## 4 Results
### Scenario Simulation  
Values of the critical variables of the model are set, representing the conditions in which the organization may run into and, thus, know the behavior of the variables involved in the process. Normal scenario: To carry out the simulation, the real variable values of the current process were set, and the process was run with consumer demand of 25 packages/day. The simulated production and model yielded 25 packages in the conservation warehouse for Type 1; the local production had a cycle time of 0.65 h. For package types 2 and 3, zero packages were obtained in the conservation warehouse, when currently these types of packages had not been ordered. Pessimistic scenario: This scenario takes place when no consumer demand has been placed, that is, none of the packages were ordered, so no production order exists. Optimistic scenario: On the one hand, to simulate the optimistic scenario, the VSM tool was used. Starting from the current VSM previously performed, a future was formulated, in which by the Lean Startup methodology the future of the company was visualized, taking as a basis all the Lean Manufacturing techniques. In the VSM outline under the current situation, a significant part of the process time was observed consumed by raw matter transport from the warehouse to the production area. After detecting this problem, the decision was taken to implement a supermarket close to the production area, which would contain the raw matter for a whole day and decrease the distances run by the material managers. On the other hand, the decision was taken to separate dry and cold products, taking care of food innocuousness and the cold chain. This decision initiated the creation of a concentration area, whose function would be to gather the portions of the dry and cold products that form the final package. To avoid a bottleneck in the production lines, a supermarket of final products was established, where the operator would place a portion of dry products while waiting for the cold ones to concentrate them in the same package. It should be mentioned that during the creation of the new scenario, cold product packaging production was considered out of reach in the current project, but its inventory was considered, as shown in Figure 7.  
Figure 7 shows that to achieve the functioning of supermarkets, Kanban cards were used, either production, withdrawal, or withdrawal per lot cards. For better control of Kanban cards, a Heijunka box should be used, which functions by means of a pitch that refers to the time in which each Kanban card should be moved to use them efficiently. The movement of Kanban cards starts in the conservation area process where the employee in this area takes a withdrawal card from the Heijunka box, takes the quantity established by the card from the supermarket, and works with it. Once the supermarket is discharged, the production operator proceeds to take the production cards and performs what is required on the card, filling out again the supermarket from the concentration area. Once the packer uses all the raw matter by means of production cards, he/she performs picking from the supermarket the raw matter as indicated on the card. To supply the supermarket with the raw matter, a Kanban card lot type is used, indicating that the supply is only once for the raw matter used for the whole day. This card is sent to the production and logistics area where they send the raw matter requirements to the supply link for the warehouse, closing, in this manner, the cycle of using Kanban cards. One of the main improvements of the process is found in the processing times that decreased by 38.42%, achieving being able to establish them in 57.7 s. This result was due to the change of picking activity by implementing the raw matter supermarket. Another activity that benefitted was the packaging, with the reduction of 8 s in their work, which was achieved by using Kanban cards since they generate more organized work.