is known to be the ability to
of the main economic activities in the world since it has produce a variety of high-quality products and reduce
excellent potential to generate wealth, well-being, and production times and costs [7]. Another study reveals that
employment. This industry constitutes a fundamental link in plant layout optimization is crucial to making the industry
the production of a country, not only because of its more efficient and demonstrates the importance of
technology and added value but also because of its implementing Systematic Layout Planning to improve
articulation with different sectors in the industry [1]. Thus, productivity and optimize plant space [8].
this sector is vital, so optimizing its processes is extremely
important. Implementing Total Productive Maintenance improves
the productive processes of a company in the metalworking
Some research claims that plant design can help reduce sector since it increases maintenance efficiency as a
manufacturing costs and increase production. Industrial strategic factor and, consequently, the competitive capacity
design planning using the SLP (Systematic Layout of an industrial company. The results obtained were an
Planning) tool can improve the flow of the production increase of more than 700% in the Mean Time Between
process by optimizing the plant and making good use of Failures and a reduction of 40% in the Mean Time Between
space [2]. Likewise, the TPM (Total Productive Repairs [9]. Likewise, the successful implementation of this
Maintenance) tool focuses on improving the effectiveness tool requires the support and commitment of senior
of the equipment and maximizing its production. It seeks to management, as well as a greater sense of responsibility on
maintain the optimal conditions of the equipment to avoid the part of the workers [10].
breakdowns, speed losses, and defects in the quality of the
products and the process. This tool encourages the B. SLP (Systematic Layout Planning)
participation of operators and performs preventive Systematic Layout Planning is based on plant layout
maintenance activities [3]. optimization has been studied by numerous international
academics to solve the planning problem in industries. This
A comparative study of 3 companies in the
serves to analyze the logistic relationship between each
metalworking sector confirmed that the main aspects of
operation [11].
 This procedure begins with the collection of input data III. CONTRIBUTION
and activities. Then the relationship between the flow of
materials and the activities carried out is analyzed using a A. Model Basis
relational diagram, the floor space is calculated using a plan, Lean Manufacturing has many tools which solve various
and the possible modifications and limitations it presents are problems such as order, cleaning, setup times, downtime,
analyzed. From this, one or two alternative design proposals provisioning, among others. However, if we combined these
will be developed. Finally, the impact it would have on the tools with others, many significant issues could be covered,
route is evaluated and whether it is optimal to change the and new devices could be developed.
plant distribution [12]. Systematic Layout Planning is a tool After having carried out an exhaustive review of the
that allows improving the plant design through the
literature, it was found that, by jointly implementing the
identification of the problems of the current invention. In an Total Productive Maintenance tool and Systematic Layout
investigation carried out in a company, it was shown that
Planning, it is possible to increase the productivity of
the work sequence and the production flow could be companies and also develop a competitive strategy in the
reorganized. This results in a reduction of almost 40% of the
sector.
route and an increase in production [13].
C. TPM (Total Productive Maintenance) TABLE I. COMPARATIVE MATRIX OF CAUSES VS STATE OF ART

Total Productive Maintenance explains how through Lack of No adequate A

total participation, it is possible to control the entire process, Causes previous arrangement maintenance
studies and/or of the plan was not
eliminate waste, have improvements of equipment
use of a tool machines developed
utilization and obtain the maximum of benefits [14]. The Article for plant during the
articles referring to this tool highlight the importance of design production
focusing on the six great losses of this methodology: time, process
quantity, set up, speed, quality, and performance [15]. To Carvahlo, N., - - Total
measure its application, Overall Equipment Effectiveness Sellito, M. [9] Productive
Maintenance
(OEE) it is an indicator which is used to improve machine Wiyaratn, W., Systematic - -
performance and reduce production costs. This one Watanapa, A., Layout
incorporates metrics about machine conditions into a Kajondecha, Planning
measurement system. The values of this indicator are P. [13]
derived from the calculation of the level of availability, Herry, A., - - Total
process efficiency, and the quality rate of the product [16]. Fariada, F., Productive
Lutfia, N. Maintenance
Total Productive Maintenance can be combined with [16]
other tools or media. In a study on the combined use of this Quispe, H., - Systematic Total
Takahashi, Layout Productive
tool with the 5S methodology, an Overall Equipment M., Carvallo, Planning Maintenance
Effectiveness was obtained in each machine greater than E. [20]
80%, which gives a competitive advantage to one company Total Systematic Total
over others [17]. Proposal Productive Layout Productive
Maintenance Planning Maintenance
D. Total Productive Maintenance y Systematic Layout
Planning
In research on Systematic Layout Planning, it is B. Proposed Model
mentioned that an improvement in the production line was The proposed model is based on the combined
a better organization of machines, in addition to a reduction implementation of the Total Productive Maintenance
in transfer times [18]. In another study on Total Productive (TPM) and Systematic Layout Planning (SLP) tools. The
Maintenance, the Overall Equipment Effectiveness (OEE) TPM methodology is used in large companies for the
was increased by an average of 5 percentage points, and it improvement and optimization of their maintenance
was shown that the main problem with the machine was its processes. Originally it contained eight pillars for its
production capacity [19]. implementation. However, since the study will be carried
In a combined model of Total Productive Maintenance out in MYPEs, only the first three will be used as they better
and Systematic Layout Planning, applied in the textile fit your current situation and the needs of these companies.
sector of a Peruvian company, it is indicated that the The selected pillars are Focused Improvements, Planned
importance of the application of both tools is that this model Maintenance, and Autonomous Maintenance.
not only focuses on the improvement of equipment it also This model seeks to improve the productivity of
optimizes the path of the operators during the process. The machinery of a Peruvian MSE in the metalworking sector,
implementation of the model lasts three months (June, July, the TPM methodology in conjunction with the SLP tool will
and August) and works in 8 phases. The results of the allow to solve the problem of lack of preventive
implementation of this model were encouraging since it was maintenance and incorrect current plant layout that the
obtained that the Overall Equipment Effectiveness study company is going through.
increased from 68.21% to 84.38%, and the travel time was
reduced from 1832.3 to 1592.45 seconds; that is, a reduction C. Model Components
of 13.09% [20]. Next, each of the four stages of the proposed model will
be explained in more detail:
Fig. 1. Proposal Model

Focused improvements: This stage focuses on the relationship between the areas of the plant and the effects of
detection of root causes of failures in machines and/or the change in the production process must be considered,
production processes to propose a solution that minimizes which will be evaluated from the operator's run distances.
or eliminates the negative impact that these can cause. For Finally, it will be evaluated if it is feasible to redistribute the
this, the Failure Mode and Effect and Causes Analysis plant based on the new design.
(FMECA) methodology will be applied, which allows
organizing the faults found and also making an analysis of D. Indicators
the effects that they can cause, as well as calculating the In this research, the following indicators are used to
criticality of each one. From this, it is proposed what type evaluate the improvements of a model based on TPM and
of maintenance and/or prevention actions should be taken. SLP:
Planned maintenance: In this stage, a maintenance work - Productivity: It is measured by dividing the
plan will be carried out, based on the critical points company's income by its expenses.
previously found, which details the information and Objective: Increase the productivity of the company by
specifications of the machines to be evaluated, as well as the 5%.
maintenance activities that must be carried out, considering
the duration, responsible and requirements of each one. So
that machine failures and breakdowns can be prevented or 𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑣𝑖𝑡𝑦 = 𝐼𝑛𝑐𝑜𝑚𝑒𝑠 / 𝐸𝑥𝑝𝑒𝑛𝑠𝑒𝑠
corrected within a short time.
Autonomous maintenance: For this third stage, a training - Mean Time Between Failures (MTBF): It is the time
plan will be drawn up for machine operators, which will during which a machine does not present failures.
allow them to learn more about their preventive Objective: Increase the MTBF value of rectifier
maintenance, as well as inspection and cleaning actions that machines by 40%.
must be carried out periodically. Additionally, routines will
be implemented to reinforce this knowledge so that
operators can be aware of the actions that must be carried 𝑀𝑇𝐵𝐹 = 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑜𝑛𝑎𝑙 ℎ𝑜𝑢𝑟𝑠
out in their work area. / 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑓𝑎𝑖𝑙𝑢𝑟𝑒𝑠
After the application of the three pillars of the TPM, the - Cycle time: It is the time that the entire production
plant redesign process is implemented through the SLP. process lasts.
Systematic Layout Planning: This stage begins with the Objective: Reduce cycle time by 10%.
recognition of the flow of materials and the relationship
presented by the production activities. Then a relational map
is drawn up, from which a new plan design proposal will be 𝑃𝑟𝑜𝑐𝑒𝑠𝑠 𝑡𝑖𝑚𝑒 = @ 𝑇𝑖𝑚𝑒 𝑜𝑓 𝑒𝑎𝑐ℎ 𝑎𝑐𝑡𝑖𝑣𝑖𝑡𝑦
presented concerning the original plan. For this, the
 TABLE II. TABLE OF INDICATORS
IV. VALIDATION
Indicator Actual situation To be
To validate the improvement of the proposed model, Cycle time 67.17 hours 62 hours
the Arena software is used, which allows obtaining the Number of 46 50
necessary data for the improvement analysis, such as the processed molds
number of entities and cycle time. MTBF 300 350
Productivity 1.43 1.50
A. Initial Diagnosis
Analyzing the current situation of the company, it was C. Improvement-Proposal Simulation
found that the biggest problem in the company was On the other hand, to carry out an exhaustive analysis of
productivity. In monetary terms, it is currently 1.43 soles of the effects of the application of these tools, a simulation
income for each sol of exit, and the average productivity of model was created in Arena, which was used to demonstrate
the sector is 1.51. This low productivity costs the company that the displacement times of raw material and repair times,
8,856.24 soles, which represents 5.25% of the company's as well as increased times between machine failures. The
annual costs. The main causes that explain this low process was represented from the arrival of the molds, the
productivity are Incorrect plant layout, sudden stoppages of disassembly, the maintenance process, assembly, and
the production line, and the lack of preventive maintenance. finally, the packaging of the order.
The following are the results of the application of the It was determined that the optimal number of
proposed model in conjunction with the analysis of the replications for the current model is 500, with an error of
indicators. 0.6%, and for the improved model, 500, with an error of
B. Validation Design and Comparison with the Initial 0.9%. After these calculations, the model was run, which
Diagnosis yielded the following detailed results in Table III, which
shows the reduction of the times between outputs of the
For the validation of this proposed model, the test in assembled molds, as well as a more significant number of
Arena was carried out for 12 months, starting from entities in the process output.
November 2021 to November 2022, on the maintenance of
ceramic manufacturing molds. These changes or TABLE III. ACTUAL SIMULATION VS IMPROVED SIMULATION
improvements applied to the improved model have no Time Between Number of Mean
differences in terms of the structure of the process. It Departures molds coming Time
remains the same as the current model. The changes are in (hours) out of the Between
the processes in which there is the transfer of materials. system Failures
(hours)
This is optimized through the use of Systematic Layout
Actual model 67.17 46 300
Planning, by which distances are evaluated to reduce travel Improved model 59.37 51 448
times.
The other changes occur in machine stops, which is in
charge of Total Productive Maintenance. This could be The results of the implementation and simulation of this
evaluated in more detail using a pilot test; however, due to case study are as follows:
the pandemic, this could not be possible. So, the changes • Time Between Departures was reduced from
are based on one of the pillar papers of this article, in which 67.17 to 59.37 hours, making the process more
they reduced repair times by 98.55% and increased the efficient.
Mean Time Between Failures of the machines by 60%.
The current indicators of the company versus those • The decrease in the cycle time of 11.61%.
expected are detailed below.

Fig. 2. Representation
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