This research analyzes the implementation of the Lean Manufacturing philosophy through a case study in the final assembly line in an electric automotive harness manufacturing company and intends to demonstrate that the current waste from the production process under study will be eliminated through the sustainable application of The Theory of Lean Manufacturing. The methodology used was carried out with the help of the Deming circle: Plan objectives, model line, equipment, training, Execute: design stations, Recognize waste, Establish flow, create mixed lots, calculate Tak-time, Determine matching operations, Determine pull system, Verify: launch and Act: determine verification and monitoring. Subsequently, the programs applied and the activities used for the development of the lean manufacturing philosophy were analyzed. The main contribution is to share the results of a successful case in the implementation of the lean manufacturing philosophy when analyzing the effectiveness of the programs and support activities in its development.

Organizations that want a high competitive level are in the search for the standardization of their processes with the formalization of their activities, using tools that adequately contribute to their correct performance. The project was developed in an agribusiness company in southern Sonora, which lacks the documentation of the processes, which does not allow a clear definition of the functions of the different positions. For this purpose, the objective of documenting the marketing, maintenance and financing processes to standardize the activities carried out in them was established. The procedure was structured by the following steps: elaborate the process map of the company, determine the processes to document, obtain the current practice, define the format to document, elaborate processes in draft, validate the processes and finally correct and deliver them for use. At the end of the project, the standardization of the activities was obtained through the documentation of the commercialization, maintenance and financing processes of the company, thereby obtaining the means of support for the effective and efficient operations of the processes, which impacts in satisfying customer needs.

Safety is established as an essential part of the food industry because it guarantees that the products consumed are of quality and do not cause harm to health. The company studied does not have a Master Sanitation Program (PMS), an essential tool to perform health tasks in it. In order to meet the requirements established in ISO 22000: 2018, Food Safety Management System (SGIA), the company needs to have a PMS in its processes to improve its Food Safety Management System. The procedure of this investigation consisted of: identifying the main process; Sanitation processes; determine the percentage of compliance with the SGIA; determine SOPs; identify type of sanitation and frequency of cleaning of areas; establish training plan; and elaborate PMS. The main results were: determining the percentage of compliance with the SGIA through an audit through a checklist; realization of SOPs of each existing equipment in the process area; realization of an equipment cleaning matrix indicating the type of sanitization required; tabulation of plant areas including frequency of cleaning and preparation of PMS, concluding satisfactorily with the objective

Complying with the quality that customers require is an essential part of an organization, whether they are internal or external customers. This investigation was carried out in the Stamping and Body Departments of an assembled car company, these have performance indicators that impact both, one of them is Body Bining to Stamping, which represent the incidents in R / 1000 of defective parts released by Stamping found in Bodywork. During the analysis of the report, an increase in the indicator from 30.43 R/1000 to 44.14 R/1000 was noted, limiting the flow of parts of the manufacturing process, influencing productivity and the use of resources to repair parts with defects. Therefore, the objective is to reduce the number of defective parts of the Body Bining to Stamping indicator to increase the quality of the parts in the department studied. The procedure to be followed was DMAIC methodology, using the following activities: define the project to be attended, measure the process, analyze the causes of origin, improve the process, control the improved process and document the problem-solving process. The results that obtained show a decrease in the amount of defective parts of DPMO sending to the internal customer in approximately 65%. The goal of the Closures indicator was to send 28 R/1000 monthly incidents and managed to send 15.39 R/1000.

This project was carried out in the warehouse of guarantees of an automotive distribution company in Obregon City, which presented the disorganization of parts, unnecessary files, clogged floors and lack of cleanliness, causing the time to search for parts and files to be extended. Therefore, the objective of improving the conditions of organization and cleanliness of the warehouse was established through the 5'S philosophy. The procedure consisted of: describing the area under study; evaluate the initial situation of the warehouse; train the staff; elaboration of inventory of warehouse objects; separation of necessary and unnecessary objects; subsequently a place was assigned to each object, then the area and objects of the store were cleaned; standards were developed for the activities carried out in the warehouse; the level of compliance with the 5'S philosophy was measured and finally the final warehouse situation was evaluated. Initially, the situation of the warehouse as criteria of 5'S had a 16.47% compliance and once implemented the philosophy 5'S, the rating was increased to 92.94%, therefore, the objective of this project was achieved that was to improve the conditions of organization and cleaning of the warehouse.