Lean model to reduce picking time delays

through Heijunka, Kanban, 5S and JIT

in the construction sector
Haydeé de la Cruz1, Ernesto Altamirano1 and Christian del Carpio, Msc2
1
Industrial Engineering, Universidad Peruana de Ciencias Aplicadas (UPC), Lima - Peru, [email protected],
[email protected]
2
Direction of research, Universidad Peruana de Ciencias Aplicadas (UPC), Lima – Peru, [email protected]

Abstract– Delays in the time of preparation of orders in a and supplies are provided by the organization, whose level of
warehouse of materials and construction tools affect delivery service based on delivery time is 23%. This causes delays in
times, which affects the level of service and consequently the loss the start of execution and completion of emergency housing,
of customers. This, due to the waste in the existing system such as and even loss of funders.
the lack of planning of the process inputs, inefficient procedures,
lack of organization and total cleaning. Therefore, this document This problem of late deliveries is due to delays in the time
proposes the application of a Lean Model of picking based on of preparation of orders; which, are transferred the same day
Heijunka, Kanban, 5S and JIT techniques, to eliminate waste of the work. From the diagnosis made, the lack of planning
(time, movement and inventory). After proposing the requirements has been identified, generating additional
improvements, support was made in a stochastic tool to validate transfers to the project site due to quantity errors. As well as,
the changes with respect to the current situation. Consequently, stock breakage in the preparation of orders. In addition, it is
significant improvements were observed, particularly in the considered the lack of organization of the inventory that is in
collector's load, reducing its load by 56.29%, eliminating the the warehouse, and the cleaning in the stocks; which are
waiting times for requirements and increasing the orders served. obsolete (spoiled, dirty or expired) that increase the duration
This leads to the improvement of the productivity of the picking of the picking. In addition to this, inefficient procedures that
operation at 47.07%, resulting in timely deliveries. contribute to the collector to carry out activities that do not add
Keywords—Lean, picking, Heijunka, Kanban, 5S, JIT, value to the process, but rather make a slow and discontinuous
construction. flow.
Therefore, the importance of eliminating and / or
I. INTRODUCTION mitigating waste in terms of movement, times and inventories.
The literature mentions that logistics and supply chain
Currently, technological advances and new logistics management (SCM) is a fundamental part of organizations
management methods used by companies in various sectors because it represents 80% of their budget [4]. Therefore, the
are generating revolutionary changes and whose goal is to application of Lean techniques is proposed to improve the
improve profitability. Therefore, one of the great changes that productivity of the picking process with the final objective of
occurs in the world market is storage; which is considered an satisfying customers with perfect deliveries (time, quantity
important part in the logistics chain of any company [1]. In the and place).
construction sector, the cost of a project can be increased up
to 10%, due to poor logistics that has an important impact on The research proposes a model of improvement of the
the margins of the work and the company [2]. Also, in [3] it is picking operation. To do this, many studies focused on the
mentioned that, in medium and small works, the cost of problem and identify the most appropriate techniques have
materials represents 54.51% of the total direct costs. From all been reviewed. Thus, adopt the most recent trends and
this, that the utility of a construction company is largely contribute with the improvement of the indicators of the
determined by the effectiveness with which these resources organization and valuable information on the subject.
are managed. Consequently, a control board based on Heijunka principles
has been designed that not only plans the requirements of the
The organization under study has a strong presence in orders; but also, it allows to control the times of each activity
Latin America carrying out the construction of prefabricated carried out in the picking. In this way, level the load of orders
wooden housing modules, whose useful life is 5 years. This to the collector, plan the resources for availability during the
type of project represents approximately 68% of its income picking and make visible adjustments to guarantee the
that is generally executed outside the urban area; Therefore, fulfillment of the orders.
the importance of pre-project planning. The public and private
sector (corporate alliances) are involved in the business The organization of the article begins with the previous
model, who, when financing the module, starts the studies of the picking process and the techniques used to solve
deployment for construction. the problems, in section 2. Then, in section 3 a brief
description of the diagnosis of the case study, the foundation
For the execution of the project you must have the of the techniques is made used, the Lean model proposal for
structure of the module, which is manufactured and delivered the picking process and the indicators. Then, in section 4 the
by the supplier at the project site. As for the materials, tools results of the simulation will be obtained. And in section 5, the
results obtained will be discussed and continuity proposals
Digital Object Identifier (DOI): will be described to enrich the study. Finally, section 6 will
http://dx.doi.org/10.18687/LACCEI2020.1.1.92 provide the conclusions.
ISBN: 978-958-52071-4-1 ISSN: 2414-6390

18th LACCEI International Multi-Conference for Engineering, Education, and Technology: “Engineering, Integration, and Alliances for a Sustainable
Development” “Hemispheric Cooperation for Competitiveness and Prosperity on a Knowledge-Based Economy”, 27-31 July 2020, Virtual Edition.
1
 II. REVIEW OF THE LITERATURE part of the improvement in environmental performance. This
objective was based on having an assembly line without waste
On the efficiency of the picking operation there are (change and time). It was established upstream through a
numerous articles focused on problems mentioned above and supplier that provides inputs for availability along a
logistics through the application of different techniques. continuous flow to produce one product at a time [13].
Among the philosophies to be used by the present Other solutions that contribute to solving the problem are
investigation is the Lean principle. Therefore, the authors related to the reduction of distances. In [14] have focused their
show the effects of context on the implementation of Lean research on tracking transport sustainability opportunities in
Supply Chain (LSC) practices; since, it provides evidence to narrow aisles established in warehouses. From this, they
understand why some LSC initiatives may encounter larger provide a new methodology to identify waste processes in
barriers than others, compromising their success in warehouse operations using the pyramid method. These
implementation. Among the variables the authors consider the processes are opportunities for activity-based improvements,
level of implementation of Lean practices; that is, the context produce guidelines on how to make internal deposits, more
of the supply chain such as level, size, the company's sustainable operations, batch selection, use of vehicles for
experience with the technique and the level of suppliers on the movement and routing algorithms. All this contributes
ground. As well as, the four contextual variables that underlie significantly to the efficiency of logistics processes and energy
said implementation that may affect the study [5]. savings. Additionally, it is considered to establish a storage
In that sense, the application of the Lean principles allows policy based on three classes of a comparable vertical
to eliminate waste in picking operations. According to Baby, selection distance that impacts the distance of the trips and
the tools used for short-term implementation are 5S, Kanban allows to take advantage of the warehouse dimensions, a
and Kaizen; as well as the value flow map (VSM) that complete billing policy in a range of demand biases and forms
identifies processes that do not add value. This application of Warehouse studied. It was obtained that the continuous model
the Lean methodologies allowed considerable improvements is easier to analyze because it suffers less than 2.45% error in
in the time of order preparation, the loading time of the vehicle the exact discrete model, from the validations [15]. In addition
and the use of space; which, increased the efficiency of to the above, Rao proposes a new hybrid policy based on
warehouse operations by at least 40% [6]. turnover that is a combination of storage policies inside and
outside the aisle. These analytical travel distance models are
In [7] it is mentioned that reconfiguring and administering developed for business volume storage and are very accurate
an old-fashioned warehouse is achieved by implementing a compared to simulation results. Where, it is obtained as a
JIT part feeding system, optimizing the sequence with which result that class-based storage significantly reduces selection
stores and workstations are visited to reduce work in process travel distances over random policy and at the same time is
(WIP). In this sense, they propose two policies: Kanban (Cl- easier to implement than total rotation policy offering good
K) and JIT; which, are based on the picking. To eliminate benefits to achieve low travel distances [16].
waste, the implementation of 5S and Kanban is proposed.
Where, the first consists of 5 steps such as eliminating, Regarding the collection, the criteria are established
ordering, cleaning, standardizing and improving; This according to the weight, fragility and category restrictions;
guarantees the promotion of productivity and reduction of The authors mention the complex selection, distances and
inventory. Regarding the second, it allows visually identify the routes. Therefore, they establish the separation of food and
maximum and minimum signals by means of cards or colored non-food categories; as well as, the adaptation of the S-shape,
devices; which avoids excess orders adding to the reduction of the largest gap, the midpoint and the combined heuristics can
waste [8]. Another Lean tool that has been studied in a provide viable solutions within very short computation times
refrigerated warehouse is 6 sigma, where it is considered that [17]. Another article mentions a modified algorithm for batch
prior quality control of inputs improves picking. It identifies order collection (size and structure). This optimizes the
the bottlenecks, guarantees the reliability of the orders, routing of collectors on the different lines, divides the orders
highlights the importance of planning and the use of a in batches, improves the order fulfillment time and the waiting
simulator to analyze the current situation with the proposal [9]. time [18]. In [19] the theory was contributed by combining
and expanding two previous models by developing an
Even Lean methodologies are being applied in medicine; effective optimal solution algorithm that integrates quality
where the authors examined the impact of the Heijunka control and inventory control. Optimal solution procedures
technique to minimize waiting times according to the needs of were used in the supply chain through supplier management,
the patients. This, through a system that remains flat for the inventory inspection, consignment and quality errors.
distribution of the level load and schedule of appointments; in
this way, avoid the peaks and valleys of patients in waiting This allows the proper selection of orders; however, other
times [10]. In the automotive sector the different types of authors consider, in addition, ergonomic risks. Therefore, they
components that are used for the production line of the types propose workplace designs quantifying the risks in the storage
of products are considered. Where, the authors mention cycle. Where, the objective is to minimize the maximum
Heijunka's application for coordination of production on many ergonomic load for a given workforce of order pickers and
production lines to establish a standard time per product and reduce the unproductive travel time of the pickers; since,
reduce installation costs [11]. The workload forecast is otherwise ergonomic risks are much greater than labor [20].
established for the collection of zone orders; which, As well as, establish procedures to reduce or eliminate direct
contributes to the efficient process of picking. This benefits in or indirect human effort, promoting ergonomic environments
increasing the level of delivery service to end customers and [21].
avoids unnecessary labor costs [12]. Heijunka is also used as

18th LACCEI International Multi-Conference for Engineering, Education, and Technology: “Engineering, Integration, and Alliances for a Sustainable
Development” “Hemispheric Cooperation for Competitiveness and Prosperity on a Knowledge-Based Economy”, 29-31 July 2020, Buenos Aires, Argentina.
2
 The support to validate the solutions are the stochastic construction, incomplete completion of the construction,
tools that allow defining the strategies to improve the logistics exposure of the people involved in the construction to the
cost without affecting the customer service. In [22] it was hours and unknown areas, and even more lost of the
demonstrated that integrated simulation - based optimization construction of the houses.
is a well-founded decision-making tool. Where information
technologies facilitate the application of complex techniques
such as simulation and statistics applied quickly and
efficiently by the middle and / or higher administration with
the application of predefined models.
Finally, it should be considered that new technologies
must be incorporated according to the needs of companies
accompanied by purchasing power. Or if possible to automate
operations, this is where inventions are born as mentioned in
[23], where the best practices in the management of
warehouses and distribution centers are reinforced with the
use of technology such as: Google glass for scanning the
barcode of incoming stocks, the ASN software that identifies
the barcode scanned for shipments, optimization of warehouse Fig. 2 Constructions made in the last 3 years
systems, not neglecting security, people and sustainability
approaches; and reinforce good storage practices.
Each prefabricated wooden housing module is valued at
S/. 5,000.00. In Fig. 2 the variation between 2017 and 2018 of
92 homes that were not built is observed; that is, S/. 460,000
III. INPUT
in losses.
To know the current status and identify the main problem Considering the above, the application of engineering
of the case under study, the work model used by the tools such as the 5 's and the fish diagram was carried out to
organization has been considered. Then, it has been broken determine the problem that results in late deliveries. Thus, it
down into the key processes and subprocesses to identify the was obtained that the delays in the time of the preparation of
most critical as shown in Fig. 1. It should be noted that for the the orders is the main problem; which is caused by quantity
collection of information on the detail of the processes, error (28%), stock breakage (26%), waste stock (34%) and
segregation of the people involved in the organization. Thus, low turnover stock maintenance (12%). This problem belongs
to consider the information of the actors that have directly to the internal logistics of the company that is involved in the
intervened in the work model and enrich the diagnosis.
storage cycle (reception, storage, preparation of orders
(picking), dispatch and stock control).
For the choice of Lean philosophy techniques, a table of
qualitative confrontations has been carried out considering
important factors, according to the papers mentioned in the
literature according to the case under study. In Table I, you
have the techniques selected for implementation that match
the particularities of the organization. Because of the size of
the company, taking into account which organization is
medium; the cost of implementation considered low is less
than S / 10,000, average between S / 10,000 to 25,000 and high
above S / 25,000; technology is defined as low when
performing manual processes, medium by including basic
operating systems and high when using ERP to automate
processes; the inventory policy is linked to the objective that
is expected with the technique that can be to control (apply
actions), classify (segregate stocks by criteria), eliminate (zero
excess stocks) or plan (internal resources); the type of demand
is determined by the internal (dependent) or external
(independent) decisions of the organization; in the type of
article the particularity of the picking is placed in the case
study, which focuses on the technique as materials and tools;
the level of implementation defined by the difficulty of
Fig. 1 Key and critical processes based on the work model
introducing the technique to the procedure; the deficiencies
are those problems that the techniques can present according
From this, it was identified in the matrix of project to the papers consulted in the literature; and the effects of the
incidents that late deliveries have the greatest impact and implementation that are the outstanding benefits obtained with
greatest occurrence, where, 77% of orders are late for the the chosen technique.
construction of housing and 61% are among the 15 min and
30 min. This generates delays in the beginning of the

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 Then, have obtained the techniques of Lean philosophy
TABLE I. QUALITATIVE MATRIX OF LEAN TECHNIQUES that will be applied; The Lean Model of the picking process
will be defined, consisting of the following stages in Fig. 3.
5S KANBAN JIT HEIJUNKA
Small, Small, Analysis
Company Small and Small and
medium and medium
size medium medium
large and large
Medium
Cost Low cost Low cost Low cost
cost
Technology Low Low Medium Low
Inventory Planning
Control Classify Eliminate Planning
policies
Type of Dependent and
Dependent Dependent Independent
demand Independent
Materials Materials Materials Materials and
Item type
and tools and tools and tools tools
Difficulty Implementation
Low Low Medium Medium
level
Delay and
It focuses Diversity of suspension
Verification
Deficiency only on the visual due to lack Monitoring,
of new orders
effects objects of supply control and
Periodic improvements
Levels the
Organized, workload to
Reduces
clean and achieve a Fig. 3 Stages of the proposal
Effects Productivity inventory
standardized constant flow
levels
workplace of various Analysis
items
This stage is based on analyzing the current situation of the
picking process. Then, identify the resources (people and
Next, a matrix of criticality of the techniques was made teams) that the organization has, define the necessary inputs
according to the factors that have been described. Where, the to execute the process and what are the expected outputs. In
numbering from 1 to 5 is considered, whose legend is related addition, indicate the budget that will be invested in the
to total, partial or null compliance with the criteria. From implementation of the proposal.
Table II, the selected Lean techniques will be obtained to be
applied in the solution proposal of the picking process. It Planning
should be noted that Table I and II show only the Lean
Planning is carried out according to the established period
techniques chosen.
of time, through the objectives of what you expect to achieve,
scope of the proposal, training to be carried out, additional
resources necessary to implement the proposal and define the
TABLE II
QUANTITATIVE MATRIX OF TECHNIQUES indicators. For this stage we rely on [9].
Does not
1 meet the Implementation
criteria
Partially At this stage the integration of the chosen techniques must
2 meets the be carried out; as well as, the deployment in each one of the
criteria activities that are carried out in the picking.
If it meets
3 1) Plan: To meet the requirements, the collection of the
the criteria
projects to be carried out in a certain period of time, execution
dates, place of execution, duration of the project and resources
(tools, materials and supplies) to be used is carried out.
For this, we will use the Heijunka board that allows you to
plan and minimize waiting time [24]; thus, it will be possible
to balance the workload for the picker and the volume of
variety of requirements per order [25]. This will achieve
leveling through Kanban cards both in project orders and in
inventory quantities, where demand is managed by the
Heijunka board [26].
It should be noted that from the proposed improvements a
linear and constant flow is expected when collecting the
requirements; thus, control the increase in orders requested on
a normal day and plan the workload of the assistant in charge
of preparing the order [27].

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 To start with the proposal of the Lean board, we will The organization has 125 suppliers, of which 15 are
determine the takt time (Ttime) that will allow us to measure the responsible for the manufacture of the housing module and
target time in minutes to guarantee the fulfillment of orders on deliver in the exact amount 1 week in advance at the project
time and establish the picking rate. For this, the data in Table site. In addition, 15 suppliers are responsible for supplying the
III is required. warehouse of materials and tools, which are requested by the
Purchasing and Supply Coordinator and are delivered within
24 hours of the request. This type of supply is adapted to the
TABLE III
QUALITATIVE MATRIX OF LEAN TECHNIQUES case study; however, it must be guaranteed that the tools,
INFORMATION DESCRIPTION materials and supplies are transferred by the organization 1
day in advance of the construction. Thus, they move to the
• Labor Day 8 hours a day per shift peripheral warehouses of the rural areas where the
• Lunch time 1 hour per day per shift organization is present
• Number of shifts 1 daily shift To do this, you must have the perfect orders on time in the
• Business days per month 20 days per month dispatch area. The Heijunka board will allow you to plan and
control the picking process, this board must have at the top the
• Monthly order 16 orders per month weeks of the month and include an additional week
• Requerimiento por pedido 17 requirements per order corresponding to the following month; So, orders would be
ready in advance. In addition, the board has been adapted to
the particularities of the case study, placing on the left side
vertically the types of requirements per order. These
The formula for takt time (Ttime) in (3) is the ratio of requirements may be tools, materials or supplies; which, in
available time (Td) in (1) and the daily requirement (Rd) in (2). turn have an individual or group classification, this has been
Where, the diversity of requirements for orders have been established to reduce the large number of items per order.
considered.
𝑚𝑖𝑛
𝑇𝑑 ( ) = 𝑊𝑜𝑟𝑘𝑑𝑎𝑦 − 𝐿𝑢𝑛𝑐ℎ 𝑡𝑖𝑚𝑒 (1) TABLE IV
𝑠ℎ𝑖𝑓𝑡 TYPE OF REQUIREMENT AND CLASSIFICATION ON
REQUEST
ℎ𝑟 ℎ𝑟 ORDER
𝑇𝑑 = 8 ( ) − 1( ) Pallas
𝑠ℎ𝑖𝑓𝑡 𝑠ℎ𝑖𝑓𝑡
Peaks
Measuring tape
ℎ𝑟 𝑚𝑖𝑛 Tool Hammer Individual
𝑇𝑑 = 7 ( ) × 60( ) Saw
𝑠ℎ𝑖𝑓𝑡 ℎ𝑟
Screwdriver
Hose (10 mt.)
𝑚𝑖𝑛 Helmets
𝑇𝑑 = 420( )
𝑠ℎ𝑖𝑓𝑡 Gloves (pairs)
Protection glasses
4 "nails
𝑟𝑒𝑞
𝑅𝑑 ( ) = 𝑚𝑜𝑛𝑡ℎ𝑙𝑦 𝑜𝑟𝑑𝑒𝑟 × 𝑑𝑎𝑖𝑙𝑦 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑚𝑒𝑛𝑡 (2) 3 "nails
𝑑𝑎𝑦 2 1/2 "nails
2 "nail
𝑜𝑟𝑑𝑒𝑟 𝑟𝑒𝑞 Cement nails
𝑟𝑒𝑞 16 ( ) × 17 ( ) Calamineros
𝑅𝑑 ( )= 𝑚𝑜𝑛𝑡ℎ 𝑜𝑟𝑑𝑒𝑟 Grouped
𝑑𝑎𝑦 𝑑𝑎𝑦 Ridge
20 ( ) Material Screw hinge
𝑚𝑜𝑛𝑡ℎ
Bolt bolt
𝑟𝑒𝑞 𝑟𝑒𝑞 Door hinge
𝐷𝑑 ( ) = 14 ( )
𝑑𝑎𝑦 𝑑𝑎𝑦 Window hinge
Triple advance door lock
Serpentine
𝑚𝑖𝑛 Balloons
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑡𝑖𝑚𝑒( )
𝑑𝑎𝑦 Bicolor Tape (m)
𝑇𝑡𝑖𝑚𝑒 = (3)
𝑚𝑖𝑛 Wood putty
𝐷𝑎𝑖𝑙𝑦 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑚𝑒𝑛𝑡 ( )
𝑑𝑎𝑦 Moldimix Individual
Candlewick
𝑚𝑖𝑛 Foods
420( )
𝑑𝑎𝑦 Input First aid kit Grouped
𝑇𝑡𝑖𝑚𝑒 = 𝑟𝑒𝑞
14 (
𝑑𝑎𝑦
) Remaining

𝑚𝑖𝑛 Kanban cards must be contained in the boxes on the board;

𝑇𝑡𝑖𝑚𝑒 = 30( )
𝑟𝑒𝑞 They are represented by colors according to the activity to be
executed during the picking process. These colors should be
changed every time the wizard changes activity; and put the
start and end time to control how long it takes in each one to

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take the respective means and be able to control the process. 2) Remove: This phase includes eliminating obsolete
Although, planning is currently considered as part of the order stocks, these tools have been classified into 3 types: damaged
preparation activities, this will no longer be necessary; or broken, dirty and expired. At this point, it is intended that
Because the planning is done in the previous month and prior by executing the picking, the obsolete requirements can be
to the preparation of the order. Also, the activity of classifying visually identified. Thus, avoid spending time in performing
and ordering that are activities that do not add value and have segregation, which is currently done every time orders are
been eliminated by the techniques that will be detailed in this entered. The phase is done by placing a red label to those
research work is discarded. Consequently, the activities to be obsolete requirements. In addition, place them in the area
controlled in the picking process are to collect, package, verify outside the route of the picking to avoid errors in the collection
and transfer. In addition, the card must contain the description and take up space in the warehouse. Additionally, the
and quantity of each type of requirement classified in Table unnecessary efforts made by the staff to transfer orders and
IV, the date when the order should be perfect (place, time and generate ergonomic environments should be eliminated
quantity), the start and end time label for each activity. avoiding occupational diseases; Therefore, you must have a
cart that allows you to store the requirements during collection
The Heijunka board can be digital or made on a blackboard and then be transferred to the dispatch area [20], [21].
that will identify the weeks with the highest workload and
distribute them to avoid order peaks, contribute to the planning 3) Sort: Next, we propose sorting the requirements
of purchase orders for the types of requirements and arrive on vertically, taking advantage of the warehouse space and
time to the picking; This will avoid waiting times, stock reducing the collector's paths. Thus, avoid locating
breakage, and not perfect orders. In addition, to have the horizontally causing obstacles to the transfer of orders to the
people and equipment available. The Kanban card is shown in dispatch area. Also, it should be considered that the items must
Fig. 4 and the board model in Fig. 5. be placed within reach of the picking assistant, so that
accidents during the process are avoided. This also relates to
the size of the shelves and the design of the warehouse. For
this phase, it has been supported in [15].
4) Clean: This phase contemplates obsolete stocks of
the dirty type that upon returning from the project a cleaning
plan must be executed. This, mainly with the paintbrushes
that come back stained with paint and due to the carelessness
of the logistics team, end up being discarded. As well as,
gloves that are refused for each activity, but not taking the
cleaning measures generate fungus and wear. Therefore, it is
proposed to establish in the warehouse the area called
"cleaning" where these stocks will be placed for a maximum
period of 2 days the cleaning day. In this way, they will have
these requirements on time and will be available in the correct
state and avoid the error of quantity of orders when arriving
at the project site.
5) Standardize: In this phase, we seek to group each of
the requirements based on the ABC category that coincides
with the assembly of orders, size, weight and groups
(individual and grouped). The warehouse has been divided
into two parts favoring both doors with which it has; tools and
Fig. 4 Kanban process control cards materials are considered in the warehouse called 2; and in
warehouse 1 the inputs (food) and remaining. This will allow
a continuous and constant flow, avoiding the unnecessary
paths to locate the items [17], [20].

Monitoring, control and improvements

For the success of the application, the proposal must be
monitored to prevent and solve the problems that arise in a
timely manner. It should be noted that this step is part of the
implementation so that it is maintained over time that will
allow an overview of the established proposal and its
application. This, through formats and tools that allow
maintaining the proposal within the established limits and
that guarantee the correct functioning. Also, the opening to
Fig. 5 Heijunka board by type of requirement according to process possible adjustments that the proposal requires or to
incorporate other measures that are necessary to minimize or
mitigate the problem and consequently the effect is
mentioned.

18th LACCEI International Multi-Conference for Engineering, Education, and Technology: “Engineering, Integration, and Alliances for a Sustainable
Development” “Hemispheric Cooperation for Competitiveness and Prosperity on a Knowledge-Based Economy”, 29-31 July 2020, Buenos Aires, Argentina.
6
 1) Improve: This phase has been referred to as the The time of the normal day that the
manager allocates to the picking
continuous control that must be performed to the process; process. This indicator should be
Mainly inventory control. Therefore, a template has been % Staff utilization (UP)
less than 85% according to WHO
developed to control the inputs and outputs of the [28]. This value is obtained directly
from the simulation.
requirements; thus, avoid the verification of quantities and
states each time the orders are entered. This query is carried Are those orders that do not come
out automatically, where the code, description, available out perfect system, this can be in
quantity, time and place. Imperfect
units, price (we will have the valued inventory), entry Waiting Orders (PE)
requirements is a value obtained
movement (initial balance, purchases, return to the supplier, from the system and is related to the
entry from another warehouse, adjustment of excess total requirements that are entered.
inventory and return) are considered of project) and exit It is obtained in relation to the
(obsolete, loss, transfer to another warehouse, adjustment of perfect orders that leave the system
% Orders Served (PA)
and those that enter. This, according
inventory by default and exit by project). to the time interval.
Also, a planning record is established where order
requirements are established throughout the year; which will
be placed later the Heijunka board. This format must contain Where, the formula of the indicators is the following Pp in
the pre and post picking processes. The table contains the (4), PE in (5) and PA in (6); except for staff utilization obtained
projects that will be carried out throughout the year and the directly from the system.
requirements are updated automatically; since these are
standardized and should only be prepared when the
requirements are out of the standard. In addition, those 𝑃𝑟𝑜𝑐𝑒𝑠𝑠 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛 (𝑚𝑖𝑛)
responsible for the functions, place of execution of the 𝑃𝑃 = (4)
𝑇𝑡𝑖𝑚𝑒 𝑝𝑒𝑟 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑚𝑒𝑛𝑡(𝑚𝑖𝑛)
projects and the states to be considered for compliance will
be placed: done, canceled and pending.
𝑊𝐼𝑃 𝑂𝑟𝑑𝑒𝑟𝑠
2) Knowledge: It must be ensured that the people who 𝑃𝐸 = (5)
𝑂𝑟𝑑𝑒𝑟𝑠 𝑒𝑛𝑡𝑒𝑟𝑖𝑛𝑔 𝑡ℎ𝑒 𝑠𝑦𝑠𝑡𝑒𝑚
enter to manage the logistics area must have prior knowledge
to propose improvements that guarantee the maintenance of
𝑂𝑟𝑑𝑒𝑟𝑠 𝑙𝑒𝑎𝑣𝑖𝑛𝑔 𝑡ℎ𝑒 𝑠𝑦𝑠𝑡𝑒𝑚
the proposal and solutions to the different problems that arise 𝑃𝐴 = (6)
𝑂𝑟𝑑𝑒𝑟𝑠 𝑒𝑛𝑡𝑒𝑟𝑖𝑛𝑔 𝑡ℎ𝑒 𝑠𝑦𝑠𝑡𝑒𝑚
in the area. The profile must include the functional
competences according to the functions, this with valuations
and additional to the general requirements that are requested.
3) Maintain: To maintain the proposed model, policies
to follow, procedures, set objectives to be met by those IV. VALIDATION
involved in the logistics area, establish planning controls to The validation of the picking operation improvement
ensure the assignment of tasks to staff, records that prevent model in the organization will be carried out by simulating
loss and waste of requirements. All this, in order to maintain systems for discrete events. What is expected is to eliminate
the proposal and avoid deviating from the objectives set. the problem of delays in the preparation of orders by reducing
time by 20% during the first year of model implementation.
To develop this validation, the criteria described in the
Closing following lines will be considered.
This last step refers to the final evaluation of the indicators
that were established in the planning. In this case, the A. Factors and aspects involved in the system
evaluation of the indicators will be done at the end of the The factors to take into account for the simulation model
validation, where we will obtain the results of the current are: number of people involved in the picking process, number
situation regarding the proposal. The indicators to consider are of orders per project, distribution of times, speed of people in
4, which are defined in Table V. the picking process and times of activities (plan, collect,
package, verify, transfer and order)
B. Describe the problem solution model
TABLE V With the proposed solution, waste processes will be
INDICATORS OF THE PROPOSAL
eliminated, queues will be reduced and an increase in perfect
INDICATOR DESCRIPTION orders will be obtained, which will be seen in a good way,
since it will be taken as an improvement in the service. The
It refers to the total time of the resources to be used in the improvement are a collector and a
picking process, which includes
each of the activities with their requirement transfer cart; which, will not be shown in the
Productivity picking process (PP)
respective times and variants. The system, but will allow transfers to be made in less time.
value of the duration of the process
is obtained directly from the The scope of the investigation includes: the investigation
simulation that is divided by the takt focused on reducing the tail of the requirement packaging,
time per order. working with the data from July to September 2019 within
10:00 am to 7:00 pm on Thursdays and Fridays.

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Development” “Hemispheric Cooperation for Competitiveness and Prosperity on a Knowledge-Based Economy”, 29-31 July 2020, Buenos Aires, Argentina.
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 The activities are grouped into discrete events to perform TABLE VI
the current simulation in Fig. 6, among the events it is CURRENT ACTIVITIES OF THE PICKING OPERATION
considered: planning, sorting, collecting, packaging,
Current Current
verifying, moving and ordering; with their respective service Outputs Outputs
system system
times.
TSystem 70.367 TamTailRPM -

TamTailE 0.0036 TamTailMatchOrder1 1.8908

TamTailUP1 - TamTailMatchOrder2 0.5133

TamTailCR 0.0139 TamTailP -

TamTailVP 0.0030 TamTailRPR -

TamSingleTail 0.5039 TamTailOP 0.0063

TamTailRPH - TamTailT 0.0033

TamTailJU1 2.5350 AssistantUtilization 74.63%

TamTailUP2 - CoordinatorUtilization 13.47%

TamTailJU2 1.3392 Order.WIP 9.021

TamTailJU3 0.8179 % orders served 60.34%

Subsequently, the improvement model is carried out in

Fig. 7 of the order preparation and assess the differences with
respect to the current situation. The simulation model that has
been developed in the Arena software is not considered
planning, sorting and sorting activities; since, through the
proposal they are not part of the picking process.

Fig. 7 Proposed picking operation simulator

From the simulation proposed, the results are obtained in

Table VII.
TABLE VII
PROPOSED ACTIVITIES OF THE PICKING OPERATION

Proposed
Outputs
system

TSystem 240.05
TamTailE -
TamTailV -
TamTailCU1 -
Fig. 6 Current simulator of picking operation
TamTailR -
TamTailT -
The results shown in Table VI were obtained from the
simulation. AssistantUtilization 18.34%
Order.WIP 0.183
% orders served 0.99%

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Development” “Hemispheric Cooperation for Competitiveness and Prosperity on a Knowledge-Based Economy”, 29-31 July 2020, Buenos Aires, Argentina.
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 V. DISCUSSION • When solving the problem found in the warehouse, the
From both simulations, a comparison is made of the fluidity in the collection of the requirements would be
current situation and the proposal to identify the obtained and having the perfect orders can be delivered at
improvements according to the indicators proposed in (4), (5) the project site within the agreed time frame, avoiding
and (6). customer dissatisfaction.

It is observed in Table VIII that the indicators obtained It should be noted that of the articles consulted in the state
directly from the simulator are favorable, where the orders of the art has not been considered in control of the time of the
served increase by approximately 40% and the use of activities in the picking process; Therefore, it has been
personnel decreased by 56%. considered to include it in the Heijunka board.

TABLE VIII
RESULTS OF SIMULATION STATES VI. CONCLUSION
Current As part of a process of continuous improvement to
Outcome Simulation
situation enhance the key processes of the organization, attempts were
Duration of
70.367 min 240.05 min made to improve the efficiency of the picking operation in the
operation
construction sector using Lean principles. Where, from the
Staff use 74.63% 18.34%
initial mapping to determine the waste, there are significant
Orders in processes 9 orders 0 orders results such as an increase in the productivity of the process to
47%, an increase in the orders served to 99%, a decrease in the
Orders Served 60% 99%
staff load to 18.34% and a total elimination of orders. In
process or waiting. This was achieved with the Lean Picking
Model that eliminates waste activities, implements ergonomic
Regarding the productivity of the operation and the
equipment, improves the process and includes the Heijunka
waiting orders, the calculations are obtained, obtaining the
planning and control board. This document shows that Lean
results in Table IX.
principles can be applied successfully in the picking operation
From the indicators in Table IX there is an increase in of a warehouse of materials and construction tools.
productivity of approximately 27%; since, previously time
In addition, it is considered that the Heijunka board
was not used efficiently. This translates into a directly
additionally to level the diversity of the requirements of the
proportional relationship between the duration of the process
orders, contributes to the planning of the inputs of the process
and productivity. As to (7) a notable improvement is observed;
and controls the times in each activity that will favor in
since, with the proposal, orders waiting 100% are eliminated.
identifying the occurrence of delays to take preventive
measures. Therefore, this document contributes to research in
TABLE IX
this modification of the technique to seek improvements in
RESULTS OF SIMULATION STATES order to control the process and identify delays.
Current
Outcome
Situation
Simulation Finally, the proposed solution can be applied in emergency
Productivity situations for the rapid response in the transfer of the
of the 13.18% 47.07% requirements to the emergency zone; since, the organization
process under study carries out the deployment with a lead time of 01
Waiting week for the construction of the housing modules. Together
3.52% 0%
Orders with the proposal, the previous planning of the resources is
added, checking that the times are met, delivery of correct
Achievements in solving the problem amounts and quick response to guarantee the timely arrival of
the aid.
• Increasing the time of the picking operation has increased
productivity, because time is better used by eliminating
waste in the system. And in turn, the increase in orders
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18th LACCEI International Multi-Conference for Engineering, Education, and Technology: “Engineering, Integration, and Alliances for a Sustainable
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