ESCUELA SUPERIOR POLITÉCNICA DEL LITORAL
FACULTAD DE INGENIERÍA MECÁNICA Y CIENCIAS DE LA PRODUCCIÓN
SISTEMAS FLEXIBLES DE MANUFACTURA Group #11
TOPIC:
FLEXIBLE MANUFACTURING SYSTEM IMPLEMENTATION IN FOOTWEAR PRODUCTION
TEACHER:
CHRISTIAN JAVIER TUTIVEN GALVEZ PRESENTED BY:
ADRIAN ANDRES ALVARADO MENDOZA MICHAEL ANTONIO QUEZADA ZAMORA
DAVID SEBASTIÁN BOWEN ALCÍVAR
Índice
PROBLEM: ... 3
OBJECTIVES: ... 4
GENERAL OBJECTIVE: ... 4
SECONDARY OBJECTIVES: ... 4
DESCRIPTION: ... 4
PRIMARY RESEARCH ... 5
Online survey ... 5
Empathy map ... 6
SECONDARY RESEARCH... 7
THEORICAL FRAMEWORK ... 11
METHODOLOGY (GENERATION OF IDEAS) ... 13
Brainstorming: ... 13
IPOS MATRIX ... 13
MATRIX: ... 14
METHODOLOGY (LOW-RESOLUTION PROTOTYPE) ... 17
HIGH RESOLUTION PROTOTYPE ... 18
High Resolution Prototype ... 19
FINANCIAL STUDY ... 22
ECONOMIC ANALYSIS ... 24
Economic Feasibility Study ... 26
Financial Feasibility Study ... 26
Conclusions ... 27
PROBLEM:
Footwear is the part of the clothing used to protect the feet. It takes many forms such as shoes, sandals, espadrilles, boots, or sneakers. Footwear is worn for a variety of reasons, including foot protection, hygiene, or simple adornment. The process to manufacture footwear has not changed significantly over time, the elaboration is carried out with mechanical machines, and it is an artisanal process with very little participation of machinery since the elaboration of the product is basically done by hand with rudimentary techniques. Although there are several types of footwear, such as sports shoes, sandals, slippers, suede shoes or others; the manufacturing process is basically the same.
Although the artisan process that is currently used allows the customization of the garment, being made by hand can present many imperfections either in the finishes of the footwear design or even affect its functionality and comfort, this happens because a person may lack precision compared to an automated machine. Currently, the Ecuadorian footwear sector is made up of 5,800 family businesses, the vast majority are artisanal.
After considering various aspects of footwear manufacturing, we have realized that the process is still mechanical, with the participation of humans being, which leads us to understand that this process can be improved in a flexible way. By replacing the human factor with automated and interconnected machines such as robotic arms and machine tools.
This project would be carried out to improve the production of footwear in a way that is more efficient, and not expose employees to the dangers of misuse of the machines used in the current.
Clearly, the beneficiaries will be the footwear companies that continue to use more traditional processes with a high demand of products. In this way we will help them increase the quality of the footwear, reduce production time, and leads time.
Figure 1: footwear manufacture.
OBJECTIVES:
GENERAL OBJECTIVE:
Design a flexible manufacturing system that maximizes industrial processes in the production of footwear.
SECONDARY OBJECTIVES:
• Show the simulation of the different automated processes using 3D digital platforms.
• Analyze production costs to allow a decrease in these values in favor of the company.
• Make use of the knowledge acquired throughout the career to define the subprocesses to be monitored or automated in the design of the project.
• Implement the use of flexible systems, on at least one of the subprocess defined.
• Define which are the events that should have the combined use of human labor with robotics
DESCRIPTION:
After considering various aspects of footwear manufacturing, we have realized that the process is still mechanical, with the participation of humans being, which leads us to understand that this process can be improved in a flexible way. By replacing the human factor with automated and interconnected machines such as robotic arms and machine tools.
This project would be carried out to improve the production of footwear in a way that is more efficient, and not expose employees to the dangers of misuse of the machines used in the current.
Clearly, the beneficiaries will be the footwear companies that continue to use more traditional processes with a high demand of products. In this way we will help them increase the quality of the footwear, reduce production time, and leads time.
PRIMARY RESEARCH
We did a survey about the opinions and the preferences about footwear to the clients so we can have a better picture about the problem of manufacture in a mechanical way. As we see in the figures in the annexes section, we have the results of this survey where we see that most of the people do buy a footwear every 6 months, and the preferences are by comfort, also most of them get their footwear from a local store.
Online survey
Manufacturing process of footwear (google.com)
Figure 2: Questions 1 to 3 of the survey.
We also have that most have a duration of more than a year in their footwear. In addition to the fact that they are interested in buying national products if they have a good quality-price relation, since it is the characteristic that customers consider most important when purchasing footwear. Another specification that must be considered is that the preference of the type of footwear is between sports and casual, of which a large number have a mechanical and hand-made manufacturing process.
Figure 3: Questions 4 to 7 from the survey.
Empathy map
We can tell that the clients are willing to buy this kind of accessory, and of course they will be looking for the type of footwear which they are comfortable and looking good with it. Even when they need to expend money on it, have the fear of trying a new brand, at the end the results that they get will be satisfactory, because they will find comfort with the product that will last more than a year, and makes them confident cause they will look good on it.
SECONDARY RESEARCH
Firstly, we must be clear about the process that is carried out, which first manufactures the shape that the footwear will be, this is done by means of machine tools. Then the material that will be used is cut, once we have the forms of the shoe design, we proceed to make the seams, followed by some embellishment seams, which makes the shoe look good despite seeing the seams on the outside. Then it is prepared to attach the sole, but first the previously made upper part is baked so that it maintains its shape and the pieces together longer during its useful life. Finally, the sole is glued on, then pressed and sewn as the last step. And so, we have the shoe ready for revisions and it is cleaned. [1] [1]
Footwear manufacturers are categorized into three groups according to the production technology:
• Traditional manufacturers: Almost every stage of production is done by basic hand tools without using any machinery.
• Semi-mechanized manufacturers: Basic hand tools and machinery are being used during production.
• Fully mechanized manufacturers: Machinery is being used in every stage of production.
Facts
Approximately 25 billion pairs of shoes are manufactured annually in the world. 84 percent were manufactured in Asia, 5 percent in South America, 9 percent in Europe and Africa, and 2 percent in North America. China takes first place in world footwear manufacturing and export. The size of China’s production capacity and the low costs of labor is an advantage for particularly the Western countries.
China, a country that usually manufactures medium and low-quality shoes, have exported 47 billion USD worth of shoes to the rest of the world in 2016. The size of footwear imports worldwide increased from 50 billion in 2000s to 131 billion USD in 2014. The United States of America (USA), largest footwear importer of the world, imports approximately 26 billion USD annually each year. It is followed by Germany, France, United Kingdom, Italy and Japan as other large footwear importers Footwear. [2]
Figure 4: Countries in footwear manufacturing around the world. [2]
Manufacturing Process in Ecuador
The manufacturing industry (except oil refining) ranks first among the 18 industries nationwide, with a contribution of $13,962.6 million USD in 2019 (13.0% of GDP), with an average annual rate 6.1%
between 2009 and 2019, according to data from the Central Bank of Ecuador-BCE.
The macroeconomic forecasts of the ECB calculate a contribution of $14,046.3 million USD for the year 2020, representing 12.8% of GDP. In 2018, the economic activity manufacturing of textile products, clothing; manufacture of leather and leather articles contributed 0.9% to the total gross value added GVA. [3]
Figure 5: Provinces with the highest sales volume of companies dedicated to the manufacture of footwear and the like.
Period 2015-2019. [3]
Production Flowchart
Figure 6: Flowchart of the footwear production.
Automatization process
One of the ways we see to automate and take advantage of the flexibility of technology would be automatic sewing, in which, through CAD/CAM software, the shoe design is created and the seam routes it will have are specified, once we have the program ready, the material to be used is cut to then place pins to take advantage of a greater percentage of the plane, and then start with the automatic sewing. This would be a great advance for industries that still use a manual process. And even if it is thought that employees could be replaced by machines, in this case they would be trained since an operator is needed who is aware of the process, in turn, the design of the footwear is needed, for which someone is needed. able to use these CAD/CAM software’s. [4]
Figure 7: Automated sewing process.
THEORICAL FRAMEWORK
A flexible manufacturing system, or FMS, is a collection of automated processing equipment linked by conveyors and material handling systems. A combination of workstations and technologically feasible paths are needed for the manufacturing process in an FMS, and these resources are given by the material handling system and monitored by an automatic inspection unit. Rejected parts must be
returned for additional processing while approved parts leave the FMS. An FMS can also be thought of as a type of automated manufacturing cell that is run by a distributed industrial computing system and consists of a number of workstations connected by automated transfer and handling units, as well as storage systems. Multiple workstations in an automated manufacturing cell can process different item types simultaneously while automatically adjusting to unanticipated changes in order mix and volume.
An FMS implementation can rely on five different layout types: I line type, where the workstations are arranged in a straight line and only permit direct material flow, with loading and unloading occurring at distinct, extreme points; (ii) loop type, where the workstations are arranged in a cellular, U-shaped format and only permit material circulation, with loading and unloading occurring at the same point;
and (iii) ladder type layout, where the workstations are arranged in pairs and permit material circulation between and around, with loading and unloading in the same point; (iv) robot-centered layout type, in which the working stations are positioned around one or more robots and allow for any type of material movement; (iv) open field layout type, in which AGV freely moves across the workstations, transferring the material loaded and unloaded at the same point; and (v) robot-centered layout type.
Figure 7: Flexible manufacturing systems in line Layout
FMS selection involves two processes. The decision-making team should first list all the technically feasible options. In the second, the team ranks the choices based on several different criteria. Cost reduction is not the only factor to consider when determining if an FMS can be implemented. FMS also shortens set-up times, expands production flexibility, shortens lead times for developing new goods, shortens due dates, lengthens order dependability, and enhances product quality.
The majority of these strategic advantages are immeasurable and are rarely quantified using only economic measures like internal return rate or net present value. The selection of the technology for an FMS can be thought of as a semi-structured problem because the criteria can change and their value is subjective, depending on how decision-makers perceive their impact on the strategic drivers.
Such a situation necessitates an organized strategy to assist decision-makers. Consequently, we used a multi-criteria approach to help us make our conclusion.
METHODOLOGY (GENERATION OF IDEAS)
Brainstorming:
As we must improve a mechanical and manual process, the only way to optimized and make this process flexible is to automate it. To manufacture this footwear, we must follow a series of step in one strict order. So, the ideas we are going to evaluate are the different types of layouts and which is the best for our solution.
• In-line layout: this system has not back-flow and always move in just one direction, it means one process must be over so the next one can begin.
• Open field layout: in this case the parts are routed to a different workstation, depends on which one become available first.
• Loop layout: this system is served by a looped parts handling system. parts usually flow in one direction around the loop with the capability to stop and be transferred to any station.
• Ladder layout: This consists of a loop with rungs upon which workstations are located. It reduces average travel distance and minimizes congestion in the handling system.
Figure 8: Brainstorming of the manufacturing process.
IPOS MATRIX CRITERIA:
• Congestion: we expect to have the less parts waiting for a process.
• Travel distance: its better if the materials travel less distances.
• Processing time: we want to improve the time so the less the better.
• Possible paths: if we have more ways for the parts to move from a process to another, we reduce the time.
• Return to a workstation: if there is an imperfection, we must have the option of going back and correct it.
• Organized: this general process must follow a series of sub process in a specific order.
Priority of the criteria by percentage:
• Organized: 40%
• Congestion: 25%
• Possible paths: 15 %
• Return workstation: 10%
• Processing time: 5%
• Travel distance: 5%
MATRIX:
First, we must evaluate each solution with the priority of every criterion:
Layouts Organized Priority (40%) Value
In-line 4 0,4 1,6
loop 4 0,4 1,6
ladder 3 0,4 1,2
Open field 1 0,4 0,4
Table 1: values obtained out of the priority of the “organized” criteria.
Layouts Congestion Priority (25%) Value
In-line 1 0,25 0,25
loop 2 0,25 0,5
ladder 3 0,25 0,75
Open field 4 0,25 1
Table 2: values obtained out of the priority of the “congestion” criteria.
Layouts Possible Paths
Priority (15%) Value
In-line 1 0,15 0,15
loop 1 0,15 0,15
ladder 4 0,15 0,6
Open field 5 0,15 0,75
Table 3: values obtained out of the priority of the “possible paths” criteria.
Layouts Return to Workstation
Priority (10%) Value
In-line 1 0,1 0,1
loop 2 0,1 0,2
ladder 3 0,1 0,3
Open field 3 0,1 0,3
Table 4: values obtained out of the priority of the “return to workstation” criteria.
Layouts Processing Time
Priority (5%) Value
In-line 2 0,05 0,1
loop 2 0,05 0,1
ladder 4 0,05 0,2
Open field 3 0,05 0,15
Table 5: values obtained out of the priority of the “Processing time” criteria.
Layouts Travel Distance
Priority (5%) Value
In-line 2 0,05 0,1
loop 1 0,05 0,05
ladder 4 0,05 0,2
Open field 3 0,05 0,15
Table 6: values obtained out of the priority of the “Travel Distance” criteria.
Now we put all the values together to get the level of priority of each criterion
Organized Congestion Possible Paths
Return to Workstation
Processing Time
Travel Distance
Total
1,6 0,25 0,15 0,1 0,1 0,1 2,3
1,6 0,5 0,15 0,2 0,1 0,05 2,6
1,2 0,75 0,6 0,3 0,2 0,2 3,25
0,4 1 0,75 0,3 0,15 0,15 2,75
Table 7: Priority values of each previously presented solution.
As we see the solution with more priority is the ladder layout. And is the one solution that we are going to develop from now on.
METHODOLOGY (LOW-RESOLUTION PROTOTYPE)
Figure 9: flow chart of the tasks associated with a process.
We already know the process of making a footwear, and that each process follows an order. In each workstation exist a process to be made, first the manufacturing the mold by a machine tool, then cut the materials that will be used to make the upper part of the footwear, this material goes through the machine that make the sewing automatically using a CAD/CAM software. Once the upper part is finished it go to the oven to be baked, after that is glued to the sole by a hydraulic system which apply the glue, then is pressed and is sewn again in the automatic sewing machine. we must say that after each process, the result is evaluated to decide if this part go to the next process or is there some imperfection to correct.
HIGH RESOLUTION PROTOTYPE
Information for the high-resolution prototype
For the footwear manufacturing process, we have defined an automation designed in Flexim, in which each component is handled with the following table based on technical specifications:
Machinery Quantity Capacity FlexSim Element Process Time (Estimated) (s)
Wood 2 Infinite Source -
Leather 1 Infinite Source -
Rubber 1 Infinite Source -
Turning Machine 1 2 wood blocks Processor 600
Cutting Machine 1 1 leather plane Processor 300
Sewing Machine 1 1 2 objects from turning machine and 1 object from cutting machine
Combiner 600
Oven 1 40 pairs Processor 10
Gluing Machine 1 1 pair Processor 20
Molding Machine 1 1 rubber plane Processor 300
Sewing Machine 2 1 1 pair of shoes from gluing machine and 1 object from molding machine
Combiner 600
Table 8: Flexim element that simulate each of the real machinery in “Lifelike”.
For the footwear manufacturing process, two stations were first defined by a source in which wood and leather were processed with unlimited distribution, then they will go to a turning and cutting process respectively, where a process time of 600 and 300 seconds respectively was defined, these values were defined through the analysis and research of shoe seamstress factories. Once the lathe process is done on the wood, and the cutting process on the leather, these two materials are directed to a sewing machine (combiner) to proceed to sew the wood with the leather in a process time of 600
seconds. Once the previous process has been carried out, these materials are directed to the first queue which has a maximum storage of 40 pairs of shoes, like the rest of the storages.
Once the first queue is filled, the materials begin to be sent by a conveyor by a first operator to the next processor, which corresponds to the oven, in this the 40 pairs previously defined in a process time of 10s for each pair of shoes will be baked, to then be sent to the second queue. A second operator will send the pairs out of the furnace to the gluing machine working with a process time of 20s, which would be sent to the last sewing machine on par with the rubber defined in the last source already molded with a process time of 300s.
Finally, the mold will be sewn with the material previously strained in the sewing machine with a process time of 600s to be sent to the last queue and that a third operator sent the finished pairs of shoes to a rack with storage of 100 pairs.
High Resolution Prototype
First, we have the structure of all the process which is the one we see in the figure 10.
Figure 10: Structure of all the process to make a footwear.
After doing the simulation and defining a working time of 8 hours, we had the following results.
Figure 11: Statistics of the cutting machine.
Figure 12: Statistics of the turning machine.
Figure 13: Statistics of the 1st sewing machine.
Figure 14: Statistics of the Oven.
Figure 15: Statistics of the 2nd Sewing machine.
Figure 16: Statistics of the Final Storage (Rack1).
We can make a total of 15 pairs of footwear in 8 hours of production. Of course, this is by having 2 operators who move the footwear to the next process after having them in a small storage where the shoes are stored and evaluated.
FINANCIAL STUDY
First, we must consider the costs of the machines, personal and the material so we can get the investment value
months Machine cost ($) Quantity Total Price
12 Raw material 200 60 144000
12 Workforce 600 4 28800
NA Turning machine 6000 1 6000
NA Cutting machine 3900 1 3900
NA Sewing machine 40000 2 80000
NA Oven 5400 1 5400
NA Gluing machine 2000 1 2000
NA Molding machine 11000 1 11000
NA Transporter 27000 1 27000
Total Investment 308100
Table 9: Data to get the investment value.
Once we have the investment that we required, then start calculating the profit with the quantity of products made per year and the unitary price.
Unitary price 44,09 Aumotate
Quantity/day 15
Quantity/month 300 Quantity/year 3600
Profit 158724
Table 10: Profit calculation according to the product quantity.
we start making a table with all this information, so it is easy to work with. Also, we add the rescue value, so we can obtain the depreciation, also the taxes, and the TIO which is the percentage of expected that the investors expect in return related in all the investment value.
Investment value $308.100
Rescue value $197.689
Useful life 10
Taxes 12%
Annual profit $158.724
TIO 10%
Depreciation $11.041
Sale of the asset 100000
Table 11: values which with to work.
In order to get the VPN and the TIR, first we have to get a real value of the profit in every year, which is calculated with the next equation.
Figure 16:Equation to calculate the VPN.
Using the equation seen, we get the table 11. Where we also calculate the VPN and the TIR.
years 0 1 2 3 4 5
cash flows $-308.100 $158.724 $158.724 $158.724 $158.724 $158.724 VP $-308.100 $144.295 $131.177 $119.252 $108.411 $98.555 VPN $293.588,84 Profitable (Valor presente neto)
TIR 42,86%
Competitive because TIR (tasa interna de retorno) is greater than TIO (Internal rate of return)
VPN excel $485.520,00
Table 11: calculations of the VP, VPN and TIR
After analyzing the table 11. we can say that the project is viable, because the VPN is greater than 0 which means that we are not going to lose money. Also, the TIR is greater than 10% which means that we will earn more than the percentage expected.
Now we go to the final part, where we calculate the payback. This part is dedicated to get the time where we are going to recover the investment.
Discounted payback 0 1 2 3 4 5
Annual payback $144.295 $131.177 $119.252 $108.411 $98.555
Accumulate payback $144.295 $275.471 $394.723 $503.134 $601.689 recoverable value $308.100 $163.805 $32.629 $-86.623 $-195.034 $-293.588,84
years of recovery 1 1 0,2736112
Payback 2,27361117 years
Payback 2 years
Payback 3,28 months
Table 11: calculation for the discounted payback.
As we seen in the table 11, we will recover our total investment in 2 years and 4 months.
ECONOMIC ANALYSIS
The modern practice and professionalization with which companies today work us help to acquire fundamental characteristics about the economic and financial organization of a company, however, when talking about the current situation that arises in Ecuador, we are clear that the footwear sector has been highly affected by the input crisis, considerable technological delays and even the smuggling of footwear from Asian countries. Due to these aforementioned factors, it is difficult to establish a shoe manufacturing company in the country.
This project seeks to eradicate problems that collapse microenterprises to become macro enterprises, so we must start by analyzing which are the interest groups associated with footwear companies, and in turn determine how they affect or are affected by that sector. The analysis is primarily affected by the customer who buys the shoes, where they buy their products depending on tastes, prices, and convenience (according to the survey illustrated in image 1). Entities responsible for allowing the entry of commercial products (ADUANA) they also have a direct relationship which affects the manufacturing sector, due to the high taxes they generate when entering products on a larger scale.
The sector that would benefit corresponds to the generation of jobs, given that if the sector increases your sales there will be new competitors, so that new employment rates will be generated. And finally, there would be a beneficial relationship for the Ecuadorian government, since it would allow to increase the income in the country, and in turn to find alternatives of investments and reduction of local expenses.
Figure 17: Ask customers about the most important relationship when manufacturing footwear.
For this project it is also essential to carry out a study of private analysis and social analysis, where it is important to keep in mind that they are established in relation to the other.
Based on the studies previously analyzed, the purpose of this project is based on how to generate new work skills (Which implies a higher rate of jobs) to meet the needs of customers without having to resort to buying products outside our local production, considering what are the needs they have
SOCIAL ANALYSIS PRIVATE ANALYSIS
Clients and people looking for jobs are the people associated with the social study, since this is measured as the beneficiaries of the private analysis, considering that the generation of footwear companies with lower costs would benefit customers, and of course would generate employment.
We define investors who wish to compete in the shoe manufacturing sector as the actors associated with the private studio, since they oversee the flow of money from an association to be able to participate in a project like this.
with respect to such consumption. In addition, it is desired to generate greater income to the Ecuadorian government to strip us of debts that have our economy stagnant.
Economic Feasibility Study
1) Decide who the target market is: Describe and identify the target market for your desired business venture. Describe the advantages that your product or service will have for the target market. Determine the industry your targeted clients are in and the major players if your planned activity serves a business customer base. Describe the shopper behavior and demographics of your target market for a consumer base.
2) Take a look at your rivals: Analyze the rivalry in your intended market. Find out who the main rival companies are, what their goods and services are, and what percentage of the market each has for your chosen activity. By doing this, you'll be forced to think about how to set your goods and services apart from those of your rivals. Describe your business's or activity's overarching strategy. This covers the needs for the facilities, the sales, and the marketing plan.
3) Make a projection of your revenue: Estimate the profits from your business activity using an expected market share. For a year or longer, you can submit revenue predictions. Some analysts advise offering three-year revenue predictions. As a new player in the market, you should make conservative estimates and project a small market share (often between 5%
and 10%). Estimate your overall revenues, dividing them into monthly, quarterly, and annual amounts using your predicted market share and sale price.
4) Identify the variable and fixed costs: Calculate your business's expenses while taking both fixed and variable expenditures into account. In the time frame for which you are estimating revenues, fixed costs are those that don't change. Examples include facilities, interest on capital items, and administrative costs (such as rent on a factory or office space). Since fixed expenses are constant regardless of the volume of sales or services rendered, they should be reported as a single lump sum.
Financial Feasibility Study
1) Determine the initial expenses: Determining the project's launch costs is the first step in the creation of a financial feasibility analysis.
2) Create projections for profits and cash flows: The next step is to prepare estimated revenues, expenses, and cash flow, which will be analyzed to see if the proposed business would be profitable. The predicted revenues, costs of goods or services, and operating expenses, broken down into fixed and variable categories, are all included in these
estimates. The cash flow predictions outline how much money will be needed for initial costs as well as where it will come from. Along with the quantity and source of all borrowed money and lease payments, the amount of equity capital is calculated.
3) Describe any negative cash flows: This sum should be determined, and justifications given that demonstrate how these cash flow deficits will be financed if the project experiences negative cash flows during the initial months.
4) Identify areas in need of increased investment: Calculate periods of negative cash flow and identify when extra capital will be required to finance growth if internal cash flow generation is insufficient using sales, profit, and cash flow estimates.
5) Calculate the capital return on investment: The project's financial viability will be assessed using the anticipated profits. This section of the financial analysis evaluates the project's appeal to equity investors and its overall financial performance.
A planned venture's financial viability can be estimated using a few popular methods:
Net present value - The net present value approach discounts future cash flows to the present using a percentage rate. The project is feasible and ought to be approved if the NPV of the discounted cash flows is higher than the price of the initial investment.
Internal rate of return (IRR): The IRR technique computes the net present value of cash flows using the same formula. The discount rate that equalizes the NPV of cash inflows and outflows is known as the IRR. This IRR can be used to evaluate the appeal of various initiatives.
Payback period - The payback period is the length of time it takes for a project's return to recoup its investment costs. It is desirable that payback times be shorter. The time value of money that is considered when calculating a project's IRR or NPV is ignored by the payback approach.
Conclusions
• It was possible to implement a flexible manufacturing system for the shoe production process, for which production efficiency was improved compared to the traditional method, whose average production consists of one pair of shoes per hour, while in this process it was possible to produce more than three pairs per hour.
• The process times for each of the stations were compared with respect to the traditional method of shoe production, obtaining an improvement in each one of them, which in the same way allowed a more efficient production for each pair of shoes.
• This prototype can still be improved, since by using a statistical distribution in the times of each process carried out, it is possible to have a greater production than was obtained.
