Resumen

At present, the industrial activity worldwide is facing strong changes. As a result of the process of globalization, industrial activities must be more productive and competitive, which has forced countries to implement technical and economic measures in order to make their products competitive in any national or international market (Neira, 2015). The sugar industry is no stranger to this trend, and in response to this, it tends to work with an ideology oriented towards continuous improvement, in order to ensure that all its processes comply with the highest quality standards. One of the aspects that are of special monitoring at the plant level in this type of industries, due to its impact on production costs, is the non-conforming product that is evident in the packaging area. Knowing the factors that generate this source of unproductivity is a determining factor in the design of actions that avoid repetition. Therefore, this study addresses the problem of increasing sugar reprocessing, derived from the nonconforming product in a sugar mill located in the northern area of the department of Valle. For this purpose, in the following project an analysis of the nonconforming product was performed as a factor of unproductively using the Lean Six Sigma model and the DMAIC method tool (Define, Measure, Analyze, Improve and Control) with which the problem was diagnosed and in turn, design strategies and actions for improvement. In accordance with the above, it was identified that the study to be developed was of a quantitative-qualitative nature under a deductive approach, which allowed identifying and characterizing the problem, to give rise to the design of improvement actions. In order to obtain the data, interviews were carried out with the personnel of the area under study at the Ingenio, and direct observation of the periodic production reports was also carried out. The data obtained was reviewed together with the food engineer in charge of the packaging area to find the factors associated with the occurrence of the phenomenon, as well as to give priority to their intervention. The subsequent analysis of the information was supported, in turn, in tools such as cost-benefit analysis and Pareto analysis, with which alternatives for improving the Company were designed, in the critical aspects that were identified.