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Melhorias no circuito logístico interno da Unidade Industrial Equipar
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Cada vez mais as organizações enfrentam, não só uma competição forte, mas também um cliente mais exigente. Para combater este ambiente competitivo, as organizações procuram a excelência não se focando apenas nos resultados, mas no processo na sua globalidade e na procura contínua de eliminar desperdícios e ineficiências que elevem os custos e reduzam a produtividade. A Corticeira Amorim tem a consciência de que é necessário procurar continuamente a melhoria dos processos que integram as suas várias unidades industriais dedicadas a produtos derivados da cortiça, principalmente rolhas de cortiça. É nesta procura pela excelência e pela redução de desperdícios na organização que surge a presente dissertação que teve lugar na Unidade Industrial Equipar durante seis meses.
O objetivo da presente dissertação é propor e implementar alterações a nível de equipamento, material ou método de trabalho que melhorem a logística interna da Unidade Industrial Equipar. Para tal recorreram-se aos conceitos do Lean Manufacturin e ferramentas da melhoria contínua e foram feitas propostas que visam a eliminação de atividades que não acrescentam valor e a redução de desperdícios nos circuitos logísticos estudados e que promoveram alterações a nível do material de armazenamento e do método de trabalho dos operadores. Foi ainda proposta a expansão do comboio logístico e a realização por um único operador, das tarefas logísticas entre as fábricas.
Conclui-se que, com a implementação das alterações propostas, é possível uma redução de até 39% do tempo de operação do operador da secção de topejamento e de, até, 17% do tempo de operação do operador da secção de lavação. As alterações propostas promovem também a eliminação de atividades de valor não acrescentado que conduziam a ineficiências no processo de abastecimento e criavam constrangimentos à produção. A proposta relacionada com a expansão da operação do comboio logístico ficou em fase de teste com as ferramentas necessárias para uma futura continuação do mesmo. Conclui-se, contudo, que é possível a implementação de mais estações, caso se verifique a alocação a tempo inteiro do operador à operação do comboio logístico.
Organizations increasingly face not only strong competition, but also a more demanding customer. In order to combat this competitive environment, organizations seek excellence not only focusing on results, but on the process as a whole and on the continuous search to eliminate waste and inefficiencies that increase costs and reduce productivity. Corticeira Amorim is aware that it is necessary to continually seek to improve the processes that integrate its various industrial units dedicated to products derived from cork, mainly cork stoppers. It is in this search for excellence and the reduction of waste in the organization that the present dissertation that took place at the Equipar’s Industrial Unit for six months. The objective of this dissertation is to propose and implement changes in terms of equipment, material or work method that improve the internal logistics of the Equipar Industrial Unit. To this end, the concepts of Lean Manufacturing and tools for continuous improvement were used and proposals were made to eliminate activities that do not add value and to reduce waste in the studied logistic circuits and that promoted changes in the storage material and the operators' working method. It was also proposed to expand the logistics train and carry out logistical tasks between the factories by a single operator. It was concluded that, with the implementation of the proposed changes, it is possible to reduce up to 39% the operating time of the operator of the topejamento section and up to 17% of the operating time of the operator of the washing section. The proposed changes also promote the elimination of non-added value activities that led to inefficiencies in the supply process and created constraints on production. The proposal related to the expansion of the logistics train operation was in the test phase with the necessary tools for its future development. It was concluded, however, that it is possible to implement more stations, if the operator's full-time allocation to the operation of the logistics train is verified.
Organizations increasingly face not only strong competition, but also a more demanding customer. In order to combat this competitive environment, organizations seek excellence not only focusing on results, but on the process as a whole and on the continuous search to eliminate waste and inefficiencies that increase costs and reduce productivity. Corticeira Amorim is aware that it is necessary to continually seek to improve the processes that integrate its various industrial units dedicated to products derived from cork, mainly cork stoppers. It is in this search for excellence and the reduction of waste in the organization that the present dissertation that took place at the Equipar’s Industrial Unit for six months. The objective of this dissertation is to propose and implement changes in terms of equipment, material or work method that improve the internal logistics of the Equipar Industrial Unit. To this end, the concepts of Lean Manufacturing and tools for continuous improvement were used and proposals were made to eliminate activities that do not add value and to reduce waste in the studied logistic circuits and that promoted changes in the storage material and the operators' working method. It was also proposed to expand the logistics train and carry out logistical tasks between the factories by a single operator. It was concluded that, with the implementation of the proposed changes, it is possible to reduce up to 39% the operating time of the operator of the topejamento section and up to 17% of the operating time of the operator of the washing section. The proposed changes also promote the elimination of non-added value activities that led to inefficiencies in the supply process and created constraints on production. The proposal related to the expansion of the logistics train operation was in the test phase with the necessary tools for its future development. It was concluded, however, that it is possible to implement more stations, if the operator's full-time allocation to the operation of the logistics train is verified.
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Lean Manufacturing Kaizen Melhoria contínua Trabalho padronizado Desperdício Muda