A carregar...
Publicação
Aplicação dos Thinking Processes da Teoria das Restrições à Melhoria do Desempenho Global de Equipamentos (OEE)
| Nome: | Descrição: | Tamanho: | Formato: | |
|---|---|---|---|---|
| 5.95 MB | Adobe PDF |
Orientador(es)
Resumo(s)
A indústria alimentar constitui um dos setores mais importantes da economia mundial
e enfrenta vários desafios que forçam as organizações do setor a melhorar a eficiência dos seus
processos, tanto organizacionais como produtivos, e as suas estratégias de qualidade para se
manterem competitivas. Neste contexto, a melhoria contínua torna-se crítica e muito valiosa,
garantindo a qualidade e a oferta de produtos seguros e competitivos a clientes exigentes, mas
também o crescimento sustentável e a estabilidade das organizações.
A Teoria das Restrições (TOC), destacada como uma das abordagens de melhoria
contínua mais difundidas, é considerada uma poderosa metodologia que se concentra na
identificação, melhoria e gestão do desempenho das restrições de um Sistema, numa
perspetiva de alcançar a melhoria do desempenho global do mesmo. Com as suas ferramentas
de suporte ao processo de reflexão Thinking Processes (TP), a TOC apresenta uma abordagem
eficaz e sistémica de estruturação e resolução de problemas, orientando a melhoria contínua
e a gestão da mudança, através da construção de diagramas lógicos.
O principal objetivo da presente dissertação é a aplicação dos Thinking Processes da
TOC (TOC-TP) à Melhoria do Desempenho Global de Equipamentos (OEE) de uma linha de
produção. O Caso de Estudo foi desenvolvido numa Empresa portuguesa cujo negócio é a
produção e venda de produtos de origem animal.
A metodologia proposta baseou-se nos “Cinco Passos de Focalização” da Teoria das
Restrições para estabelecer um ciclo de melhoria da linha de produção em estudo, a partir da
resposta às questões fundamentais da gestão da mudança: “Porquê mudar?”, “O que mudar?”,
“Mudar para o quê?”, “Como causar a mudança?” e “Como medir e sustentar a mudança e alcançar o
POOGI?”. Através da aplicação da TOC-TP foi possível analisar em detalhe a linha de
produção, identificar as principais restrições que a inibiam de alcançar um melhor
desempenho, desenvolver propostas de melhoria e um plano de implementação detalhado -
incluindo a sua programação por recurso à Critical Chain Project Management (CCPM)
pertencente à toolbox da TOC para a gestão do projeto de ações de melhoria a implementar.
Deste exercício resultou um conhecimento profundo da linha de produção que
contribuiu para a exposição das fragilidades da mesma e consequente identificação de novas
oportunidades de melhoria, e também a projeção da melhoria do OEE em sete pontos
percentuais.
Food industry is one of the most important sectors of the world’s economy and faces several challenges which force the sector’s organizations to improve their processes’ efficien- cies, both organisational and productive, and their quality strategies as to remain competitive. Accordingly, continuous improvement becomes critical and very much valuable guarantee- ing quality, offering safe and competitive products to demanding customers, and ensuring the sustainable growth and stability of organizations. Theory of Constraints (TOC), a distinguished continuous improvement approach, is considered a powerful methodology which focuses on the identification of a System’s con- straints and its improvement and management to achieve the System’s maximum potential. With the Thinking Processes (TP), TOC presents an effective and systemic approach to prob- lem structuring and solving, guiding continuous improvement and change management through logical diagrams. The main objective of this dissertation is the application of the TOC Thinking Processes (TOC-TP) to the Overall Equipment Effectiveness (OEE) of a production line. The case study was developed at a company whose core business is the production and sale of animal pro- duces. The proposed methodology was based on Goldratt’s “Five Fundamental Steps” process to establish the continuous improvement of the production line whilst answering the basic questions of change: “Why change?”, “What to change?”, “What to change to?”,” How to cause the change?” and “How to measure and sustain change and achieve POOGI?”. Through the application of the TOC-TP it was possible to analyse the System in detail, identify its main constraints which prevented it from achieving its maximum potential. Also, improvement suggestions were identified along with a detailed implementation plan including its programming using the Critical Chain Project Management (CCPM) from the TOC “toolbox” to manage the pro- ject of improvement actions. This investigation resulted in an in-depth knowledge of the production line in analysis which contributed to the exposure its weakness and the resulting identification of new im- provement opportunities and a forecast for an OEE improvement in seven percentage points.
Food industry is one of the most important sectors of the world’s economy and faces several challenges which force the sector’s organizations to improve their processes’ efficien- cies, both organisational and productive, and their quality strategies as to remain competitive. Accordingly, continuous improvement becomes critical and very much valuable guarantee- ing quality, offering safe and competitive products to demanding customers, and ensuring the sustainable growth and stability of organizations. Theory of Constraints (TOC), a distinguished continuous improvement approach, is considered a powerful methodology which focuses on the identification of a System’s con- straints and its improvement and management to achieve the System’s maximum potential. With the Thinking Processes (TP), TOC presents an effective and systemic approach to prob- lem structuring and solving, guiding continuous improvement and change management through logical diagrams. The main objective of this dissertation is the application of the TOC Thinking Processes (TOC-TP) to the Overall Equipment Effectiveness (OEE) of a production line. The case study was developed at a company whose core business is the production and sale of animal pro- duces. The proposed methodology was based on Goldratt’s “Five Fundamental Steps” process to establish the continuous improvement of the production line whilst answering the basic questions of change: “Why change?”, “What to change?”, “What to change to?”,” How to cause the change?” and “How to measure and sustain change and achieve POOGI?”. Through the application of the TOC-TP it was possible to analyse the System in detail, identify its main constraints which prevented it from achieving its maximum potential. Also, improvement suggestions were identified along with a detailed implementation plan including its programming using the Critical Chain Project Management (CCPM) from the TOC “toolbox” to manage the pro- ject of improvement actions. This investigation resulted in an in-depth knowledge of the production line in analysis which contributed to the exposure its weakness and the resulting identification of new im- provement opportunities and a forecast for an OEE improvement in seven percentage points.
Descrição
Palavras-chave
Desempenho Global do Equipamento (OEE) Melhoria Contínua Teoria das Restrições (TOC) Thinking Processes (TP)