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Melhoria de processos numa indústria de vidro de embalagem
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As metodologias de melhoria contínua têm ao longo dos anos assumido um papel
crescente nas empresas e organizações, derivado do facto de o desafio ser a melhoria dos
processos internos de forma rápida e consistente. As ferramentas associadas à filosofia
Lean
têm por objetivo identificar os desperdícios em processos e desenvolver sistemas capazes de
criar valor eliminando esses desperdícios e utilizando o mínimo de recursos.
Neste âmbito foi realizado um estudo de melhoria de processos em três áreas funcionais
da unidade industrial SBVidros, parte do Grupo Vidrala, empresa do ramo da indústria de vidro
de embalagem. Para a primeira área funcional em estudo, foi desenvolvida e implementada a
metodologia
Lean 5S para organização do armazém de aprovisionamentos, nomeadamente
no fluxo de entrada e saída de materiais, controlo de materiais, limpeza, instruções de trabalho
e identificação de materiais e locais de trabalho. Para a segunda área funcional, no processo
de tratamento de superfície a quente, foram propostas melhorias nas instruções de trabalho e
na atuação dos departamentos envolvidos no controlo dos níveis de consumo de recursos
nesta área produtiva. Por fim, no armazém de produto acabado, foi desenvolvido um modelo
de controlo de materiais de embalagem auxiliado de um sistema
Kanban que visou libertar
espaço para armazenagem de produto acabado. Com a aplicação das melhorias propostas foi
possível obter resultados ao nível da organização do espaço e da redução de tempos de
trabalho no armazém de aprovisionamentos. Além disso, foi possível reduzir os custos
associados ao processo de tratamento de superfície a quente e, por fim, com o modelo de
gestão de materiais de embalagem, conseguiu-se libertar espaço para a armazenagem de 750
paletes de produto acabado, traduzindo-se numa redução de custos.
Continuous improvement methodologies have increasingly played a growing role in companies and organizations over the years, driven by the challenge of improving internal processes in a fast and consistent manner. The tools associated with the Lean philosophy aim to identify waste in processes and develop systems capable of creating value by eliminating that waste and utilizing minimal resources. In this context, a process improvement study was conducted in three functional areas of the SBVidros industrial unit, part of the Vidrala Group, a company in the glass packaging in- dustry. For the first functional area under study, the Lean 5S methodology was developed and implemented to organize the supply warehouse, specifically in the flow of incoming and out- going materials, material control, cleaning, work instructions, and identification of materials and workstations. For the second functional area, in the hot end coating process, improve- ments were proposed to the work instructions and the involvement of departments in control- ling the consumption levels of the treatment in this production area. Lastly, in the finished product warehouse, a material control model for packaging was developed, supported by aKanban system, to free up space for storing finished products. With the implementation of the proposed improvements, it was possible to achieve results regarding space organization and the reduction of working times in the supply warehouse. Additionally, it was possible to reduce costs associated with the hot ending coating process, and finally, with the packaging material management model, space was freed up for the storage of 750 finished product pallets, leading to a reduction in storage costs.
Continuous improvement methodologies have increasingly played a growing role in companies and organizations over the years, driven by the challenge of improving internal processes in a fast and consistent manner. The tools associated with the Lean philosophy aim to identify waste in processes and develop systems capable of creating value by eliminating that waste and utilizing minimal resources. In this context, a process improvement study was conducted in three functional areas of the SBVidros industrial unit, part of the Vidrala Group, a company in the glass packaging in- dustry. For the first functional area under study, the Lean 5S methodology was developed and implemented to organize the supply warehouse, specifically in the flow of incoming and out- going materials, material control, cleaning, work instructions, and identification of materials and workstations. For the second functional area, in the hot end coating process, improve- ments were proposed to the work instructions and the involvement of departments in control- ling the consumption levels of the treatment in this production area. Lastly, in the finished product warehouse, a material control model for packaging was developed, supported by aKanban system, to free up space for storing finished products. With the implementation of the proposed improvements, it was possible to achieve results regarding space organization and the reduction of working times in the supply warehouse. Additionally, it was possible to reduce costs associated with the hot ending coating process, and finally, with the packaging material management model, space was freed up for the storage of 750 finished product pallets, leading to a reduction in storage costs.
Descrição
Palavras-chave
Melhoria contínua Indústria vidreira Filosofia Lean 5S Redução de desperdícios