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Abstract(s)
Esta dissertação, desenvolvida em colaboração com a empresa Panike no âmbito do 2º ano de
Mestrado em Engenharia e Gestão Industrial do Instituto Superior de Engenharia do Porto,
tinha como desiderato a aplicabilidade prática de conhecimentos académicos na resolução de
problemas reais e significativos para a empresa.
Com a metodologia Action-Research, caracterizada pela integração da ação e pesquisa,
verificou-se a resolução de problemas e a aquisição de um conhecimento mais abrangente. A
análise detalhada da situação atual da empresa, utilizando o VSM identificaram-se vários
desafios no fluxo produtivo, proporcionando uma visão holística dos processos e das
dificuldades enfrentadas.
Na linha de produção Konig, foram identificados elevados níveis de risco para os colaboradores
nas áreas do armazém de matérias-primas e expedição, afetando negativamente as atividades
dos colaboradores. Na área das amassadeiras, a falta da normalização das tarefas contribuiu
para a desmotivação e cansaço dos colaboradores. De forma análoga, na linha de produção
Fritsch 3, foram observados desafios, como a ausência de standards, elevadas durações nas
mudanças de produto, desorganização na sala de lavagens e um elevado índice de desperdício.
Além disso, a comunicação entre os turnos demonstrou ser ineficiente, necessitando de
melhorias substanciais.
Como resposta aos problemas identificados, foram desenvolvidas melhorias fundamentadas na
metodologia Lean, priorizadas com base no impacto que teriam no quotidiano da empresa. A
adoção do daily kaizen permitiu a participação ativa dos colaboradores nas iniciativas realizadas
no gemba. No âmbito da resolução estruturada de problemas, focou-se especificamente no
desperdício associado ao produto “Bola M”, alcançando-se a eliminação total das reclamações
e uma redução de 55.3% no desperdício relativamente à produção total. A implementação da
metodologia SMED, auxiliada pelo standard work, resultou na redução de 53% das distâncias
percorridas e 35% na duração das trocas de produto com sementes, contribuindo para um
aumento de 4.89% na produtividade. O standard work inserido nas linhas Konig e Fritsch 3
gerou aumentos da produtividade de 1.45% e 1.95%, respetivamente. A metodologia 5s
promoveu uma melhor organização do espaço, com a reestruturação do layout, enquanto a
gestão visual inserida ao longo da linha Fritsch 3 facilitou a identificação de pontos críticos,
garantindo uma higienização regular e a eficiência do processo produtivo.
Adicionalmente, a aplicabilidade das ferramentas lean contribuíram para um impacto positivo
na segurança dos colaboradores, com a redução dos níveis de cansaço, fadiga e stress e o
aumento a produtividade da empresa.
This dissertation, developed in collaboration with Panike as part of the second year of the Master's in Industrial Engineering and Management at the Instituto Superior de Engenharia do Porto, aimed to apply academic knowledge to solve real and significant problems for the company. Using the Action-Research methodology, characterized by the integration of action and research, problems were solved, and broader knowledge attained. The detailed analysis of the company's current situation, utilizing VSM, identified several challenges in the production flow, providing a holistic view of the processes and difficulties faced. In the Konig production line, high levels of risk for employees were identified in the raw materials warehouse and shipping areas, negatively affecting the activities of the employees. In the kneading area, the lack of task standardization contributed to employee demotivation and fatigue. Similarly, in the Fritsch 3 production line, challenges such as the absence of standards, long product changeover times, disorganization in the washing room, and a high waste index were observed. Additionally, communication between shifts proved to be inefficient, requiring substantial improvements. In response to the identified problems, improvements based on the Lean methodology were developed and prioritized based on their impact on the company's daily operations. The adoption of daily kaizen allowed for active employee participation in initiatives carried out on the gemba. In the context of structured problem-solving, the focus was specifically on the waste associated with the Bola M product, achieving the total elimination of complaints and a 55.3% reduction in waste relative to total production. The implementation of the SMED methodology, aided by standard work, resulted in a 53% reduction in distances traveled and a 35% reduction in the duration of product changeovers with seeds, contributing to a 4.89% increase in productivity. The standard work introduced in the Konig and Fritsch 3 lines generated productivity increases of 1.45% and 1.95%, respectively. The 5S methodology promoted better space organization, with the layout restructuring, while the visual management implemented along the Fritsch 3 line facilitated the identification of critical points, ensuring regular cleaning and efficiency in the production process. Additionally, the applicability of Lean tools contributed to a positive impact on employee safety, reducing levels of fatigue, tiredness, and stress, and increasing the company's productivity.
This dissertation, developed in collaboration with Panike as part of the second year of the Master's in Industrial Engineering and Management at the Instituto Superior de Engenharia do Porto, aimed to apply academic knowledge to solve real and significant problems for the company. Using the Action-Research methodology, characterized by the integration of action and research, problems were solved, and broader knowledge attained. The detailed analysis of the company's current situation, utilizing VSM, identified several challenges in the production flow, providing a holistic view of the processes and difficulties faced. In the Konig production line, high levels of risk for employees were identified in the raw materials warehouse and shipping areas, negatively affecting the activities of the employees. In the kneading area, the lack of task standardization contributed to employee demotivation and fatigue. Similarly, in the Fritsch 3 production line, challenges such as the absence of standards, long product changeover times, disorganization in the washing room, and a high waste index were observed. Additionally, communication between shifts proved to be inefficient, requiring substantial improvements. In response to the identified problems, improvements based on the Lean methodology were developed and prioritized based on their impact on the company's daily operations. The adoption of daily kaizen allowed for active employee participation in initiatives carried out on the gemba. In the context of structured problem-solving, the focus was specifically on the waste associated with the Bola M product, achieving the total elimination of complaints and a 55.3% reduction in waste relative to total production. The implementation of the SMED methodology, aided by standard work, resulted in a 53% reduction in distances traveled and a 35% reduction in the duration of product changeovers with seeds, contributing to a 4.89% increase in productivity. The standard work introduced in the Konig and Fritsch 3 lines generated productivity increases of 1.45% and 1.95%, respectively. The 5S methodology promoted better space organization, with the layout restructuring, while the visual management implemented along the Fritsch 3 line facilitated the identification of critical points, ensuring regular cleaning and efficiency in the production process. Additionally, the applicability of Lean tools contributed to a positive impact on employee safety, reducing levels of fatigue, tiredness, and stress, and increasing the company's productivity.
Description
Keywords
Lean management Lean tools Continuous improvement Occupational safety Value stream mapping Productivity Ferramentas Lean Melhoria contínua Segurança ocupacional Produtividade