*3.2. Methodology*

As already mentioned, the company's problem was low productivity on line 1 of decorating. Through process reengineering, a proposal was made to improve certain production indicators such as: quantity of products obtained at the end of a work shift, use of resources, and the inventory in the process of each activity. Data was collected and statistical analysis was used to establish patterns of behavior. In this sense, production times were taken in the activities of line 1 of decorating, which served to carry out the simulation and, thus, compare the current design of Line 1 against the proposal. The following sections briefly describe the methodology executed with reengineering and simulation in each of the stages.

#### **4. Reengineering**

After reviewing the literature and, since there is not a sole-step series for the reengineering application [1,2,5], a methodology was adapted to serve the specific case of the company, which is shown in Figure 1. This methodology, with some variations, had already been designed and used by one of the authors in a global intervention at a company that manufactures bamboo panels [14,15].

**Figure 1.** Reengineering methodology elaborated by the author.

Each of these stages is described below.

#### *4.1. Identification of the Primary Objective of Reengineering*

After observation, analysis and discussion with senior management, and carrying out a focus group, it was determined that the objective of the reengineering would be to increase the productivity of the company's Line 1 of Decorating since it never reached the production goal. It is necessary to

mention that there was also another decorating line with the same machines and operations. Line 2 had achieved the production goals. Therefore, the problem of Line 1 was uncertain.
