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Lean Manufacturing Management for Occupational Health and Safety in Industrial Engineering Laboratories
(Gestión de Lean Manufacturing para la Seguridad y Salud laboral en laboratorios de Ingeniería Industrial
)
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Preserved in Zenodo DOI: https://doi.org/10.5281/zenodo.18141279 The Authors are responsible for the information in this article
Lean Manufacturing Management for Occupational Health and Safety in Industrial Engineering Laboratories
Luz Karen Flores Pérez 1 Víctor Genaro Rosales Urbano 1 *
Juan Valentín Leoncio Coasaca Portal 1
1 National University of San Marcos, Graduate School , Peru
*Correspondence contact: vrosalesu@unmsm.edu.pe
Received: 12/04/2025 Accepted: 12/24/2025 Published: 12/31/2025
ABSTRACT: Managing Lean Manufacturing enhances occupational safety and health in the industrial engineering laboratory. Objective:
To determine the effects of safety and Lean techniques. Methodology: A pre-experimental design was applied, with a non-probabilistic
sample of Peruvian small and medium-sized metalworking enterprises selected by the Machine Tools Laboratory (LMH) – UNMSM, using
parametric tests and the Wilcoxon test. Results: Lean manufacturing improves occupational safety and health management in the LMH;
additionally, as the months from January to July 2025 of the academic cycles progressed, standard procedures decreased (expressed by an
adjusted slope of −0.0532), as required by standardization, showing a lower slope than preventive measures. Conclusions/Contributions:
Safety and Lean techniques make it possible to achieve competitive advantages and reduce occupational losses.
Keywords: Management, lean manufacturing, occupational health, laboratories
Gestión de Lean Manufacturing para la Seguridad y Salud laboral en laboratorios de Ingeniería Industrial
RESUMEN. Gestionar Lean Manufacturing genera la seguridad y salud laboral en el laboratorio de ingeniería industrial. Objetivo: Determinar
las consecuencias de la seguridad y las técnicas de Lean. Metodología: Con diseño preexperimental, muestra no probabilística a pequeñas
y medianas empresas metalmecánicas peruanas seleccionadas por Laboratorio de Máquinas y Herramientas (LMH) - UNMSM con pruebas
de parametricidad y Wilcoxon. Resultados: El Lean manufacturing mejora la gestión de seguridad y salud en el trabajo en el LMH; además
a medida que transcurren los meses desde enero a julio del 2025 de ciclos académicos los procedimientos estándares disminuyeron
(expresado por una pendiente ajustada de -0.0532) debido a que la estandarización así lo requirió, con una pendiente menor que las
medidas de prevención Conclusiones/Aportes: La seguridad y las técnicas de Lean permiten lograr ventajas competitivas y reducir
perdidas laborales.
Palabras clave: Gestión, lean manufacturing, salud laboral, laboratorios
Gestão do Lean Manufacturing para a Segurança e Saúde Ocupacional em Laboratórios de Engenharia Industrial
RESUMO: A gestão do Lean Manufacturing promove a segurança e a saúde ocupacional no laboratório de engenharia industrial. Objetivo:
Determinar as consequências da segurança e das técnicas Lean. Metodologia: Foi aplicado um desenho pré-experimental, com uma
amostra não probabilística de pequenas e médias empresas metalmecânicas peruanas selecionadas pelo Laboratório de Máquinas e
Ferramentas (LMH) – UNMSM, utilizando testes de parametricidade e o teste de Wilcoxon. Resultados: O Lean manufacturing melhora a
gestão da segurança e saúde no trabalho no LMH; além disso, à medida que os meses de janeiro a julho de 2025 dos ciclos acadêmicos
avançaram, os procedimentos padrão diminuíram (expressos por uma inclinação ajustada de −0.0532), conforme exigido pela padronização,
apresentando uma inclinação menor do que as medidas de prevenção. Conclusões/Contribuições: A segurança e as técnicas Lean
permitem alcançar vantagens competitivas e reduzir perdas ocupacionais.
Palavras-chave: Gestão, lean manufacturing, saúde ocupacional, laboratórios
Gestion du Lean Manufacturing pour la Sécurité et la Santé au Travail dans les Laboratoires de Génie Industriel
RÉSUMÉ: La gestion du Lean Manufacturing favorise la sécurité et la santé au travail dans le laboratoire de génie industriel.
Objectif : Déterminer les effets de la sécurité et des techniques Lean. Méthodologie : Un design pré-expérimental a été appliqué, avec un
échantillon non probabiliste de petites et moyennes entreprises métallomécaniques péruviennes sélectionnées par le Laboratoire de
Machines-Outils (LMH) – UNMSM, en utilisant des tests de paramétricité et le test de Wilcoxon. Résultats : Le Lean manufacturing améliore
la gestion de la sécurité et de la santé au travail au LMH ; en outre, à mesure que les mois de janvier à juillet 2025 des cycles académiques
progressaient, les procédures standard ont diminué (exprimées par une pente ajustée de −0.0532), conformément aux exigences de la
standardisation, présentant une pente inférieure à celle des mesures de prévention.
Conclusions/Apports : La sécurité et les techniques Lean permettent d’obtenir des avantages concurrentiels et de réduire les pertes
professionnelles.
Mots-clés : Gestion, lean manufacturing, santé au travail, laboratoires
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1. Introduction
Lean Manufacturing (LM) management for Occupational Health and Safety (OHS) in Industrial
Engineering laboratories emerges as an essential strategic approach to optimize operational
processes in educational environments highly exposed to industrial risks, where the integration
of lean principles not only increases efficiency, but also prioritizes accident prevention and the
promotion of a safe and sustainable work environment. In the Machine and Tool Laboratory
(LMH) of the Faculty of Industrial Engineering at the National University of San Marcos (UNMSM),
a space dedicated to practical training in machining and manufacturing with 17 semi-automatic
machines (including 7 CNC and 10 with operator-machine interaction), operators and students
face persistent threats such as excessive noise, mechanical vibrations, cuts, snags, entrapments,
particle projections, friction, abrasion, burns, and even fire risks, resulting in recurring accidents
such as falls and blows, aggravated by multifactorial factors such as operator overconfidence,
presence of unnecessary materials in the area, lack of cleanliness and order, absence of adequate
signage in transit areas, unsafe work procedures, and excess inventory that obstructs the
operational flow.
These challenges are not isolated, as they reflect global problems reported by the International
Labour Organization (ILO, 2023), which documents 2.6 million annual deaths from work-related
illnesses and 11 million accidents in Latin America, as well as local data from the National
Superintendency of Labor Inspection (Sunafil) showing 14,086 fatal accidents in Peru during 2023
(Gestión, 2023). This underscores the urgent need to implement models like LM (Laboratory
Management) to mitigate these risks in educational laboratories. This research directly addresses
the general problem of how LM management improves occupational safety and health (OSH) in
industrial engineering laboratories, focusing on specific issues: organizing the work area to
establish safe conditions that minimize unnecessary exposures, standardizing procedures to
promote safe and repeatable work that reduces human error, and visual management for the
effective dissemination of preventive measures that promotes awareness and regulatory
compliance.
The justification for this management approach is based on multiple dimensions: theoretically, it
relies on the demonstrated synergy between Manufacturing and Occupational Safety and Health
(OSH), where continuous improvement and respect for people eliminate waste that generates
ergonomic and operational risks (Montero, 2016; ILO, 2023); practically, Manufacturing reduces
non-value-added activities such as overproduction, excess inventory, and unnecessary
movements, which often cause lower back injuries, distractions, and process defects (Rajadell,
2021); methodologically, it integrates theoretical and practical learning in a pilot manufacturing
process, validating efficiency and safety indicators to reinforce student understanding and
pedagogical effectiveness; and socially, it prepares future industrial engineers for competitive
work environments, fostering sustainable practices that minimize environmental impacts by
reducing waste of materials, time, and energy, thus contributing to the development of a skilled
workforce aware of its responsibility in OSH.
The overall objective is to implement Lean Management (LM) to strengthen Occupational Safety
and Health (OSH) at the UNMSM Laboratory of Mechanical and Hydrographic Sciences (LMH)
during 2024, with specific objectives aimed at organizing the work area to achieve safe conditions,
standardizing operating procedures to perform work safely, and establishing visual management
for the proactive dissemination of safety measures. This approach not only innovates operational
management in Industrial Engineering laboratories but also establishes a replicable paradigm
that links lean efficiency with workplace safety, promoting educational environments where risk
prevention is integral to the training process, aligned with modern industrial demands, and
contributing to the overall reduction of workplace incidents in similar contexts.
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2. Methodology
The management of Lean Manufacturing for Occupational Health and Safety in Industrial
Engineering laboratories was investigated using an explanatory and applied approach, with a pre-
experimental quantitative design that allowed for the evaluation of the impact of Lean
Manufacturing intervention on OHS through sequential phases: an initial measurement (pre-test)
of OHS indicators to establish the baseline, the controlled application of Lean Manufacturing
techniques as an experimental intervention, and a final measurement (post-test) to compare
changes and validate improvements. To arrive at answers regarding how Lean Manufacturing
optimizes OHS, hypotheses were formulated: the general hypothesis postulates that Lean
Manufacturing improves OHS management in laboratories, while the specific hypotheses state
that the organization of the area promotes safe conditions, standardization improves safe work
practices, and visual management effectively disseminates safety measures.
The variables were precisely operationalized, defining LM as the independent variable with
dimensions such as organization (evaluated by 5S audits), standardization (by number of
implemented procedures), and visual management (by displayed elements), and OSH as the
dependent variable with indicators such as accident rate (calculated by frequency and severity),
substandard conditions, safe work analysis, and preventive measures. The population was limited
to 5,017 small and medium-sized metalworking companies in Peru, selecting LMH-UNMSM as a
non-probability sample based on criteria of operational representativeness and the presence of
OSH systems. Data collection was carried out systematically, integrating direct observation and
on-site interviews to capture real-world dynamics, along with analysis of secondary records such
as inventories, production reports, and OSH documentation, collected during 2023–2024 and
organized in digital databases for processing.
The analysis was conducted using descriptive statistics to identify trends, parametric tests to
verify assumptions, and non-parametric tests such as the Wilcoxon signed-rank test (α=0.05) to
validate hypotheses when parametric conditions were not met. Instrument validation was
performed using Cronbach's alpha to ensure reliability. The theoretical framework was developed
by reviewing national and international precedents to contextualize the application of LM in OSH
(Occupational Safety and Health). The theoretical foundations focused on LM as a comprehensive
waste elimination system, adapted to the educational context through adjustments to techniques
such as Value Stream Mapping (VSM), 5S, autonomous maintenance, standardized work, and
synchronization with Kanban/Heijunka.
Indicators were measured iteratively, modifying Overall Equipment Effectiveness (OEE) to
include OSH factors and employing audits to monitor progress. The pilot process was executed by
manufacturing a specific product to simulate real operations, while the initial diagnosis identified
inefficiencies and risks to guide the improvement plan, which was implemented sequentially to
stabilize, standardize and synchronize operations, allowing robust conclusions to be drawn about
the effectiveness of LM in improving SST in Industrial Engineering laboratories.
3. Results
3.1. Descriptive Results
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Table 1. Waste in the manufacturing process
Source: Own elaboration, year 2024
Table 1 shows the results indicating that the main waste in the manufacturing process is waiting,
at 25.00%, which represents significant downtime that affects the efficiency of the production
system. Unnecessary processes are the second largest source of waste (19.23%), highlighting
activities that do not add value to the final product. Defects account for 17.31%, reflecting quality
problems that generate rework and resource losses. Similarly, waste due to motion (15.39%) and
transportation (13.46%) suggests an inefficient layout of the work area and poorly optimized
operational flows. Finally, unused talent represents the smallest percentage (9.61%), indicating
opportunities for improvement in leveraging employee capabilities.
3.1.1. Application of lean manufacturing in the educational context.
Table 2 presents the relevant aspects that differentiate lean manufacturing at the industrial level
from the educational level. Lean manufacturing in the educational context does not aim to produce
more, but to teach better.
Table 2. Differences between industrial and educational applications of lean manufacturing.
Source: Own elaboration, 2024.
Table 2 shows that the deployment of Lean manufacturing operational techniques in an
educational context involving a pilot manufacturing process is guided by a generic procedure of
cumulative value stages, creating synergy between operational practices. Hernández and Vizán
(2013) published a generic roadmap in this regard.
In accordance with the characteristics of the pilot manufacturing process, Table 3 presents a
contribution related to the adaptation of operational techniques and Lean Manufacturing methods
that must be adapted to the manufacturing practices scenario, without altering the content of
industrial training and education.
Table 3. Adaptation of Lean manufacturing techniques to the educational context.
Type of waste
Percentage (%)
Wait
25.00
Unnecessary processes
19.23
Defects
17.31
Motion
15.39
Transport
13.46
Unused talent
9.61
Aspect
Industrial (production) application
Educational application (pilot process)
Purpose
Increase efficiency and improve
profitability
Improve the learning process, safety, and
understanding of work organization
Expected
results
Economic and operational benefit
Development of technical and organizational skills in
students
Management
approach
Productivity and delivery time control
Diagnosis and continuous improvement of the
teaching-learning environment.
Indicators
OEE, waste, lead time, operational
productivity
Educational OEE, learning time, safety and well-being,
team performance
Participants
Skilled workers and technicians
Teachers, assistants and students
Technique
Educational adaptation
Aim
5S
Order, cleanliness and discipline in the
practice area.
Safety and efficiency in teaching
Autonomous
maintenance
Proper machine inspection by students
before/after practical sessions.
Technical responsibility and failure
prevention
Kanban/heijunka/Visu
al control
Representation of learning flows
(operations, times, waiting).
Identify improvements in the
sequence and timing of practice
Educational VSM
Representation of the learning flow.
Locate the problems in the operations
area of the pilot process
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Source: Author's own work, 2024
Table 3 shows that Lean manufacturing (LM), which optimizes operational performance, is not
exclusive to the commercial or industrial sectors. Therefore:
Adapting lean manufacturing in the educational field is legitimate and consistent with
professional learning objectives.
The application of lean manufacturing does not alter the structure of the content or the nature of
the courses, but rather enriches the content by linking theory and practice in a real system.
3.2. Inferential Results
Based on the question: Does Lean manufacturing improve the management of Occupational
Health and Safety in the Machine and Tool Laboratory?
Statement of the null hypothesis (Ho) and the alternative hypothesis (H1).
Ho: Lean manufacturing does not improve the management of Occupational Health and Safety in
the Machine and Tool Laboratory.
H1: Lean manufacturing improves the management of Occupational Health and Safety in the
Machine and Tool Laboratory.
Table 4. Hypothesis testing: Parametricity test of the hypothesis
Source: SPSS program version 27, 2024
The results in Table 4 indicate a normal distribution, but there is no homogeneity of variances.
Therefore, they do not meet the conditions for parametricity. It was decided to use the non-
parametric Wilcoxon test to test the hypothesis .
Table 5. Wilcoxon test for the hypothesis
Source: SPSS program version 27, 2024
Table 5 shows that the significance level of the Wilcoxon test is less than 0.05, therefore Ho is
rejected. H1 is accepted: Lean manufacturing improves the management of Occupational Safety
and Health in the Machine and Tool Laboratory , with a 95% confidence level.
3.3. Prevention measures .
Educational OEE
It measures the operability of machines and
equipment
Detection of errors and irregularities
in the operation
variable
Statistical test
Independent
Dependent
OEE
accident rate
Normality: Shapiro Wilks
H0 = The data fit a normal distribution
H1= The data do not fit a normal distribution
EITH
ER
0.9324
0.9498
Next.
0.6564
0.8318
Equality of variances: t student
Ho= There is no homogeneity between the groups
H1= There is homogeneity between the groups
t
12.21
Next.
< 0.01
Related samples
OEE - Accident Rate
Z
-2.366
Next.
0.018
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The results of monitoring the prevention measures are presented in Figure 1.
Figure 1. Prevention measures from January to July of the year 2025
Source: Author's own work, 2025
In Figure 1, it can be interpreted that as the months passed from January 2025, the prevention
measures decreased (expressed by an adjusted slope of -0.0709) because the results of the
monitoring of the prevention measures required it, thus indicating that prevention measures
should be inherent in industrial processes .
Standard procedures
During the investigation, the current practice guidelines were standardized, which allowed the
establishment of standard documents with activities and tasks to be carried out with a revised
and established guide (Figure 2).
Figure 2. Standardized operations
Source: Author's own work, 2025
In Figure 2, it can be interpreted that as the months passed from January 2025, the Standard
Procedures decreased (expressed by an adjusted slope of -0.0532) because standardization
required it, with a slope lower than the prevention measures
3.3.1. Job Safety Analysis (JSA).
15 12 85342
y = -0.0709x + 3250.7
R² = 0.8882
0
5
10
15
20
25
30
Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25
15
10 86545
y = -0.0532x + 2442.4
R² = 0.8033
0
2
4
6
8
10
12
14
16
18
20
22
24
Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25
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The ATS was performed to validate the procedures of the Machine and Tool Laboratory (MTL)
operations with the purpose of discovering potential hazards in the manufacturing process, in
order to minimize occupational risks in the MTL, shown in figure 3:
Figure 3. Job Safety Analysis (JSA)
Source: Author's own work, 2025
In Figure 3. The ATS was carried out to validate the procedures of machine and equipment
operations with the purpose of discovering potential hazards in the manufacturing process, to
minimize occupational risks, with the lowest value being in the month of May of the year 2025
(because the vertex of the fitted quadratic equation agrees), that is, almost at the end of the first
semester of the period considered.
4. Discussions
Since 2020, the scientific literature has consistently reinforced the idea that integrating Lean
practices with occupational health and safety management contributes to both worker safety and
organizational competitiveness. Recent research demonstrates that implementing Lean models
explicitly adapted to occupational health and safety (Lean-OHS) promotes a safer work
environment and improves working conditions by reducing hazards and risks through continuous
improvement cycles, which in turn translates into higher levels of productivity and operational
efficiency. Studies such as that by Ulu and Birgün (2024) implemented a Lean-OHS model in a
university laboratory, demonstrating that applying Lean principles to safety management
significantly reduced workplace hazards and improved working conditions, supporting the notion
that integrated safety is not an additional cost but rather a driver of productivity within
production processes. In the context of Lean Manufacturing management for occupational health
and safety in industrial engineering laboratories, the findings reinforce the sequential generic
route proposed by Hernández and Vizán (2013), where the integration of operational techniques
generates synergies that avoid failures in isolated implementations.
In addition, systematic research has found that adopting Lean principles related to ergonomics
and process standardization reduces workplace risks and strengthens the competitiveness of
micro and small businesses by decreasing downtime and operational errors. These findings
underscore that Lean not only optimizes workflows but can also directly contribute to the physical
health and well-being of workers when implemented holistically. Furthermore, recent literature
20
10 87656
y = 0.0008x 2 - 72.81x + 2E+06
R² = 0.9175
0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25
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reviews have highlighted that Lean tools such as 5S, TPM, and value stream mapping not only
reduce waste and downtime but also interact with existing safety systems to create more
organized and, therefore, safer environments, supporting operational continuity and improving
key performance indicators.
Furthermore, reviews of quantitative and analytical studies reveal that the implementation of
occupational safety and health programs integrated into the organizational culture—especially
when linked with Lean practices—has a positive and significant impact on productivity,
suggesting that safety outcomes improve when these programs are not isolated but part of the
core of the company's operational strategy.
In terms of competitiveness, conceptual research on Lean Six Sigma in sectors such as healthcare
has suggested that the combination of quality management and Lean methodologies can
strengthen competitive advantages by promoting continuous improvements in both efficiency
and safety and management results.
Chan and Tay (2018) on combining kaizen tools for practical applications. The operational
efficiency, raised to 75.95% with a 19.38% increase and a 16.63% reduction in cycle time, is
explained by the systematic elimination of waste such as waiting and unnecessary processes,
aligning with Rajadell's (2021) lean approach for flexible production environments.
In standards as a basis for improvement and Castillo (2022) in production processes with +18%
productivity, León et al. (2023); also in some engineering fields, according to Reyes C (2014)
Implementation of Lean Manufacturing tools in the production area of Reyes Industria Textil is
applicable and of relevant importance, aligning with global strategies (ILO, 2023; Oficem, 2008 in
good practices)
5. Conclusions
It is evident that integrating occupational health and safety management with Lean Manufacturing
techniques is a key factor in achieving sustainable competitive advantages in production systems.
Effective safety management not only contributes to reducing accidents and occupational
illnesses but also improves operational continuity, employee performance, and overall process
efficiency.
Furthermore, the systematic implementation of Lean tools allows for the identification and
elimination of waste, the optimization of resource use, and the reduction of labor losses associated
with downtime, rework, and operational failures. Taken together, the strategic alignment between
safety and Lean strengthens organizational management, increases productivity, and promotes
safer and more efficient work environments.
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Contributions of the co-authors: All co-authors have contributed to this article by mutual
agreement and are responsible for all information contained therein.
Luz Karen Flores Pérez (33.3%): Conceptualization, Data Curation, Formal Analysis.
Victor Genaro Rosales Urbano (33.3%): Resources, Methodology, Software, Writing – original
draft.
Juan Valentín Leoncio Coasaca Portal (33.3%): Writing – review and editing, Supervision,
Validation and Visualization.
Research funding: With own resources.
Declaration of absence of conflict of interest: The authors declare that we have no conflict of
interest that may have influenced the results obtained or the interpretations proposed.
Informed consent statement: The study was conducted in accordance with the Code of Ethics
and Good Publication Practices.
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