Filosofía lean six sigma caso: empresa de la región lagunera

Jorge Adolfo Pinto Santos; Lizette Alvarado Tarango; Brenda Pedroza Figueroa; Perla Ivette Gómez Zepeda; Alejandra Flores Sánchez

doi:10.61117/ipsumtec.v5i1.104

Authors

Jorge Adolfo Pinto Santos Tecnológico Nacional de México https://orcid.org/0000-0001-9614-2764
Lizette Alvarado Tarango Tecnológico Nacional de México https://orcid.org/0009-0005-3778-2282
Brenda Pedroza Figueroa Tecnológico Nacional de México https://orcid.org/0000-0001-8571-7243
Perla Ivette Gómez Zepeda Tecnológico Nacional de México https://orcid.org/0000-0002-1767-5982
Alejandra Flores Sánchez Universidad Autónoma de Ciudad Juárez https://orcid.org/0000-0002-2002-1330

DOI:

https://doi.org/10.61117/ipsumtec.v5i1.104

Keywords:

Six sigma methodology, Continuous improvement

Abstract

Companies such as General Electric, MABE, and GM, to name a few, apply the Lean Six Sigma philosophy to enhance and standardize their operations. This work presents a case application of this philosophy, with the primary objective being to reduce breakdowns in the motor "units," specifically the "repeater units." A "repeater" unit refers to one that fails again within 15 days after being repaired for a failure or following a scheduled inspection. By applying this methodology (DMAIC – Define, Measure, Analyze, Improve, and Control), the main causes of failure are identified. Based on the data gathered, a plan is created to address the problem, yielding the following results:

Reduction of 2 to 4 failures per month,
Cost savings of $90,000 USD per year,
Reduction of 0.2 FL/Y,
Establishment of a standardized process for fault management,

Improved data capture related to the most recurrent faults in locomotives, leading to positive impacts on acceptance levels, quality improvement, and cost reduction.

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