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- iLeanDMAIC – A methodology for implementing the lean toolsPublication . Ferreira, C.; Sá, José Carlos; Ferreira, Luís Pinto; Lopes, Manuel P.; Pereira, Maria Teresa; Silva, F.J.G.Organizations focus must reside in their constant desire for improvement in order to satisfy their clients as a result of high-quality products, thus maximizing their profits through a waste reduction in the flow production. Lean thinking allows organizations to identify and eliminate wastes within the organization. The use of lean tools is considered a simple, efficient and cost-effective solution to achieve productivity and profit. DMAIC (Define, Measure, Analyze, Improve, Control) is a problem-solving methodology that improves processes, allows defect reduction and reduction of process variability, allowing companies to continuously improve their efficiency and performance. In this work, a combined methodology iLeanDMAIC based on Lean Tools and DMAIC was developed, aiming to help organizations to easily and accurately solve their problems. It includes a case-study implementation on an organization of the sector of wood products. We were able to successfully validate this methodology and to show its efficacy in enhancing production. Results using iLeanDMAIC allowed a reduction time in changeover in the assembly machine (from 39 min to 17 min), presenting this a 44% gain on manufacture. iLeanDMAIC can help organizations thrive against their competitors, make their business more cost-effective and efficient.
- Implementation of Lean Methodologies in the Management of Consumable Materials in the Maintenance Workshops of an Industrial CompanyPublication . Pombal, Tomé; Ferreira, Luís Pinto; Sá, José Carlos; Pereira, Maria Teresa; Silva, F.J.G.During the course of the 21st century, companies have constantly had to adapt to change. The solution resides in increasing operational efficiency, quality and productivity, while simultaneously reducing costs and establishing the waste-free organization. The objective of this work lies in the implementation of lean methodologies in the management of consumable materials in the maintenance workshops of an industrial company by adjusting/reducing the volume of materials and reorganizing their placement. It further explores the potential to eliminate waste and create value-added tasks in the maintenance activities involved. The development of this work allowed for an improvement in the organization of the consumable material cabinet through the implementation of 5S methodology, as well as a reduction in the time required to locate the consumable material by using visual management (in the order of 70%). Improved control of stock was also achieved through the reformulation of kanban (approximately 30%); a reduction in the time required to replenish material in the consumables cabinet was ensured by means of the mizusumashi (with an expected improvement of 50%).
- Improving efficiency in a hybrid warehouse: a case studyPublication . Freitas, Andreia M.; Silva, F.J.G.; Ferreira, Luís Pinto; Sá, José Carlos; Pereira, Maria Teresa; Pereira, J.Logistics has assumed a determining position in the supply chain of each organization. This paper concerns the work carried out in a bus manufacturing organization with the aim of improving efficiency in its hybrid warehouse. A hybrid warehouse could be considered as one that mixes several different activities (reception, storage area, picking, shipping, supply to production lines and production preparation tasks) and brings together many different materials or raw materials and components. This factor led to the appearance of innumerable management methods to improve employee performance. These are intended to meet the needs of their customers, from the motto "do more with less". The work developed in a hybrid warehouse allows to detect logistic complaints related to communication failures between employees, the reduced efficiency in the activities like the check of raw materials or components and respective picking, the lack of space for their reception and storage, and the non-compliance of the FIFO stock management system. It is imperative that organizations can redefine internal spaces and flows, generating a more efficient and intuitive work and admit an opportunity for improvements in terms of space and content management, and hence, cost savings for an organization. The combination of Lean tools was implemented, and the results have been checked, showing a significant impact in the hybrid warehouse, with annual gains through the optimization of several activities: employee turnover (decrease by 50%), check and picking times (decrease about 75 minutes/picking) and better working conditions for employees.
- Using Six Sigma to analyse Customer Satisfaction at the product design and development stagePublication . Pereira, Maria Teresa; Bento, M. Inês; Ferreira, Luís Pinto; Sá, José Carlos; Silva, F.J.G.The need for the products to be first manufactured according to the specifications is becoming a reality due to a situation that exists in the current markets. This is achieved by applying the six-sigma tool. This study is done in a multinational company that manufactures auto parts and aims to analyze the Key Performance Indicator (KPI) Customer Satisfaction (CS) in the design and development stages of the product to always obtain the optimum result, 100%. From the KPI CS data the sigma was calculated using the Define, Measure, Analyze, Improve, Design and Verify (DMADV) methodology. Using the range of values that CS can have to achieve the desired result, the six-sigma tool was applied. From the six-sigma tool, the value of the standard deviation for the results obtained is within the expected. Maximum limits were imposed to work comfortably within the six-sigma. If there is an alert for non-compliance with these limits, corrective and preventive measures can be taken so that there is no recurrence of the problem. When a control limit has been imposed and, even if corrective and preventive actions have been taken, the six sigma parameters are still working. Finally, using the CS calculation formula, the desired Quality Control and Time To Market results were obtained for the range of values within the six sigma with the appropriate control limits. With this study, the company was able to identify where the recurrence of the problems is happening. Knowing the cause of the problems it allows changes or improvements in the processes.
- Implementing “quick-wins” in lean managementa case studyPublication . Rodrigues, Jorge; Sá, José Carlos; Silva, Francisco J. G.; Ferreira, Luís Pinto; Pereira, Maria TeresaThis study was undertaken at a Small and Medium-sized Enterprise (SME) in the metalworking sector, where Lean Management has been implemented through several Lean Tools (LT) and their variations. This study comprised two main goals. The first involved demonstrating which LT allow the highest impact during the implementation phase, thus producing great influence both in terms of organization and operational results, as well as in the context of employees’ motivation. The second goal consisted of introducing procedure changes based on the Management of Human Resources through Lean Leadership tools. By implementing these two objectives, one was able to achieve an increase of 8,5% in machine occupancy rate, and a reduction of 27,9% regarding the costs of defective products per hour.
- A DMS to Support Industrial Process Decision-Making: a contribution under Industry 4.0Publication . Pereira, Maria Teresa; Silva, A.; Ferreira, Luís Pinto; Sá, José Carlos; Silva, F.J.G.This paper presents the development of an Information System (IS) an automotive manufacturing.The system was developed to reduce waste and increase productivity, through better decision-making. The used methodology to implement it was the Business Process Management (BPM). A DMS (Document Management System) for decision making support was built, reducing the action time and providing faster maintenance of all needed data. As a result, the users time decision making and the administrator maintenance was reduced by a total of 26 minutes, corresponding to a 1.61 € reduction per unit built, which means an efficiency of 41%. The present work fits in the company’s strategy for Industry 4.0 and a more sustainable environment, being a positive driver of Industry 4.0 implementation and transformation.
- Improving the Machining Process of the Metalworking Industry Using the Lean Tool SMEDPublication . Monteiro, Carlos; Ferreira, Luís Pinto; Fernandes, Nuno O.; Sá, José Carlos; Pereira, Maria Teresa Ribeiro; Silva, F.J.G.The project here presented was developed in a metalworking company, where several areas requiring improvement were identified. The study addresses the elimination of waste and increase of productivity in the machining sector of the company. To this purpose key processes were identified and mapped using flowcharts and VSM (Value Stream Mapping). Achieved improvements involved decreasing setup times by resorting to the lean tool SMED (Single Minute Exchange of Die). Setup times were reduced in 40% on the vertical milling machine of the company, and in 57% on the horizontal milling machine.
- Improving The Order Fulfilment Process At A Metalwork CompanyPublication . Dias, José António; Ferreira, Luís Pinto; Sá, José Carlos; Pereira, Maria Teresa; Silva, F.J.G.This article describes the 14 measures implemented at a company in the metalwork sector with a view to improving its order fulfilment process. Based on Lean thinking, each of the actions, as well as their potential impact on the process, is explained. Despite the constraints encountered during implementation, and the fact that manufacturing processes are invariably different, the overall results achieved were satisfactory. As a result of the interventions, internal functions were revised and processes simplified. There was also a reduction of 25% in budgeting time, as well as an improvement in communication systems and production management. One additionally was achieved the reorganization of storage spaces, a reduction in logistic operation times of about 20% and a decrease in the time spent accessing tools in near 61%. Far more important than the first results obtained is the company’s current commitment to the pursuance of these measures, allowing the different actions to generate synergies and produce improvements, which will undoubtedly set the company on the course of Lean culture.
- Lean Management “Quick-Wins”: Results of Implementation. A Case StudyPublication . Rodrigues, Jorge; Sá, José Carlos V. de; Ferreira, Luís Pinto; Silva, Francisco; Santos, GilbertoPurpose: This study comprised two main goals. The first goal demonstrates how LT (Lean Tools) allows the highest impact during the implementation phase.The second goal consisted of introducing procedure changes based on the Management of Human Resources through Lean Leadership tool. The target for these two objectives is to achieve an increase of 5% in machine occupancy rate and a reduction of 10% regarding the costs of defective products per hour. Methodology/Approach: The research methodology is a Action-Research/Research-Action developed by Professor Kurt Lewin of MIT that goes through cycles of five stages: Diagnosis; Planning; Implementation; Evaluation, Conclusions. Findings: Regarding the two objectives above mentioned, it was observed an increase of 8.5% in machine occupancy rate and a reduction of 27.9% regarding the costs per hour of defective products. It was created an additional motivation in the employees and very satisfying results in every production. Research Limitation/implication: The study is limited to a Portuguese Small and Medium-sized Enterprise (SME) in the metalworking sector. Originality/Value of paper: Lean tools can be rapidly and easily implemented and quickly understood by the workers. With that implementation, the occupation of the machines has increased and the defects and their costs have decreased, so the added value grows.
- Analysis and Improvement of the Packaging Sector of an Industrial CompanyPublication . Alves, Diogo; Ferreira, Luís Pinto; Pereira, Maria Teresa; Sá, José Carlos; Silva, Francisco J. G.; Fernandes, N.O.Manual operations in manufacturing companies are still a common practice. This often results in high costs, high cycle times and therefore in lower productivity, particularly for companies operating in western countries. This is why many manufacturing companies relocated their production facilities in low age countries. This study was developed at a leading Portuguese material construction manufacturing company. The objective was to improve the packaging and labeling processes, that were identified as main bottlenecks in the factory. Lean was used to streamline these processes before being automated. This allowed for annual savings of 12432 €, with human operators being reallocated to other departments where they are more useful. Furthermore, cycle times were reduced by 42,9%, non-value-added activities were minimized, and operations with potentially high ergonomic risks were eliminated. In addition, a reduction of 84,3% in lithographed packaging was achieved, with a cost reduction of around 36 000 €/year, which is expected to continue in the forthcoming years.