This article addresses the problem of low efficiency and productivity losses in a small company in the metalworking sector in Peru, which represents 11.2% of the country's manufacturing GDP (Gross Domestic Product), specialized in the manufacture of laboratory equipment for the mining industry. The production of grinding plates with dough was identified as a critical line, presenting low performance reflected in an OEE (Overall Equipment Effectiveness) of 61.9%, well below the industry standard (85%). This inefficiency represented an approximate annual economic loss of USD 65,250. To address this problem, a structured improvement model was implemented based on two key Lean Manufacturing tools: Total Productive Maintenance (TPM), applying autonomous maintenance, preventive maintenance, and training; and the SMED (Single -Minute Exchange of Die) methodology, focused on reducing setup times on CNC lathes. The integration of these methodologies aimed to improve operational efficiency, reduce downtime, and strengthen the company's capacity to respond more competitively to sector demand, with a projected payback period of one year. With an OEE improvement of 69.7%, this improvement proposal represents a key strategy for boosting productivity, reducing operating costs, and ensuring the company's sustainability in the Peruvian metalworking industry.