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Abstract(s)
A dissertação teve como premissa a aplicação de uma ferramenta desenvolvida anteriormente noutro projeto de dissertação numa empresa metalomecânica. Para o projeto atual, o local em estudo foi uma empresa fabricante de calçado ortopédico, com forte componente manual e em que o produto acabado é muito específico, devido à variabilidade dos pedidos dos clientes e à anatomia do pé de cada paciente. Essa ferramenta criada denomina-se Safety and Value Stream Mapping e resulta da combinação de três ferramentas: Value Stream Mapping, Safety Stream Mapping e o Overall Equipment Effectiveness. Este estudo pretende criar um mapa SVSM e, de seguida, aplicar ferramentas Lean de modo a combater as ineficiências identificadas pelo mapa e analisar o impacto na produtividade e, posteriormente, na segurança da empresa. Numa primeira instância, aplicou-se a ferramenta que apresentou o estado atual do processo produtivo ao nível da produtividade, apresentando os valores para o tempo de ciclo e distância produzida e ao nível da segurança, através do estudo dos níveis de riscos presentes nas áreas. O mapa representativo indica que existem três áreas produtivas com um tempo de ciclo elevado e, em duas delas o risco de segurança também apresenta valores significativos. As ferramentas selecionadas para implementação no chão de fábrica foram a criação de um sistema de Total Productive Maintenance, adoção do Gemba Walk em quatro áreas de produção, criação de duas oportunidades de melhoria através da Gestão Visual e a criação de um mapa de descrição dos acidentes de trabalho, influenciados pelo Yokoten. A primeira ferramenta aplicada teve como objetivo reduzir os tempos de espera pela intervenção da Manutenção e assegurar o cumprimento da manutenção autónoma das máquinas. O Gemba Walk levou à identificação de cerca de 130 oportunidades de melhoria distribuídas por quatro áreas e que gerou simplificação de processos, melhoria nas condições de trabalho e otimização do sistema informático. A terceira pretendeu melhorar a gestão dos pares atrasados numa área. Por fim, a última ferramenta teve como objetivo apresentar os acidentes de trabalho ocorridos, através da sua descrição, consequências para o trabalhador e empresa, bem como algumas medidas de prevenção. Ao nível dos resultados produtivos, atingiu-se uma redução entre 7% a 12% no tempo de ciclo, em 4 das 5 áreas submetidas a um Gemba Walk. De seguida, através do feedback dos trabalhadores foi sentida uma melhoria na gestão das tarefas a cumprir pela Manutenção, uma satisfação pela simplificação de alguns processos, a inclusão dos trabalhadores nestes projetos e uma melhoria e uma maior facilidade em identificar pares atrasados. Para avaliar o impacto gerado na segurança, observou-se uma redução de um risco na Tradução, mantendo-se os restantes inalterados e uma redução para metade do número de acidentes de trabalho ocorridos por mês entre o período antes deste projeto com o período durante a aplicação das ferramentas Lean.
The dissertation was based on the application of a tool previously developed in another dissertation project in a metalworking company. For the current project, the place under study was a company manufacturing orthopaedic footwear, with a strong manual component and in which the finished product is very specific due to the variability of customer orders and the anatomy of each patient's foot. This tool created is called Safety and Value Stream Mapping and results from the combination of three tools Value Stream Mapping, Safety Stream Mapping and Overall Equipment Effectiveness. This study aims to create an SVSM map and then to apply Lean tools to combat the inefficiencies identified by the map and to analyse the impact on productivity and then on the safety of the company. In a first instance it was applied the tool that presented the current state of the productive process at the productivity level, presenting the values for cycle time and distance produced and at the safety level, through the study of the levels of risks present in the areas. The representative map indicates that there are three productive areas with a high cycle time and in two of them the security risk also presents significant values. The tools selected for implementation in the shop floor were the creation of a Total Productive Maintenance system, the adoption of the Gemba Walk in four production areas, the creation of two opportunities for improvement through Visual Management and the creation of a map of work accidents description, influenced by Yokoten. The first tool applied aimed at reducing waiting times for Maintenance intervention and ensuring compliance with autonomous machine maintenance. The Gemba Walk led to the identification of around 130 improvement opportunities distributed over four areas and which generated process simplification, improvement in working conditions and optimisation of the IT system. The third one aimed at improving the management of delayed pairs in an area. Finally, the last tool aimed to present the work accidents that occurred, through its description, consequences for the worker and the company, as well as some prevention measures. In terms of productive results, a reduction between 7% and 12% in cycle time was achieved in 4 of the 5 areas submitted to a Gemba Walk. The feedback from employees showed an improvement in the management of tasks to be carried out by Maintenance, satisfaction with the simplification of some processes, the inclusion of workers in these projects and an improvement and greater ease in identifying overdue pairs. To evaluate the impact on safety, there was a reduction of one risk in Translation, with the others remaining unchanged, and a halving of the number of work accidents per month between the period before this project and the period during the application of Lean tools.
The dissertation was based on the application of a tool previously developed in another dissertation project in a metalworking company. For the current project, the place under study was a company manufacturing orthopaedic footwear, with a strong manual component and in which the finished product is very specific due to the variability of customer orders and the anatomy of each patient's foot. This tool created is called Safety and Value Stream Mapping and results from the combination of three tools Value Stream Mapping, Safety Stream Mapping and Overall Equipment Effectiveness. This study aims to create an SVSM map and then to apply Lean tools to combat the inefficiencies identified by the map and to analyse the impact on productivity and then on the safety of the company. In a first instance it was applied the tool that presented the current state of the productive process at the productivity level, presenting the values for cycle time and distance produced and at the safety level, through the study of the levels of risks present in the areas. The representative map indicates that there are three productive areas with a high cycle time and in two of them the security risk also presents significant values. The tools selected for implementation in the shop floor were the creation of a Total Productive Maintenance system, the adoption of the Gemba Walk in four production areas, the creation of two opportunities for improvement through Visual Management and the creation of a map of work accidents description, influenced by Yokoten. The first tool applied aimed at reducing waiting times for Maintenance intervention and ensuring compliance with autonomous machine maintenance. The Gemba Walk led to the identification of around 130 improvement opportunities distributed over four areas and which generated process simplification, improvement in working conditions and optimisation of the IT system. The third one aimed at improving the management of delayed pairs in an area. Finally, the last tool aimed to present the work accidents that occurred, through its description, consequences for the worker and the company, as well as some prevention measures. In terms of productive results, a reduction between 7% and 12% in cycle time was achieved in 4 of the 5 areas submitted to a Gemba Walk. The feedback from employees showed an improvement in the management of tasks to be carried out by Maintenance, satisfaction with the simplification of some processes, the inclusion of workers in these projects and an improvement and greater ease in identifying overdue pairs. To evaluate the impact on safety, there was a reduction of one risk in Translation, with the others remaining unchanged, and a halving of the number of work accidents per month between the period before this project and the period during the application of Lean tools.
Description
Keywords
Lean Safety SVSM VSM Calçado Ortopédico TPM Gemba Walk Visual Management Orthopaedic Footwear