During the course of this project, the A3 methodology has been rigorously followed in order to improve the original situation, in addition with the different lean tools and principles that have defined the theoretical framework of the project. Thus, the initial scenario has been defined and quantified, and the relevance of the project for the company has been evaluated. It has been observed that one of the biggest areas for improvement, due to its high impact on OEE, was the batch change, so the project has focused on them. Subsequently, some goals have been established to be reached with the improvement project, in order to be able to benchmark the results obtained. Once it was clear, using techniques such as the "5-Why's" and the Ishikawa diagram, a selection of possible causes that affected the problem was successfully identified. To mitigate or eliminate these causes, countermeasures have been developed. These countermeasures have been implemented following a defined roadmap and the results from the final scenario have been monitored. Thanks to the implemented countermeasures, a very positive outcome has been obtained, reducing the batch change time from 72 minutes to 58 minutes, exceeding the nice-to-have target, and the SKU change time from 46,4 minutes to 41,8 minutes, reaching the must-have target. In order to maintain this improvement and to prevent it from reverting to the original situation, some control charts have been designed to identify any out-of-control observation, analyse it, and detect the possible causes. To continue striving for the best, some future development countermeasures have been designed and presented, ready to be implemented in the future by the company.
