The research analyzes frequent delays in order fulfillment within a Peruvian metalworking company. Based on production records, time studies, and root-cause analysis, three main contributors to additional operating time were identified: inefficient material handling, inadequate workplace organization, and rework associated with quality issues. These factors were used as operational drivers to design an improvement model integrating Standard Operating Procedures (SOPs), 5S, and Standardized Work, aiming to reduce variability in key processes such as cutting, internal transport, and assembly.

The study was conducted using a mixed-methods approach, combining time studies, value stream mapping, regulatory compliance analysis, and root cause identification through Lean tools. The findings reveal non-productive time associated with disorganized routes, unnecessary search activities, and inconsistent work sequences.

The model proposes reorganizing the operational environment through 5S, establishing standardized sequences for critical activities, and formalizing tasks through SOPs aligned with national technical standards. Validation demonstrated a reduction in cycle variability and a projected improvement in OTD performance. This work provides a methodological framework applicable to metalworking companies in emerging markets, offering practical tools to strengthen reliability, operational discipline, and responsiveness to customer demands.