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Sustentabilidade kaizen: Estudo de caso na indústria corticeira
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Abstract(s)
A competitividade e a sustentabilidade constituem atualmente fatores determinantes para o
crescimento e a adaptação das organizações industriais. Neste contexto, a adoção de
metodologias de melhoria contínua assume um papel estratégico, permitindo reduzir
desperdícios, otimizar recursos e aumentar o envolvimento das equipas. Assim, a presente
investigação procura responder à questão: Como é que a sustentabilidade pode ser melhorada
na indústria corticeira através da implementação das metodologias Kaizen?
Para tal, recorreu-se à metodologia de Action Research, que combina a investigação científica
com a ação prática. Esta abordagem baseia-se num ciclo contínuo de diagnóstico, planeamento
de ações, ações realizadas, avaliação e aprendizagem, permitindo intervir de forma
colaborativa e ajustar soluções em função da realidade estudada. A aplicação deste método no
setor corticeiro possibilitou envolver diretamente os operadores, as chefias e a equipa Kaizen,
promovendo não só a implementação de melhorias, como também a geração de conhecimento
válido para futuras intervenções.
As ferramentas Kaizen incluídas foram Gemba Walks, Padronização, Kaizen Diário, Gestão
Visual, Yokoten, Kamishibai e o ciclo PDCA, combinadas com o uso de ferramentas como A3,
Diagramas de Ishikawa, 5W2H e Matriz de GUT. Estas práticas viabilizaram a identificação de
desperdícios, a análise das causas raiz dos problemas e a definição de planos de ação
consistentes, apoiados pela participação ativa dos colaboradores.
Os resultados obtidos evidenciam ganhos significativos em três dimensões da sustentabilidade.
A nível económico, destacam-se o aumento de 49% da produção interna na Retificação Micro,
a redução de 71% da subcontratação (8.437,08 € de poupança anual) e a otimização da
cozedura, que permitiu poupar cerca de 2.000,00 € por ano em recursos hídricos. No âmbito
social, o Kaizen Diário, a Gestão Visual e o Yokoten reforçaram, por meio de inquéritos de
satisfação, o maior envolvimento e comunicação das equipas, enquanto a padronização e a
formação promoveram uma maior responsabilidade por parte dos trabalhadores. Na vertente
ambiental, registou-se um uso mais eficiente da água e dos recursos, menos desperdício e
retrabalho, e a redução de transporte externo, incluindo a poupança de mais de 1.600 m³ de
água, por ano na cozedura.
Competitiveness and sustainability are currently determining factors for the growth and adaptation of industrial organizations. In this context, the adoption of continuous improvement methodologies assumes a strategic role, allowing to reduce waste, optimize resources and increase team involvement. Thus, the present research seeks to answer the question: How can sustainability be achieved in the cork industry through the implementation of Kaizen methodologies? For this, we used the methodology of Action Research, which combines scientific research with practical action. This approach is based on a continuous cycle of diagnosis, action planning, actions carried out, evaluation and learning, allowing to intervene collaboratively and adjust solutions according to the studied reality. The application of this method in the cork industry made it possible to directly involve operators, managers and the Kaizen team, promoting not only the implementation of improvements, but also the generation of valid knowledge for future interventions. The Kaizen tools used included Gemba Walks, Standard Work, Daily Kaizen, visual management, Yokoten, Kamishibai and PDCA cycle, combined with the use of tools such as Ishikawa Diagrams, 5W2H and GUT Matrix. These practices enabled the identification of waste, the analysis of root causes of problems and the definition of consistent action plans, supported by the active participation of employees. The results show significant gains in three dimensions of sustainability. The results show significant gains in three dimensions of sustainability. At the economic level, we highlight the increase of 49% of internal production in Micro Grinding, the reduction of 71% of subcontracting (€ 8,437.08 annual savings) and the optimization of baking, which allowed saving about € 2,000.00 per year on water resources. In the social sphere, Kaizen Diário, Visual Management and Yokoten reinforced, through satisfaction surveys, the greater involvement and communication of the teams, while standardization and training promoted greater responsibility on the part of the workers. On the environmental side, there was a more efficient use of water and resources, less waste and rework, and the reduction of external transport, including saving more than 1,600 m3 of water per year in baking.
Competitiveness and sustainability are currently determining factors for the growth and adaptation of industrial organizations. In this context, the adoption of continuous improvement methodologies assumes a strategic role, allowing to reduce waste, optimize resources and increase team involvement. Thus, the present research seeks to answer the question: How can sustainability be achieved in the cork industry through the implementation of Kaizen methodologies? For this, we used the methodology of Action Research, which combines scientific research with practical action. This approach is based on a continuous cycle of diagnosis, action planning, actions carried out, evaluation and learning, allowing to intervene collaboratively and adjust solutions according to the studied reality. The application of this method in the cork industry made it possible to directly involve operators, managers and the Kaizen team, promoting not only the implementation of improvements, but also the generation of valid knowledge for future interventions. The Kaizen tools used included Gemba Walks, Standard Work, Daily Kaizen, visual management, Yokoten, Kamishibai and PDCA cycle, combined with the use of tools such as Ishikawa Diagrams, 5W2H and GUT Matrix. These practices enabled the identification of waste, the analysis of root causes of problems and the definition of consistent action plans, supported by the active participation of employees. The results show significant gains in three dimensions of sustainability. The results show significant gains in three dimensions of sustainability. At the economic level, we highlight the increase of 49% of internal production in Micro Grinding, the reduction of 71% of subcontracting (€ 8,437.08 annual savings) and the optimization of baking, which allowed saving about € 2,000.00 per year on water resources. In the social sphere, Kaizen Diário, Visual Management and Yokoten reinforced, through satisfaction surveys, the greater involvement and communication of the teams, while standardization and training promoted greater responsibility on the part of the workers. On the environmental side, there was a more efficient use of water and resources, less waste and rework, and the reduction of external transport, including saving more than 1,600 m3 of water per year in baking.
Description
Keywords
Sustainability Action Research Kaizen Tools Continuous Improvement Standardization of work Sustentabilidade Ferramentas Kaizen Melhoria Contínua Padronização