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Proposta de Melhorias na Marcação Corticeira: Estudo de caso
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A presente dissertação é realizada na Corticeira Amorim, atual líder mundial do setor da cortiça e tem
como objetivo a proposta de Melhorias no setor da Marcação da Portocork.
A Unidade Industrial da Portocork à semelhança do grupo Amorim procura executar as melhores
práticas em melhoria contínua por forma a garantir a inovação e a melhoria dos seus processos e
produtos.
É neste contexto que se insere a presente dissertação onde após uma revisão bibliográfica foi possível
melhorar o setor da Marcação da Porto Cork tendo por base o ciclo PDCA.
Primeiramente, e tendo em conta uma base de dados de vendas utilizou-se a revisão contínua para
fazer o cálculo do stock de segurança e do ponto de encomenda de cada artigo da Porto Cork. De
seguida, o Ponto de Encomenda foi inserido em SAP para fornecer ao Planeador de Produção a
informação relativamente ao momento em que necessita de colocar uma encomenda. Para além disso
e após a aplicação da revisão contínua foram identificados e libertados do setor cerca de 29 referências
totalizando cerca de 2 088 735 rolhas, que não tiveram consumo no período em questão ou este foi
muito reduzido.
Seguidamente, foi aplicada a ferramenta Lean SMED com o intuito de reduzir o tempo de troca de
ferramenta das máquinas da Marcação: máquina a fogo (topos), máquina a fogo (corpo), máquina a
laser e máquina a tinta. A redução do tempo de setup foi cerca de: 4 minutos e 55 segundos no caso
da máquina de fogo (topos); 2 minutos e 59 segundos no caso da máquina de fogo (corpo); 3 minutos
e 46 no caso da máquina a laser e 3 minutos e 22 segundos no caso da máquina a tinta. Os resultados
foram muito satisfatórios e ainda foi possível reduzir tarefas externas como o tempo de procura de uma
marca a fogo, através da aplicação de 5S possibilitando a redução do mesmo em cerca de 88% e ainda
o tempo de deslocação do operador ao stock que através da criação de um stock de abastecimento à
Marcação alimentado por um meio Logístico foi possível reduzir entre cerca de 30 e 40% o tempo de ir
buscar rolhas ao stock.
Por fim, foram introduzidas normas de limpeza ao setor da Marcação, Tratamento e Embalagem com
o intuito de obter a certificação FSSC 22000 e foi proposto um modelo que visa a uniformização dos
códigos das marcas de fogo do setor.
This dissertation is held at Corticeira Amorim, the current world leader in the cork sector and aims to propose improvements in the Portocork Marking sector. Porto Cork's Industrial Unit, like the Amorim group, seeks to implement best practices in continuous improvement in order to guarantee innovation and the improvement of its processes and products. It is in this context that this dissertation is inserted, where after a bibliographic review it was possible to build a model based on the Lean PDCA cycle in order to improve the Portocork Marking sector. Firstly, and taking into account a sales database, continuous review is used to calculate the security stock and the order point for each Porto Cork item. Then the Order Point is inserted into SAP to provide the Production Planner with information regarding the moment when he needs to place an order. In addition, after the application of the continuous review, about 29 references were identified and released from the sector, totaling about 2,088,735 stoppers, which had no consumption in the period in question or it was very low. Additionally, the Lean SMED methodology is applied in order to reduce the tool change time of the Marking machines: fire machine (tops), fire machine (body), laser machine and ink machine. The reduction in the setup time was about: 4 minutes and 55 seconds in the case of the fire machine (tops); 2 minutes and 59 seconds in the case of the fire machine (body); 3 minutes and 46 minutes for the laser machine and 3 minutes and 22 seconds for the ink machine. The results were very satisfactory and it was still possible to reduce external tasks, such as the time to search for a fire brand, through the application of 5S, making it possible to reduce it by about 88% and also the time the operator travels to the stock that through from the creation of a supply to the Marking system fed by a logistical mean, it was possible to reduce the time to fetch corks from the stock by between 30 and 40%. Finally, cleaning standards were introduced to the Marking, Treatment and Packaging sector in order to obtain FSSC 22000 certification and was proposed a model to standardize fire brand codes.
This dissertation is held at Corticeira Amorim, the current world leader in the cork sector and aims to propose improvements in the Portocork Marking sector. Porto Cork's Industrial Unit, like the Amorim group, seeks to implement best practices in continuous improvement in order to guarantee innovation and the improvement of its processes and products. It is in this context that this dissertation is inserted, where after a bibliographic review it was possible to build a model based on the Lean PDCA cycle in order to improve the Portocork Marking sector. Firstly, and taking into account a sales database, continuous review is used to calculate the security stock and the order point for each Porto Cork item. Then the Order Point is inserted into SAP to provide the Production Planner with information regarding the moment when he needs to place an order. In addition, after the application of the continuous review, about 29 references were identified and released from the sector, totaling about 2,088,735 stoppers, which had no consumption in the period in question or it was very low. Additionally, the Lean SMED methodology is applied in order to reduce the tool change time of the Marking machines: fire machine (tops), fire machine (body), laser machine and ink machine. The reduction in the setup time was about: 4 minutes and 55 seconds in the case of the fire machine (tops); 2 minutes and 59 seconds in the case of the fire machine (body); 3 minutes and 46 minutes for the laser machine and 3 minutes and 22 seconds for the ink machine. The results were very satisfactory and it was still possible to reduce external tasks, such as the time to search for a fire brand, through the application of 5S, making it possible to reduce it by about 88% and also the time the operator travels to the stock that through from the creation of a supply to the Marking system fed by a logistical mean, it was possible to reduce the time to fetch corks from the stock by between 30 and 40%. Finally, cleaning standards were introduced to the Marking, Treatment and Packaging sector in order to obtain FSSC 22000 certification and was proposed a model to standardize fire brand codes.
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Palavras-chave
Cortiça Rolhas Gestão de Stocks Lean Melhoria Contínua SMED