Metodología 5S como herramienta de Lean Manufacturing: impacto en la organización del trabajo y la seguridad ocupacional en los procesos industriales - RSL
DOI:
https://doi.org/10.15649/2346030X.5806Palabras clave:
metodología 5s, procesos industriales, manufactura esbelta, seguridad ocupacional, organización de procesosResumen
Las empresas industriales operan en un entorno altamente competitivo, lo que exige la adopción de metodologías que generen ventajas estratégicas. Esta RSL tiene como objetivo analizar el impacto de la Metodología 5S como herramienta de Lean Manufacturing en la organización del trabajo y la seguridad ocupacional en los procesos industriales, se centra en estudios publicados en los últimos cinco años, con el propósito de identificar beneficios, limitaciones y tendencias en su aplicación. Se han seleccionado 50 artículos, que destacan cómo la implementación de esta herramienta contribuye al orden, estandarización, reducción de desperdicios y a la mejora de la disciplina organizacional. Se obtuvieron como resultados la evidencia de conformidad sobre las mejoras y los beneficios tras la implementación de 5S para generar entornos de trabajo más eficientes y seguros, aún frente a las barreras y limitaciones que se presentan debido a la resistencia al cambio por parte del personal y al compromiso insuficiente del nivel gerencial. Las conclusiones recalcan que la metodología 5S trasciende la mejora continua al consolidarse como un recurso estratégico que impulsa la eficiencia organizacional y la sostenibilidad, su aplicación optimiza los espacios de trabajo, reduce pérdidas y fomenta una cultura de disciplina y responsabilidad que fortalece la productividad y la seguridad. No obstante, se advierte que la resistencia al cambio y las barreras culturales siguen siendo los principales retos para su consolidación a largo plazo en los entornos industriales.
Referencias
[1] M. M. Omoush, “An integrated model of lean manufacturing techniques and technological process to attain the competitive priority,” Management Science Letters, pp. 3107–3118, Jan. 2020, doi: 10.5267/j.msl.2020.5.012
[2] N. S. Aslan, N. Sazali, N. Sazali, and A. Junaidi, “The effect of lean manufacturing on production / operation for the small and medium enterprise in Malaysia,” Journal of Advanced Research Design, vol. 121, no. 1, pp. 40–50, Nov. 2024, doi: 10.37934/ard.121.1.4050
[3] H. M. Dara, M. Adamu, P. V. Ingle, A. Raut, and Y. E. Ibrahim, “An MCDM approach to lean tool implementation for minimizing Non-Value-Added activities in the precast industry,” Infrastructures, vol. 10, no. 3, p. 55, Mar. 2025, doi: 10.3390/infrastructures10030055
[4] T. Małysa, J. Furman, S. Pawlak, and M. Šolc, “Application of selected lean manufacturing tools to improve work safety in the construction industry,” Applied Sciences, vol. 14, no. 14, p. 6312, Jul. 2024, doi: 10.3390/app14146312
[5] M. Daroń and M. Górska, “Relationships between Selected Quality Tools and Energy Efficiency in Production Processes,” Energies, vol. 16, no. 13, p. 4901, Jun. 2023, doi: 10.3390/en16134901
[6] E. Skorupińska, M. Hitka, and M. Sydor, “Surveying quality management methodologies in wooden furniture production,” Systems, vol. 12, no. 2, p. 51, Feb. 2024, doi: 10.3390/systems12020051
[7] L. Gonçalves, A. Moura, and H. Alvelos, “Continuous Improvement through Back-office Processes Automatization: a case study on Standardized Work Documentation,” Procedia Computer Science, vol. 253, pp. 1185–1194, Jan. 2025, doi: 10.1016/j.procs.2025.01.180
[8] S. Muotka, A. Togiani, and J. Varis, “A design thinking approach: Applying 5S methodology effectively in an industrial work environment,” Procedia CIRP, vol. 119, pp. 363–370, Jan. 2023, doi: 10.1016/j.procir.2023.03.103
[9] C. Manzanares-Cañizares, A. Sánchez-Lite, V. F. Rosales-Prieto, J. L. Fuentes-Bargues, and C. González-Gaya, “A 5S lean strategy for a sustainable welding process,” Sustainability, vol. 14, no. 11, p. 6499, May 2022, doi: 10.3390/su14116499
[10] J. C. Sá, L. Soares, J. Dinis-Carvalho, F. J. G. Silva, and G. Santos, “Assessment of the impact of lean tools on the safety of the shoemaking industry,” Safety, vol. 9, no. 4, p. 70, Oct. 2023, doi: 10.3390/safety9040070
[11] M. Mazur et al., “Implementation and Benefits of the 5S Method in improving workplace Organisation – a case study,” Management Systems in Production Engineering, vol. 32, no. 4, pp. 498–507, Nov. 2024, doi: 10.2478/mspe-2024-0047
[12] M. M. Shahriar, Parvez, M. A. Islam, and S. Talapatra, “Implementation of 5S in a plastic bag manufacturing industry: A case study,” Cleaner Engineering and Technology, vol. 8, p. 100488, Apr. 2022, doi: 10.1016/j.clet.2022.100488
[13] C. Binellas, P. Chountalas, A. Magoutas, and N. Chatzifoti, “Integrating 5S and Kaizen Principles for Enhanced Quality Improvement: A Pharmaceutical R&D Laboratory Case Study,” Quality Innovation Prosperity, vol. 28, no. 3, pp. 1–22, Nov. 2024, doi: 10.12776/qip.v28i3.2084
[14] R. P. Da Costa, T. M. De Souza, B. L. V. Barros, V. C. Da Silva, E. K. Da Silva Freitas, and A. V. Simões, “Logistics management: A future perspective on logistics processes with the application of the 5S method at Bramam company in Parintins, Amazonas,” ITEGAM- Journal of Engineering and Technology for Industrial Applications (ITEGAM-JETIA), vol. 9, no. 44, Jan. 2023, doi: 10.5935/jetia.v9i44.1010
[15] A. P. Proença, P. D. Gaspar, and T. M. Lima, “Lean optimization techniques for improvement of production flows and logistics management: the case study of a fruits distribution center,” Processes, vol. 10, no. 7, p. 1384, Jul. 2022, doi: 10.3390/pr10071384
[16] R. M. Florez-Cáceres, C. E. Huamán-Echevaría, and J. C. Quiroz-Flores, “IMPROVING PRODUCTIVITY IN AN SME IN THE METALWORKING SECTOR THROUGH LEAN MANUFACTURING AND TPM TOOLS a CASE STUDY IN PERU,” The South African Journal of Industrial Engineering, vol. 35, no. 2, Jan. 2024, doi: 10.7166/35-2-3013
[17] N. T. Nguyen, T. T. B. C. Vo, P. H. Le, and C.-N. Wang, “Improvıng Inventory Tıme in Productıon Lıne through Value Stream Mappıng: A Case Study,” Journal of Engineering Science and Technology Review, vol. 16, no. 1, pp. 33–43, Jan. 2023, doi: 10.25103/jestr.161.05
[18] A. C. Zeferino, G. N. Santos, T. L. Queiroz, and J. R. S. Ramos, “Evaluation of the application of continuous improvement based on the Kaizen concept in Emergency Healthcare Units,” Revista Meta Avaliação, p. 1, Nov. 2023, doi: 10.22347/2175-2753v0i0.3806
[19] J. Aliaga-Parcco, C. Cespedes, C. Elías-Giordano, C. Maldonado-Paricahua, and C. Torres-Sifuentes, “Implementation of the 5S methodology and its impact on the productivity of bread production following the PDCA cycle.,” LACCEI, Jan. 2023, doi: 10.18687/leird2023.1.1.505
[20] D. Filipe and C. Pimentel, “Production and Internal Logistics Flow Improvements through the Application of Total Flow Management,” Logistics, vol. 7, no. 2, p. 34, Jun. 2023, doi: 10.3390/logistics7020034
[21] C. E. Damian-Garcia, D. A. Espiritu-Padilla, J. C. Quiroz-Flores, and N. S, “Productivity Enhancement through a Proposed Methodology in the Cutting Process of SMEs,” International Journal of Mechanical Engineering, vol. 10, no. 8, pp. 1–10, Sep. 2023, doi: 10.14445/23488360/ijme-v10i8p101
[22] A. H. Asian, A. T. Cornejo, and A. F. Perez, “Improvement in delivery times using lean manufacturing tools in a SME the beverage sector in Peru,” in Advances in transdisciplinary engineering, 2023. doi: 10.3233/atde230097
[23] M. Vienažindienė and R. Čiarnienė, “THE CHALLENGES AND SOLUTIONS TO IMPLEMENTING THE LEAN CONCEPT: THE CASE OF LITHUANIAN COMPANIES,” Polish Journal of Management Studies, vol. 28, no. 2, pp. 423–440, Dec. 2023, doi: 10.17512/pjms.2023.28.2.24
[24] E. L. Moskvicheva, A. M. Mukhametshina, A. N. Erofeyev, and K. V. Savelyev, “Lean manufacturing - a method of managing a manufacturing enterprise,” IOP Conference Series Materials Science and Engineering, vol. 862, no. 4, p. 042051, May 2020, doi: 10.1088/1757-899x/862/4/042051
[25] A. Adeodu, M. G. Kanakana-Katumba, and M. Rendani, “Implementation of Lean Six Sigma for production process optimization in a paper production company,” Journal of Industrial Engineering and Management, vol. 14, no. 3, p. 661, Jul. 2021, doi: 10.3926/jiem.3479
[26] J. C. Quiroz-Flores, R. Garrido-Silva, and K. Marquezado-Yamunaque, “Production optimization model to increase order fulfillment by applying tools under the Lean Green philosophy and TPM in plastic manufacturing SMEs.,” Proceedings of the 2nd LACCEI International Multiconference on Entrepreneurship, Innovation and Regional Development (LEIRD 2022): “Exponential Technologies and Global Challenges: Moving Toward a New Culture of Entrepreneurship and Innovation for Sustainable Development,” Jan. 2022, doi: 10.18687/leird2022.1.1.60
[27] M. Shahin, F. F. Chen, A. Hosseinzadeh, H. K. Koodiani, H. Bouzary, and A. Shahin, “Enhanced safety implementation in 5S + 1 via object detection algorithms,” The International Journal of Advanced Manufacturing Technology, vol. 125, no. 7–8, pp. 3701–3721, Feb. 2023, doi: 10.1007/s00170-023-10970-9
[28] S. E. M. Silvestre, V. D. P. Chaicha, J. C. A. Merino, and S. Nallusamy, “Implementation of a Lean Manufacturing and SLP- based system for a footwear company,” Production, vol. 32, Jan. 2022, doi: 10.1590/0103-6513.20210072
[29] B. L. Ludeña, G. P. Fierro, and E. A. Flores, “Design of a Lean Manufacturing model to reduce order delivery in a Textile Mype,” Proceedings of the 2nd LACCEI International Multiconference on Entrepreneurship, Innovation and Regional Development (LEIRD 2022): “Exponential Technologies and Global Challenges: Moving Toward a New Culture of Entrepreneurship and Innovation for Sustainable Development,” Jan. 2022, doi: 10.18687/leird2022.1.1.93
[30] I. Daniyan, A. Adeodu, K. Mpofu, R. Maladzhi, and M. G. K.-K. Katumba, “Application of lean Six Sigma methodology using DMAIC approach for the improvement of bogie assembly process in the railcar industry,” Heliyon, vol. 8, no. 3, p. e09043, Mar. 2022, doi: 10.1016/j.heliyon.2022.e09043
[31] S. Pawlak, K. Nowacki, and H. Kania, “Analysis of the impact of the 5S tool and Standardization on the duration of the production process - case study,” Production Engineering Archives, vol. 29, no. 4, pp. 421–427, Oct. 2023, doi: 10.30657/pea.2023.29.47
[32] M. Faishal, E. Mohamad, H. M. Asih, A. A. A. Rahman, A. Z. Ibrahim, and O. Adiyanto, “The use of Lean Six Sigma to improve the quality of coconut shell briquette products,” Multidisciplinary Science Journal, vol. 6, no. 1, Jul. 2023, doi: 10.31893/multiscience.2024005
[33] P. A. Lazarte-Pazos, S. S. E. Ordoñez-Carrión, and E. M. Avalos-Ortecho, “Implementation of lean manufacturing to increase productivity in the manufacture of kitchen sinks in a Metal-Mechanical company,” in Advances in transdisciplinary engineering, 2023. doi: 10.3233/atde230094
[34] V. P. Amaral, A. C. Ferreira, and B. Ramos, “Internal Logistics Process Improvement using PDCA: A Case Study in the Automotive Sector,” Business Systems Research Journal, vol. 13, no. 3, pp. 100–115, Oct. 2022, doi: 10.2478/bsrj-2022-0027
[35] E. Michlowicz, “Methodology of evaluating finished goods warehouse performance through lean methods,” Archives of Transport, vol. 70, no. 2, pp. 43–64, Jun. 2024, doi: 10.61089/aot2024.s9sq9q75
[36] M. A. Berawi, M. Sari, P. Miraj, Mardiansyah, G. Saroji, and B. Susantono, “Lean construction practice on toll road project improvement: a case study in developing country,” Civil Engineering Journal, vol. 9, no. 12, pp. 3186–3201, Dec. 2023, doi: 10.28991/cej-2023-09-12-016
[37] A. Thunyachairat, V. Jangkrajarng, and A. Theeranuphattana, “Total quality management lean practices and firm performance: Integrated approach using MBNQA criteria in the Thai automotive industry,” Production Engineering Archives, vol. 30, no. 3, pp. 273–284, Sep. 2024, doi: 10.30657/pea.2024.30.27
[38] D. A. Cordova-Pillco, M. K. Mendoza-Coaricona, and J. C. Quiroz-Flores, “Lean-SLP production model to reduce lead time in SMEs in the plastics industry: A Empirical Researh in Peru,” Proceedings of the 20th LACCEI International Multi-Conference for Engineering, Education and Technology: “Education, Research and Leadership in Post-pandemic Engineering: Resilient, Inclusive and Sustainable Actions,” Jan. 2022, doi: 10.18687/laccei2022.1.1.151
[39] D. V. Kumar, G. M. Mohan, and K. M. Mohanasundaram, “Design & implementation of the production line in garment industry,” Industria Textila, vol. 73, no. 06, pp. 687–692, Dec. 2022, doi: 10.35530/it.073.06.1745
[40] A. C. Gavriluţă, E. L. Niţu, and C. A. Gavriluţă, “Algorithm to use some specific lean manufacturing methods: application in an industrial production process,” Processes, vol. 9, no. 4, p. 641, Apr. 2021, doi: 10.3390/pr9040641
[41] J. Aguilar-Schlaefli, Z. Campos-Levano, C. Leon-Chavarri, and M. Saenz-Moron, “Model based on TPM and Standardization for the maximization of efficiency in an SME in the plastics sector,” Proceedings of the 2nd LACCEI International Multiconference on Entrepreneurship, Innovation and Regional Development (LEIRD 2022): “Exponential Technologies and Global Challenges: Moving Toward a New Culture of Entrepreneurship and Innovation for Sustainable Development,” Jan. 2022, doi: 10.18687/leird2022.1.1.71
[42] D. Guzel and A. S. Asiabi, “Increasing Productivity of Furniture Factory with Lean Manufacturing Techniques (Case Study),” Tehnički Glasnik, vol. 16, no. 1, pp. 82–92, Feb. 2022, doi: 10.31803/tg-20211010121240
[43] A. Alberto, T. M. Lima, F. Charrua-Santos, and P. D. Gaspar, “Assessment of lean maturity levels in industries of the Luanda Region, Angola,” Applied Sciences, vol. 14, no. 16, p. 6949, Aug. 2024, doi: 10.3390/app14166949
[44] R. S. Ojha, V. Kumar, and S. Singh, “Impact of 5S on productivity and quality in an Indo-Japanese auto-component manufacturing company: An empirical study,” E3S Web of Conferences, vol. 430, p. 01241, Jan. 2023, doi: 10.1051/e3sconf/202343001241
[45] H. Kurnia, K. B. Juliantoro, S. Suhendra, A. T. Zy, and A. Apriyani, “Combination of lean thinking and A3 problem-solving methods to reduce the cost of purchasing cleaning agents in a paint manufacturer in Indonesia,” SINERGI, vol. 28, no. 1, p. 103, Dec. 2023, doi: 10.22441/sinergi.2024.1.011
[46] I. Kourriche, M. Othman, “Investigating the Implementation Levels of Perfect Quality Tools in Moroccan Industries using the IEMSE Method,” Journal of Logistics Informatics and Service Science, vol. 11, no. 10, Sep. 2024, doi: 10.33168/jliss.2024.1014
[47] J. Rodrigues, J. C. Sá, F. J. G. Silva, L. P. Ferreira, G. Jimenez, and G. Santos, “A Rapid Improvement Process through ‘Quick-Win’ Lean Tools: A Case Study,” Systems, vol. 8, no. 4, p. 55, Dec. 2020, doi: 10.3390/systems8040055
[48] R. P. Da Costa, T. M. De Souza, B. L. V. Barros, V. C. Da Silva, E. K. Da Silva Freitas, and A. V. Simões, “Logistics management: A future perspective on logistics processes with the application of the 5S method at Bramam company in Parintins, Amazonas,” ITEGAM- Journal of Engineering and Technology for Industrial Applications (ITEGAM-JETIA), vol. 9, no. 44, Jan. 2023, doi: 10.5935/jetia.v9i44.1010
[49] L. F. Aguirre-Cueva, Y. S. Alcantara-Gloria, M. C. Lazarte, and C. Torres-Sifuentes, “Productive management proposal to increase the level of efficiency of the food sector through the application of Lean Manufacturing,” LACCEI, Jan. 2023, doi: 10.18687/leird2023.1.1.524
[50] G. Wittenberger and K. Teplická, “The synergy model of quality tools and methods and its influence on process performance and improvement,” Applied Sciences, vol. 14, no. 12, p. 5079, Jun. 2024, doi: 10.3390/app14125079
Descargas
Publicado
Cómo citar
Descargas
Número
Sección
Licencia
Derechos de autor 2025 AiBi Revista de Investigación, Administración e Ingeniería

Esta obra está bajo una licencia internacional Creative Commons Atribución 4.0.
La revista ofrece acceso abierto bajo una Licencia Creative Commons Attibution License

Esta obra está bajo una licencia Creative Commons Attribution (CC BY 4.0).







