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Abstract(s)
Durante o período de crise as empresas tiveram que aplicar mais empenho na melhoria da sua performance operacional, os operadores logísticos (3PL) não foram exceção, pertencendo ao sector de serviços onde as exigências são maiores.
As empresas deste sector enfrentam diariamente desafios para a melhoria dos seus rácios de produtividade sendo necessário ter indicadores que as ajudem a atingir as metas, implementando ciclos de melhoria continua por forma a eliminar os desperdícios.
Tendo em conta que os custos de mão-de-obra em Portugal não são muito elevados face à média Europeia, muitos desperdícios não podem ser eliminados e o caminho será sempre a sua monotorização e controlo, com o objetivo de redução dos custos.
Este trabalho consiste na criação de um modelo conceptual de Gestão da Produtividade num Centro de Operações Logísticas, criando um sistema de registos de todas as tarefas executadas na área de armazém e a montagem de indicadores de monotorização.
Inicialmente foi realizado um mapeamento de todas as operações realizadas no Centro de Operações Logísticas, em seguida foram retiradas amostras de tempos por forma a construir o tempo padrão para cada atividade realizada.
O passo seguinte foi a criação de um sistema de Gestão por Indicadores, para que a tomada de decisões seja baseada em dados quantitativos e não subjetivos.
A implementação deste modelo conceptual de Gestão da Produtividade, levará a empresa a identificar as percentagens do tempo pago (custo) e tempo produtivo, através da identificação das operações que não acrescentam valor, qual o seu peso no total do tempo das operações e fica construída a base para custeio da operação ao nível de mão-de-obra, bem como de futuras operações com o mesmos perfil.
During the crisis period, companies had to apply more effort to improve their operational performance, logistics operators (3PL) were no exception, belonging to the service sector, the demands are greater. Companies in this sector face daily challenges to improve their productivity ratios and need indicators that help them achieve their goals by implementing continuous improvement cycles to eliminate waste. Taking into account that labor costs in Portugal are not very high compared to the European average, many waste can not be eliminated and the way will always be to monitor and control them in order to reduce costs. This work consists in the creation of a conceptual model of Productivity Management in a Logistics Operations Center, creating a system of records of all tasks performed in the warehouse area and creation of monitoring indicators. Initially a mapping of all the operations carried out in the Logistics Operations Center was carried out, then time samples were taken in order to build the standard time for each activity performed. The next step was the creation of a system of Management by Indicators, so that the decision making is through quantitative rather than subjective data. The implementation of this conceptual model of Productivity Management will lead the company to identify the percentages of time paid (cost) and productive time, by identifying the operations that do not add value, what their weight in the total time of operations and is built the basis for costing the operation at the level of labor, as well as future operations with the same profile.
During the crisis period, companies had to apply more effort to improve their operational performance, logistics operators (3PL) were no exception, belonging to the service sector, the demands are greater. Companies in this sector face daily challenges to improve their productivity ratios and need indicators that help them achieve their goals by implementing continuous improvement cycles to eliminate waste. Taking into account that labor costs in Portugal are not very high compared to the European average, many waste can not be eliminated and the way will always be to monitor and control them in order to reduce costs. This work consists in the creation of a conceptual model of Productivity Management in a Logistics Operations Center, creating a system of records of all tasks performed in the warehouse area and creation of monitoring indicators. Initially a mapping of all the operations carried out in the Logistics Operations Center was carried out, then time samples were taken in order to build the standard time for each activity performed. The next step was the creation of a system of Management by Indicators, so that the decision making is through quantitative rather than subjective data. The implementation of this conceptual model of Productivity Management will lead the company to identify the percentages of time paid (cost) and productive time, by identifying the operations that do not add value, what their weight in the total time of operations and is built the basis for costing the operation at the level of labor, as well as future operations with the same profile.
Description
Keywords
Logística