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Aplicação de ferramentas de Melhoria Contínua num ambiente Engineer-To-Order
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A evolução das necessidades dos clientes tem vindo a dificultar a capacidade de resposta das organizações. Para manter a competitividade no mercado, muitas indústrias procuram melhorar a eficiência e eficácia dos processos, recorrendo à filosofia Lean. A aplicação contínua das suas práticas permite identificar e eliminar desperdícios e, a longo prazo, promove uma cultura de melhoria contínua.
O estudo realizado teve lugar na unidade fabril do Porto da empresa A.Brito, que fabrica componentes metalomecânicos por encomenda. Para responder às flutuações da procura, a empresa tenta ser flexível, apostando na capacidade de customização. Desta forma, o sistema produtivo da empresa pode ser caracterizado como um Engineer-to-order, conhecido por fabricar uma ampla gama de artigos em pequenas quantidades.
O estudo teve como objetivo melhorar os processos desta unidade fabril. Para o efeito, foram aplicadas algumas ferramentas Lean (5S, gestão visual, SMED, quadro kanban, gemba walk, entre outras), 5 Porquês, diagrama de Ishikawa, análise ABC, brainstorming, diagrama de Gantt, matrizes de GUT, de Esforço/Impacto e de capacidades.
Assim, foram elaboradas propostas de melhoria que visaram: a melhoria do layout da unidade fabril, da organização, arrumação e limpeza do chão de fábrica e das condições de trabalho; a implementação das ações de formação e de reuniões diárias de planeamento; a redução do tempo de setup; e a criação de uma nova zona de armazenagem para a matéria-prima.
A implementação integral das propostas permitirá: aumentar a organização, arrumação e limpeza em 41% na auditoria 5S, reduzir as distâncias percorridas em 70% e o tempo de setup em 21%; melhorar as condições ambientais, a polivalência dos operadores e a elaboração do planeamento da produção e aumentar a qualidade dos produtos.
Ao todo, espera-se a redução de desperdícios e do lead time de produção dos artigos, contribuindo para o melhor cumprimento de prazos e o aumento da competitividade.
The evolution of customer’s needs has been harming the organizations’ responsiveness. To maintain their market competitiveness, many industries seek to improve processes’ effectiveness and efficiency through Lean Philosofy. The continuous enforcement of its practices allows to identify and eliminate waste and, in long-term, promote a culture of continuous improvement. The present study took place at the Porto’s factory unit of the company A.Brito, which manufactures metal-mechanical components on demand. To answer demand’s fluctuations, the company seeks to be flexible, betting on the customization capability. Thereby, the company’s productive system can be characterized as an Engineer-to-order, known for manufacturing a wide range of products in small quantities. The study aimed to improve the processes of this manufacturing unit. For this purpose, some Lean tools (5S, visual management, SMED, kanban board, gemba walk, among others), 5 Why’s, Ishikawa diagram, ABC analysis, brainstorming, Gantt diagram and GUT, Effort/Impact and Skills Matrix were applied. Thus, the improvement proposals elaborated aimed to: improve the factory unit’s layout, the organization, tidiness and cleanliness of the shop floor and the work conditions; implement training activities and daily planning meetings; decrease the setup time; and to create a new storage area for the raw materials. The complete implementation of the proposals will: increase organization, tidiness and cleanliness by 41% in the 5S audit, reduce the distances travelled by 70% and the setup time by 21%; improve the environment conditions, the workers’ range of skills and the production planning and increase product quality. All in all, it is expected the reduction of waste and of product’s manufacturing lead time, contributing to improvements in meeting deadlines and increasing competitiveness.
The evolution of customer’s needs has been harming the organizations’ responsiveness. To maintain their market competitiveness, many industries seek to improve processes’ effectiveness and efficiency through Lean Philosofy. The continuous enforcement of its practices allows to identify and eliminate waste and, in long-term, promote a culture of continuous improvement. The present study took place at the Porto’s factory unit of the company A.Brito, which manufactures metal-mechanical components on demand. To answer demand’s fluctuations, the company seeks to be flexible, betting on the customization capability. Thereby, the company’s productive system can be characterized as an Engineer-to-order, known for manufacturing a wide range of products in small quantities. The study aimed to improve the processes of this manufacturing unit. For this purpose, some Lean tools (5S, visual management, SMED, kanban board, gemba walk, among others), 5 Why’s, Ishikawa diagram, ABC analysis, brainstorming, Gantt diagram and GUT, Effort/Impact and Skills Matrix were applied. Thus, the improvement proposals elaborated aimed to: improve the factory unit’s layout, the organization, tidiness and cleanliness of the shop floor and the work conditions; implement training activities and daily planning meetings; decrease the setup time; and to create a new storage area for the raw materials. The complete implementation of the proposals will: increase organization, tidiness and cleanliness by 41% in the 5S audit, reduce the distances travelled by 70% and the setup time by 21%; improve the environment conditions, the workers’ range of skills and the production planning and increase product quality. All in all, it is expected the reduction of waste and of product’s manufacturing lead time, contributing to improvements in meeting deadlines and increasing competitiveness.
Descrição
Palavras-chave
Lean Melhoria Contínua Engineer-to-order High-mix low-volume SMED 5S