More than 25 years of presence in the market, dedicated to aluminum casting, as well as related products and services. With more than ten years exporting to countries in the region and the US and proud to be strategic partners in the development and supply of aluminum-based products and services for leading companies in different industry sectors, such as Home Appliances, Fishing, Industrial Ventilation, Mining, Lighting, Footwear, Consumer Plastic, Electrification and Metal Mechanics. It produces more than 60 tons of castings. They have 130 collaborators and a production of more than 40 tons per year.

• Certification to the 7 key leaders of the Organization in Orange Ribbon in Innovation Management System, under the ISO 56002 standard, jointly by IAOIP (International Association of Innovation Professionals), 20-20 Innovation and PCA innovation.
• Determination of the situation of the Internal and External Context for Innovation (COTO), including trends, SWOT, culture and cooperation, and innovation ecosystems.
• Determination of the main technology inventory of the sector, including emerging technology, growth, maturity and saturation.
• Definition of the strategic innovation plan, including: innovation purpose and vision, innovation strategic areas (drivers) and their respective expected future outcomes, main expected innovation impact measurements and determination of the innovation scope.
• Support for the development of leadership and the culture of innovation, including the definition of the innovation policy and the measurement, feedback and closing of gaps with our innovation culture system © PCAinnovation.
• Establishment of the innovation governance system, including the strategic management team, the innovation management office, the innovation research office, the innovation design and execution teams, and the participation of staff in the innovation process. innovation.
• Development of a communication plan and deployment of the culture of innovation, including communication and reinforcement of the culture of innovation and activities for the promotion and participation of the labor force.
• Strengthening the competencies of innovation teams, using the ©PCAinnovation innovation competencies model, analyzing results, providing feedback and support in the design of a plan to close competency gaps for innovation teams.
• Implementation of the innovation portfolio including: the process of determining innovation opportunities, definition of ideas, concepts and solutions, initial prioritization of detected opportunities, validation of opportunities with clients using “Jobs to be done” and people matrix (desing thinking), enriching innovation projects with external experts (open innovation), prioritizing the project portfolio using three key indicators: strategy alignment, sustainability (risks x expected payback x ease of implementation) and attractiveness of the project (growth, speed of scalability, international markets, etc.).
• Initially through analysis of unmet market opportunities, trend analysis, technology inventory and other type of strategic analysis, the innovation teams found 30 different innovation opportunities, which after the initial prioritization analysis were reduced to 4 development projects. horizon III innovation (adjacencies) III and IV and a horizon II project. The policies for prioritizing the portfolio of innovation projects were defined. Prototypes and financial calculations and measurements of TIR, ROI, payback and other financial data were developed and the development process, pilot production and market test were defined to measure effectiveness, results and validation of the value created for clients, all of this included in the project charters with their respective MVPs, Sprints, Costs and Risks.
• The projects developed and selected were:
• 3d printing to replace the casting process,
• Electric bicycle factory to create a culture of urban mobility in Peru,
• Impregnation of cast parts to guarantee tightness and
• Injection automation with robots and machine learning for injection automation.
• Development of the GAP analysis of the Innovation Management System of Alianza Metalúrgica compared against the practices of the ISO 56002 innovations management system, finding gaps and determining action plans and quick fixes to close said gaps.

• Creation of three new business units and from the opportunity to its development, supporting significant growth in the organization’s revenue today and mainly in the future.
• Establish the processes of the innovation management system, the innovation management office, the governance and leadership system, and the culture of innovation, in order to ensure that innovation is systematic and systemic.
• Implement the operational processes of innovation, including idea management and portfolio of innovation projects, as well as the support processes necessary for their implementation.