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Aplicação da Filosofia Lean na Melhoria de Processos numa Empresa da Indústria Aeronáutica
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Orientador(es)
Resumo(s)
A diferenciação relativamente à concorrência é fulcral no desenvolvimento e sobrevivência de
qualquer empresa. A indústria aeronáutica é disto um bom exemplo, fazendo parte de um segmento de
mercado competitivo e continuamente sujeito à inovação tecnológica.
A OGMA – Indústria Aeronáutica de Portugal, SA. nas últimas décadas tem vindo a implementar
algumas ferramentas analíticas da Filosofia Lean para melhoria de processos internos e neste âmbito
surgiu a oportunidade de realizar um estudo da melhoria de processos numa área de montagem de
aeronaves.
Para o efeito, foram utilizadas algumas ferramentas Lean, como por exemplo, gemba walk, gestão
visual, 5S e mapeamento do fluxo de valor, com diversas técnicas auxiliares como, brainstorming formal
e informal e análise de documentação interna numa área de atividade da empresa. Estas ferramentas
foram utilizadas na melhoria do processo de montagem de um subconjunto considerado crítico.
Foram identificados problemas e algumas oportunidades de melhoria, relativos aos processos
utilizados nesta área de montagens, estando estes relacionados com o atraso de entrega das unidades
montadas acordadas com os clientes.
Posteriormente, foram desenvolvidas algumas propostas de melhoria. A sua aplicação integral vai
proporcionar uma redução global de 28% nas atividades de processo que não acrescentam valor para o
cliente relacionadas com a movimentação de técnicos e 28,8% de atividades de processo que não
acrescentam valor para o cliente relacionadas com o tempo de espera.
Através da implementação destas propostas de melhoria, foi possível prever uma redução deste
tipo de atividades nos quatro estaleiros responsáveis pela montagem do subconjunto em estudo. Assim,
prevê-se uma redução de 26% no estaleiro JIG, 50% no estaleiro OutJig Horizontal, 51% no estaleiro
OutJig Vertical e 97% no estaleiro da Pintura.
Além disso, estas propostas de melhoria terão também um impacto na disciplina e motivação dos
colaboradores.
Standing out from the competition is key to the development and survival of any company. The aeronautical industry is a good example of this necessity. This type of industry is part of a competitive market and continuously subject to technological innovation. In the last decades, OGMA - Indústria Aeronáutica de Portugal, SA. has been implementing Lean Philosophy analytical tools to improve internal processes, because of this, the opportunity to conduct a study of process improvement in an aircraft assembly area arose. To this purpose, some Lean tools were used, such as gemba walk, visual management, 5S and value stream mapping, with several auxiliary techniques such as formal and informal brainstorming and internal documentation analysis. These tools were used in the assembly process area of a critical sub- assembly. Afterwards, different problems and a few improvement opportunities regarding the processes used in this assembly area were identified. These were directly related to a delay in the delivery amount agreed with the client. Subsequently, some improvement proposals were developed. Their full implementation will provide a global reduction of 28% in process activities that do not add value to the client related to the movement of technicians and 28,8% of process activities that do not add value to the customer related to waiting time. Through the implementation of these improvement proposals, it was possible to predict a reduction of this type of activities in the four shipyards responsible for the assembly of the sub-assembly under study. Therefore, a reduction of 26% is predicted at the JIG yard, 50% at the Horizontal OutJig yard, 51% at the Vertical OutJig yard and 97% at the Painting yard. Furthermore, these proposed improvements will have an impact on employee discipline and motivation.
Standing out from the competition is key to the development and survival of any company. The aeronautical industry is a good example of this necessity. This type of industry is part of a competitive market and continuously subject to technological innovation. In the last decades, OGMA - Indústria Aeronáutica de Portugal, SA. has been implementing Lean Philosophy analytical tools to improve internal processes, because of this, the opportunity to conduct a study of process improvement in an aircraft assembly area arose. To this purpose, some Lean tools were used, such as gemba walk, visual management, 5S and value stream mapping, with several auxiliary techniques such as formal and informal brainstorming and internal documentation analysis. These tools were used in the assembly process area of a critical sub- assembly. Afterwards, different problems and a few improvement opportunities regarding the processes used in this assembly area were identified. These were directly related to a delay in the delivery amount agreed with the client. Subsequently, some improvement proposals were developed. Their full implementation will provide a global reduction of 28% in process activities that do not add value to the client related to the movement of technicians and 28,8% of process activities that do not add value to the customer related to waiting time. Through the implementation of these improvement proposals, it was possible to predict a reduction of this type of activities in the four shipyards responsible for the assembly of the sub-assembly under study. Therefore, a reduction of 26% is predicted at the JIG yard, 50% at the Horizontal OutJig yard, 51% at the Vertical OutJig yard and 97% at the Painting yard. Furthermore, these proposed improvements will have an impact on employee discipline and motivation.
Descrição
Palavras-chave
Indústria Aeronáutica Lean VSM Melhoria Contínua e Montagem