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Advisor(s)
Abstract(s)
Nos dias que correm, as organizações pretendem melhorar cada vez mais os seus sistemas produtivos de forma a obterem uma vantagem competitiva face a um mercado cada vez mais saturado e mais exigente. Em muitas empresas a solução passa pela implementação de uma cultura organizacional de produção Lean. O presente trabalho foi realizado em contexto industrial na empresa SNA Europe, incidido na análise de uma linha de produção de limas de motosserra, com o intuito de fazer um estudo da implementação de potenciais práticas e metodologias de gestão Lean visando a otimização e melhoria do processo produtivos. Os principais objetivos passaram por estudar a linha produtiva, analisar o processo, identificar as suas principais lacunas e determinar que ferramentas ou abordagens, poderiam ser aplicadas de modo a otimizar ao máximo a produção. De uma forma geral, as propostas de melhoria permitiram um fluxo produtivo mais organizado e controlado, verificando-se aumentos de eficiência de produção e menores desperdícios. Quantitativamente a instalação de dispositivos luminosos reduziu o tempo de resposta do operador em 11,52%; ganhos de 10,6% de eficiência global do processo com a implementação da padronização de trabalhos; redução de cerca de 20,25% no número de paragens e/ou avarias após realização de documentos de TPM de primeiro nível; redução de 2,25 horas diárias em tempo perdido com tarefas de abastecimento e recolha de material com implementação de uma nova rota de comboio logístico. Por fim, referem-se ainda um conjunto de ações a melhorar no futuro, dando -se maior ênfase em conseguir substituir e adaptar todo o sistema produtivo para um tipo de sistema pull ou puxada, em vez do push ou empurrado que se verificou durante este trabalho.
These days, organizations want to improve their production systems more and more searching for a competitive advantage over an increasingly saturated and demanding market. In many companies the solution involves the implementation of an organizational culture of Lean production. The present work was carried out in an industrial context in the company SNA Europe, focused on the analysis of a production line of chainsaw files, in order to study the implementation of potential practices and methodologies of Lean management aiming at the optimization and improvement of the production process. The main objectives were to study the production line, analyzing the process, identify their main gaps and decide which tools or approaches could be applied to optimize production as much as possible. In general, the proposals for improvement allowed a more organized and controlled production flow, with increases in production efficiency and a reduction of waste. Quantitatively, stands out the installation of light devices that reduced the operator response time by 11.52%; gains of 10.6% global process with implementation of the standard works; reduction of about 20.25% in the number of stops and/or breakdowns after the realization of TPM first-level documents; reduction of 2.25 hours per day in lost time with material supply and pick up tasks with implementation of a new water spider route. Finally, a set of actions to improve in the future, with greater emphasis on being able to replace and adapt the entire production system to a type of pull production, instead of the push system verified during this work.
These days, organizations want to improve their production systems more and more searching for a competitive advantage over an increasingly saturated and demanding market. In many companies the solution involves the implementation of an organizational culture of Lean production. The present work was carried out in an industrial context in the company SNA Europe, focused on the analysis of a production line of chainsaw files, in order to study the implementation of potential practices and methodologies of Lean management aiming at the optimization and improvement of the production process. The main objectives were to study the production line, analyzing the process, identify their main gaps and decide which tools or approaches could be applied to optimize production as much as possible. In general, the proposals for improvement allowed a more organized and controlled production flow, with increases in production efficiency and a reduction of waste. Quantitatively, stands out the installation of light devices that reduced the operator response time by 11.52%; gains of 10.6% global process with implementation of the standard works; reduction of about 20.25% in the number of stops and/or breakdowns after the realization of TPM first-level documents; reduction of 2.25 hours per day in lost time with material supply and pick up tasks with implementation of a new water spider route. Finally, a set of actions to improve in the future, with greater emphasis on being able to replace and adapt the entire production system to a type of pull production, instead of the push system verified during this work.
Description
Keywords
Produção Lean Melhoria contínua Limas de Motosserra Gestão Visual Standard Work Zoning Lean Production Continuous Improvement Chainsaw Files Visual Management Standard Work Zoning