## 1 Introduction  
Industries need to be more competitive in order to survive in the increasingly dynamic and global environment. For this reason, they require different methodological approaches to make their operations more efficient. Some problems that block such operations' efficiency and disable the ability to respond to the environment, could be administrative, financial, or a production process, among others. In this article, we will focus on improving such a production process.  
A process is any activity that occurs within the company [1] and, in this case, if there are problems in the processes, it is difficult to meet customer expectations in quality, delivery time, among others, which are qualities that are currently necessary. In addition, a process is a collection of activities that has one or more inputs and generates an output that adds value to the customer [2], which is also a process that could be seen as chains of activities and decisions [3]. According to [PERSON] and [PERSON] [4], the essence of process design is related to doing things in the \"correct\" way. Correct in this context refers to the process being efficient and effective. Efficiency refers to the fact that the customer's requirements must be met at the correct time.  
For [PERSON] [2], business must be viewed in terms of redesigning the process from the beginning to the end using resources that are available in the company. Using resources that the company has is important for industries in emergent economies that do not have money to invest, and desire major improvements in quality, flexibility, service levels, or productivity [5]. In our context, a business problem is not adequately employing the resources that the organization has: machinery, equipment, facilities, etc., to achieve a response to the client in terms of time, quality, and service.  
Being productive is related to different factors. Some of them are considered within this research work, since they were used precisely for the solution of the case study. Among them, there are adequate flows of the product, arrangements of the plant, and correct allocation of human-machine resources to the different activities that the process requires. Productivity can be defined as the number of outputs or finished products per unit of time [4,6]. Productivity can also be calculated by dividing item prices by their costs [7] and can be compared with past values from the same company for analysis. In this work, we will use the amount of production per unit of time, but we will use it to carry out analysis of different scenarios.  
The main objective of this article is describing a case study carried out in an industrial shoe company in the state of Hidalgo, Mexico. In this company, there were productivity problems caused by the poor flow of the product. To deal with it, the reengineering phases were applied and, through these, a proposal was presented, which was analyzed through simulation. The study company did not want to be identified in this article so it will be called \"the company\" from now on, but the result of this intervention was implemented. This article presents the applied methodology and the results found this work could help other companies that have no idea how to identify and solve problems within their organizations.  
The rest of the article is organized in the following sections. First is the literature review, which cites some works related to reengineering and simulation. Second, in Section 3, the materials and methods were described. The methodology is presented in Section 4 for Reengineering and Section 5 describes the simulation. In Section 6, the most important results are analyzed. Lastly, in Section 7, the conclusions of the work are given.