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Abstract(s)
O principal objetivo deste projeto é a aplicação de técnicas e metodologias Lean com vista à melhoria contínua da empresa, sobretudo em níveis de eficiência, ergonomia e produtividade dos serviços prestados aos clientes. A metodologia adotada neste projeto foi a Investigação-Ação complementada com a metodologia PDCA. Primordialmente foi realizada uma revisão bibliográfica com especial incidência na filosofia Lean e em algumas das suas principais ferramentas, como 5S, Gestão Visual, Diagrama de Spaghetti e a sua aplicação em diversos contextos distintos. Visto que a Auto Sueco Portugal se divide entre a sua sede e os concessionários da sua rede, houve a oportunidade de atuar nos dois cenários. Inicialmente começou-se por analisar o estado inicial das áreas intervencionadas e diagnosticar as principais oportunidades de melhoria nas mesmas, tendo atuado a nível central, no escritório e a nível oficinal em duas concessões. A nível global, foram encontradas oportunidades relacionadas com a falta de organização quer dos documentos arquivados quer dos espaços oficinais e oportunidades na modernização dos respetivos equipamentos. Adicionalmente, foi identificado outro problema numa unidade Após-Venda relacionado com a falta de espaço para atender e parquear viaturas. Com o objetivo de atender as oportunidades/problemas encontrados, foram apresentadas
propostas de melhoria como a implementação de 5S em diversos contextos distintos, redefinição do layout do armazém duma unidade Após-Venda e atualização dos equipamentos atuais. A implementação do 5S nos diversos contextos permitiu elevar o nível de arrumação e limpeza das secções, resultando também numa menor perda de tempo na realização das tarefas, traduzindo-se num aumento da qualidade do serviço prestado. De forma a auxiliar e suportar as implementações propostas, realizaram-se auditorias 5S a ambos os concessionários de forma a avaliar e quantificar a evolução ocorrida. Com a redefinição do espaço destinado ao armazém duma unidade Após-Venda é expectável que ocorra um aumento de cerca de 10% do espaço oficinal, passando duma área inicial de 1275𝑚2 para 1405𝑚2, além de uma melhor eficiência
do espaço.
The main objective of this project was the application of Lean techniques and methodologies for continuous improvement of the company, especially in levels of efficiency, ergonomics and productivity of services provided to customers. The methodology adopted in this project was Action Research complemented with the PDCA methodology. Primarily a literature review with special focus on Lean philosophy and some of its main tools, such as 5S, Visual Management, Spaghetti Diagram and its application in several different contexts. As Auto Sueco is divided between its centralized headquarters and the dealers of its network, there was the opportunity to act in both scenarios. Initially, we began by analyzing the initial state of the intervened areas and diagnosing the main problems in them, having acted at the central level, in the office and at the workshop level in two concessions. At a global level, there were problems related to the lack of organization of both archived documents and workshop spaces and problems with the lack of modernization of their equipment. In addition, another problem was identified in an after-sales unit related to the lack of space to meet and park vehicles. In order to mitigate or eliminate the opportunities/problems found, improvement proposals were presented such as the implementation of 5S in several different contexts, redefining the layout of the warehouse in an after-sales unit and updating current equipment. The implementation of the 5S in the various contexts allowed to raise the level of tidiness and cleaning of the sections, which also resulting in a lower loss of time in performing the tasks, resulting into an increase in the quality of the service provided. In order to help and support the proposed implementations, 5S audits were carried out at both dealerships to assess and quantify the progress made. With the redefinition of the space for an after-sales dealership, it is expected that there will be an increase of around 10% in dealership space, from an initial area of 1275𝑚2 to 1405𝑚2, as well as improved space efficiency.
The main objective of this project was the application of Lean techniques and methodologies for continuous improvement of the company, especially in levels of efficiency, ergonomics and productivity of services provided to customers. The methodology adopted in this project was Action Research complemented with the PDCA methodology. Primarily a literature review with special focus on Lean philosophy and some of its main tools, such as 5S, Visual Management, Spaghetti Diagram and its application in several different contexts. As Auto Sueco is divided between its centralized headquarters and the dealers of its network, there was the opportunity to act in both scenarios. Initially, we began by analyzing the initial state of the intervened areas and diagnosing the main problems in them, having acted at the central level, in the office and at the workshop level in two concessions. At a global level, there were problems related to the lack of organization of both archived documents and workshop spaces and problems with the lack of modernization of their equipment. In addition, another problem was identified in an after-sales unit related to the lack of space to meet and park vehicles. In order to mitigate or eliminate the opportunities/problems found, improvement proposals were presented such as the implementation of 5S in several different contexts, redefining the layout of the warehouse in an after-sales unit and updating current equipment. The implementation of the 5S in the various contexts allowed to raise the level of tidiness and cleaning of the sections, which also resulting in a lower loss of time in performing the tasks, resulting into an increase in the quality of the service provided. In order to help and support the proposed implementations, 5S audits were carried out at both dealerships to assess and quantify the progress made. With the redefinition of the space for an after-sales dealership, it is expected that there will be an increase of around 10% in dealership space, from an initial area of 1275𝑚2 to 1405𝑚2, as well as improved space efficiency.
Description
Keywords
5S After-Sales PDCA Lean Tools Continuous Improvement Ciclo PDCA Após-venda Ferramentas Lean Melhoria Contínua