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Desenvolvimento de um modelo de melhoria contínua aplicado num armazém de uma PME
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Orientador(es)
Resumo(s)
No contexto atual, as empresas, especialmente as PMEs, enfrentam a necessidade de se
manterem competitivas, mantendo os seus processos atualizados através de melhoria contí-
nua. Neste estudo foi desenvolvido um modelo cíclico de melhoria contínua, composto por
sete fases, para melhorar os processos de uma área funcional de uma empresa. Posterior-
mente, este modelo foi aplicado, utilizando a metodologia estudo de caso, nos processos de
armazém de uma empresa do setor de tratamento de águas, com o objetivo de melhorar os
processos realizados e promover uma cultura de melhoria contínua.
A aplicação do modelo iniciou-se com a análise e mapeamento dos processos por meio
de fluxogramas. Para definir uma linha de base, foram criados dois
value stream mapping
(VSM) e estabelecidos indicadores de desempenho (KPI). A partir destes dados, foram identi-
ficadas áreas de melhoria e as principais causas de ineficiências no armazém. Com base nos
problemas identificados, foram desenvolvidas e implementadas propostas de melhoria, reali-
zando-se novas medições para refazer os VSMs e recalcular os KPIs, avaliando os resultados
das melhorias implementadas.
Este modelo baseado em princípios
Lean, provou ser eficaz na melhoria dos processos,
proporcionando ganhos operacionais, uma vez que os resultados obtidos demonstraram me-
lhorias significativas nos processos do armazém. Foram alcançadas reduções de tempos, como
a redução do
lead time do processo de receção de mercadorias onde houve uma redução de
14 para 6 horas. Também foram obtidos ganhos no processo de
picking, sofrendo uma redu-
ção em 21% no tempo por encomenda realizada, passando também a ser realizado de forma
mais autónoma e com menos erros de separação dos produtos. Adicionalmente, foram obser-
vadas melhorias na precisão do stock e no aumento do número de locais de armazenamento.
In the current context, companies, especially SMEs, face the need to remain competitive, keeping its processes up to date through continuous improvement. In this study, a seven-step cyclical continuous improvement model, was developed to improve the processes in a com- pany’s area. Subsequently, this model was applied, using the case study methodology, in the warehouse of a water treatment company, with the aim of improving the processes carried out and promoting a culture of continuous improvement. The model application began with the analysis and mapping of the processes using flowcharts. To establish a baseline, two value stream mappings (VSM) were created, and key performance indicators (KPI) were defined. From this data, areas for improvement were iden- tified, as well as the main causes of inefficiencies in the warehouse. Based on the identified problems, improvement proposals were developed and implemented, with new measurements being taken to recreate the VSMs and recalculate the KPIs, evaluating the results of the im- provements. This model, based on Lean principles, proved effective in improving processes, providing operational gains, as the results obtained showed significant improvements in the warehouse processes. Time reductions were achieved, such as decrease in the lead time of the goods receiving process, which decreased from 14 to 6 hours. Gains were also made in the picking process, with a 21% reduction in time per separated order, which is now carried out more autonomously and with fewer product separation errors. Additionally, improvements were also observed in stock accuracy and an increase in the number of storage locations.
In the current context, companies, especially SMEs, face the need to remain competitive, keeping its processes up to date through continuous improvement. In this study, a seven-step cyclical continuous improvement model, was developed to improve the processes in a com- pany’s area. Subsequently, this model was applied, using the case study methodology, in the warehouse of a water treatment company, with the aim of improving the processes carried out and promoting a culture of continuous improvement. The model application began with the analysis and mapping of the processes using flowcharts. To establish a baseline, two value stream mappings (VSM) were created, and key performance indicators (KPI) were defined. From this data, areas for improvement were iden- tified, as well as the main causes of inefficiencies in the warehouse. Based on the identified problems, improvement proposals were developed and implemented, with new measurements being taken to recreate the VSMs and recalculate the KPIs, evaluating the results of the im- provements. This model, based on Lean principles, proved effective in improving processes, providing operational gains, as the results obtained showed significant improvements in the warehouse processes. Time reductions were achieved, such as decrease in the lead time of the goods receiving process, which decreased from 14 to 6 hours. Gains were also made in the picking process, with a 21% reduction in time per separated order, which is now carried out more autonomously and with fewer product separation errors. Additionally, improvements were also observed in stock accuracy and an increase in the number of storage locations.
Descrição
Palavras-chave
Lean Lean Warehousing Melhoria contínua Modelo VSM Análise ABC