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Dos problemas de una firma autopartista, con causas atribuidas inicialmente a factores externos no controlables (síndrome del "enemigo externo"), motivan el uso del kaizen, incorporando concepciones filosóficas y metodológicas. La metodología propuesta consta de tres etapas; la primera, iniciar, pretende conducir hacia el compromiso, la participación y el desarrollo de habilidades iniciales de los empleados; luego sigue desarrollar, que ejecuta el análisis y la solución del problema; se culmina con sostener, para mantener las contramedidas, evitar la recurrencia del problema e incentivar a los participantes. Al desplegar la metodología en los dos casos objeto de estudio (1. Muda de espera por falta de suministro y 2. Muda de defectos de hojas impresas), se identificó que las causas de dichos muda se debieron a factores internos a la empresa y no a las creencias iniciales de la firma sobre aspectos externos, no controlables. La causa del muda de espera estuvo relacionada con la cantidad de personal programado en la línea de ensamble; las impresiones defectuosas se asociaron a la política de almacenaje y protección de las hojas, así como a las instrucciones de impresión. El impacto del despliegue en la empresa se dedujo satisfactorio, ya que mediante la implantación de contramedidas basadas en creatividad, sentido común, consenso y participación de los empleados, se favorecen indicadores asociados a los problemas precisos, entre ellos, costos anuales de los muda (reducción: 87% en costos del muda de espera y 60,5% en costos de hojas defectuosas). Este trabajo provee elementos teóricos y metodológicos, que posibilitan la adaptación a otros contextos, exigiendo: compromiso directivo, justificación del cambio, entrenamiento de empleados, incentivos, comunicación y estrategias de aprendizaje, entre otros, para solucionar problemas y sostener los eventos kaizen. Two problems in an autoparts firm are initially attributed to uncontrollable external factors ("external enemy" syndrome). This situation motivates the design of a methodology to guide kaizen event practices, supported by kaizen philosophy and methodology. The methodology consist of three steps: the first step, initiate, is designed to acquire employee commitment and participation and to develop initial employee skills. The second step, develop, analyzes the problem and implements the solution. The third process, sustain, is focused on sustaining the interventions, avoiding repetition of the problem and reinforcing the motivation of the participant. Deploying the methodology in both of the cases studied (1. Waiting time waste caused by a lack of supply and 2. Defects waste in printed sheets) allows to identify that the cause of those wastes were operational internal factors, instead of prior beliefs relating these facts to uncontrollable external reasons. The cause of waiting time was associated with the quantity of employees programmed into the assembly line, and the defective printings were related to storage and protection policies as well as the printing instructions. The impact of the interventions was satisfactory, because through the implementation of actions based on employee´s creativity, common sense, consensus and participation, the problem´s associated indicators are favored, including the waste´s costs (Reduction of costs: 87% in waiting time costs; 60.5% in defective sheet costs). This study provides theoretical and methodological elements that make it adaptable to other contexts. The method requires top management commitment, employee comprehension of the change, employee training sessions, motivation and rewards, communication and learning strategies, among other factors, to solve problems and sustain the use of kaizen events.

Se identifica y se caracteriza en términos de: cantidad, tipo, localización y manifestación, los transportes, tiempos de espera, movimientos y procesos innecesarios en nueve pymes manufactureras de la ciudad de Medellín. El procedimiento constó de las etapas: selección de procesos a estudiar (uno por empresa), capacitación al personal operativo (7 mudas, 5S y gerencia visual), sesión en profundidad con administración de formulario de identificación del muda, verificación en el gemba, y resultados y análisis. Consolidando los hallazgos para las nueve empresas, 151 trabajadores fueron capacitados, los cuales contribuyeron a identificar 1.085 actividades que no aportan valor al cliente, con un promedio de 121 por proceso-empresa, la mayoría fueron transportes (31%) y movimientos innecesarios (29%). Se brindan elementos metodológicos que facilitan la comunicación entre el nivel operativo y los demás, así como la capacitación y la participación activa del mismo, posibilitando identificar oportunidades de mejora para las empresas. Se ofrece información de interés para la academia, el gobierno, los centros de desarrollo tecnológico y el sector productivo. Is identified and characterized in terms of: quantity, type, location and expression, transportation, waiting times, movements, and unnecessary processes, in nine manufacturing SMEs in the city of Medellin. The procedure consisted of the stages: selection of processes to be studied (one per company), operating personnel training (7 Wastes (Muda), 5S and visual management), deep session with management of the Muda identification form, verifying in the shop floor (Gemba), results and analysis. Consolidating the findings for the nine companies, 151 workers were trained, which helped to identify 1.085 activities that do not add value to the customer, with an average of 121 per process-company, most were transportation (31%) and unnecessary movements (29%). Methodological elements are provided to facilitate communication between the operational level and others, as well as training and active participation of the same, making it possible to identify opportunities for business improvement. It offers information of interest to academia, government, technology development centers and the productive sector.

Manufacturing Lead-Time (MLT) is the total time required to process a given product through a plant. Long MLT is the major cause of inefficient manufacturing, since it generates large amount of wastes and creates considerable environmental burden. In the past, a large amount of environmental pollution has been generated by manufacturing industries, most of which come from inefficient practices trough generating various types of wastes. The easiest and probably the least expensive way to cut manufacturing wastes and minimise their consequent environmental impacts is to improve the manufacturing procedures of the companies. A novel approach to do this is to identify and reduce/eliminate the processes and activities which cause the inefficient use of resources. This paper presents the MLT reduction process via identifying the value-adding and non-value adding activities. It also analyses four crucial sources of wastes which generate the greatest environmental pollution and suggestions for improvements are provided.