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- Implementing a maintenance strategic plan using TPM methodologyPublication . Correia Pinto, Gustavo Filipe; José Gomes da Silva, Francisco; Octávio Garcia Fernandes, Nuno; Carla Barros Casais, Rafaela; Baptista da Silva, Andresa; Jorge Vale Carvalh, CarlosThe market globalization and worldwide competition has raised the level of demand in the industrial sector. Due to this aggressive competitiveness, some management strategies and tools needed to start to be applied in the industry. For example, maintenance has become increasingly important in the production planning and strategy of some companies. This work focuses on the implementation of a strategic maintenance plan, applied in an industrial context, namely in a company of Clutches and Hydraulic Controls. The Total Productive Maintenance (TPM) methodology application was worked on and implemented at two sections, CNC Lathes and CNC Machining Centers, to focus on eliminating losses due to inefficiencies. In this way, the main problems detected in relation to the cells were eliminated. New autonomous maintenance procedures (AM) and preventive maintenance plans with well-defined schedule were also developed. The results obtained were very positive: there was a decrease of 23% in breakdowns in CNC lathes sector and 38% in CNC machining centers sector. In global terms, there was an increase in the availability of the machines and the Overall Equipment Effectiveness (OEE) of approximately 5%. The implementation procedure and the compromise adopted by the whole company staff and management was the secret to success.
- Lean six-sigma implementation in an automobile axle manufacturing industry: A case studyPublication . Guleria, Prateek; Pathania, Abhilash; Sharma, Shubham; Sá, José CarlosContinuous improvement in the manufacturing industries is the prime requirement to make the organization profitable. Lean manufacturing and six sigma are old techniques to improve the production of the industry by eliminating waste. These tools help the industry to grow worldwide in the competitive environment. This paper is based on the case study of a well-known automobile transmission components manufacturing industry. This industry manufactures about 33 types of axles for different vehicles and was facing the problem of rejection in one of its rear axle components. The industry was losing Rs. 7,33,000/- every month due to rejection of this rear axle. Lean six sigma (LSS) was the tool implemented to find and eliminate wastages. The current state map was made for this product by using historical three months data from the industry. The layout of the shopfloor was changed to reduce the transportation of the product and to manage the space for best utilization. 5S was implemented to make everything easily assessable. Drastic improvements have been achieved after the successful implementation of LSS like the rejection rate was reduced from 10.4% to 3.20 %. The shop floor area for processing the axles has been reduced from 252 m2 to 90 m2 after change in layout. The distance travelled by the material was reduced from 4050 m to 809 m. The sigma level was also improved from 3.34 to 3.94. The lead time was reduced from 12 days to 11 days.
- A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case StudyPublication . Rodrigues, Jorge; Sá, José Carlos; Silva, Francisco; Pinto Ferreira, Luís; Jimenez, Genett; Santos, GilbertoThe main purpose of this paper was to introduce procedural changes based on a type of human resources management tool using Lean Leadership (LL). We sought to determine which Lean Tools (LTs) are able to promote a rapid impact on a company; namely, we aimed to determine which LTs are able to facilitate fast and positive results for companies after their implementation, thus allowing for quick wins. This study was conducted at a medium-sized Portuguese company in the metalworking sector. Results were assessed from two surveys (involving 17 people) regarding perceptions of employee awareness in the machining area for Quality, Maintenance/Equipment, Process/Products, Leadership/Management by Objectives, and Trust and Training. The surveys were conducted at the beginning of the study and at the end of a quarterly period. LTs were used over a period of three months, thus enabling changes to the company’s manufacturing processes which could lead to improved organization, orientation, consistency and viability. Three months were considered an adequate time period to measure whether the tools were effective in the production of quick wins or not. LL allowed for greater awareness of the importance of LTs, the most important feature of which is the aggregation of all of the employees’ energies, which culminates in better operational efficiency and an increase in the employees’ overall positive perceptions of their company’s principles and mindset. The introduction of LL, as well as the implementation of 10 LTs, which are considered to be Quick-Win Tools, enabled employees to improve their perceptions of their company by 6.1%. Lean tools can be implemented quickly and are easily understood by their intended users. These benefits provide additional motivation for their use and for the achievement of highly satisfactory operating results across production areas. This study aims to identify which lean tools allow companies to obtain benefits/gains quickly. This outcome is the main contribution of this study to the scientific community and to companies. A Quick Win means a rapid improvement in a short period of time. As such, lean tools that provide Quick Wins also contribute to economic development. Due to the restricted time period imposed by the main purpose of this study, statistical analysis of the results was unfeasible