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Publication
Impacto do Single Minute Exchange of Die na sustentabilidade da empresa
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| 8.22 MB | Adobe PDF |
Authors
Advisor(s)
Abstract(s)
O desenvolvimento desta dissertação teve como finalidade a conclusão do Mestrado de
Engenharia Mecânica, com área de especificação em Gestão Industrial. Realizada num contexto
fabril, mais especificamente na área de engarrafamento e encaixotamento da Symington Family
Estates, S.A., o objetivo principal desta dissertação passava por implementar a metodologia
Single Minute Exchange of Die (SMED) numa das linhas da fábrica, com o objetivo de reduzir o
tempo de setup, e em simultâneo analisar o impacto das propostas de melhoria na
Sustentabilidade da empresa. Uma vez que a dissertação incluía uma componente prática, foi
utilizada a metodologia de investigação Action-Research, com o objetivo de responder ao
objetivo principal do projeto. Posto isto, numa fase inicial foram aprofundados os conceitos
teóricos da metodologia SMED e a sua aplicação prática, definindo-se como uma ferramenta
que pretende maximizar a otimização e a padronização das operações envolvidas nos setups.
Relativamente à atividade na empresa, após o domínio da sequência do processo produtivo, foi
iniciada a aplicação da metodologia SMED na linha de produção, com vista à obtenção dos
dados referentes ao estado inicial do setup. Estes dados iniciais demonstraram que o setup
estava limitado a uma duração de 1h e 31 minutos, assim como associado a uma falta de
organização e padronização das tarefas envolvidas neste procedimento, que se refletia numa
taxa de ocupação dos operadores responsáveis pela execução do setup extremamente
desequilibrada, valores fixados entre os 100% e os 27%. Assim sendo, relativamente às
propostas de melhoria, o plano de ação foi iniciado com a separação das tarefas internas e
externas, e a respetiva organização. De seguida foram implementadas ferramentas de Gestão
Visual, como etiquetas de identificação de peças e as respetivas legendas, identificados os locais
de armazenamento das peças, sistemas de referência e registo das afinações executadas nas
máquinas, e ainda um motor para facilitar o ajuste da altura do depósito do Rolhador. Por fim,
no âmbito do SMED, foi incutido um Standard Work para os procedimentos do setup, com
recurso a formações e à disponibilização de ordens de trabalho, junto das máquinas, para este
momento de atividade. No seguimento deste processo, foi colocado em prática o
Balanceamento de Linha, realizando ajustes na distribuição das tarefas do setup pelos
operadores da equipa da linha, resultando na redução de 5 para 4 elementos responsáveis por
este momento. Sendo obtidos valores no âmbito da taxa de ocupação entre os 100% e os 81%,
valores representativos da obtenção de uma equidade laboral entre os operadores afetados ao
setup da linha 23. Num contexto geral relativamente ao período de inatividade da produção
devido ao momento de setup, por via das propostas de melhoria associadas ao SMED e as
alterações na distribuição dos operadores, o novo tempo de setup que inibe a produção é de
49 minutos, representado uma redução de 46% relativamente ao valor inicial. Esta redução,
relativamente aos impactos na Sustentabilidade da empresa, provocou uma redução de 46%
no desperdício de energia neste período de troca de peças e afinações, uma redução de 57%
nos gastos com os operadores neste intervalo de tempo em que não é gerado valor para o
cliente, e um aumento da 43% na eficiência da execução das tarefas externas do setup.
The development of this dissertation was aimed at completing the Master’s Degree in Mechanical Engineering, in the specific area of Industrial Management. Developed in an industrial context, more specifically in the bottling and boxing section of the Symington Family Estates, S.A., the main goal of this dissertation was to implement the Single Minute Exchange of Die (SMED) methodology in one of the factory lines, aiming at reduction of the setup time, and, at the same time, analyze the impacts of the company’s Sustainability proposals. Given the dissertation included a practical component, a Action-Research investigation methodology was used, aimed at helping reach the main objective of this project. In an initial phase, theory and practice regarding the SMED method was deepened, with it defining itself as a tool that will help maximize the optimization and the standardization of the operations surrounding the setups. Regarding the activity in the company’s factory, after mastering the sequence of the production process, the application of the SMED method in the production line was initiated, obtaining data relating to the setup’s initial state. This data showed that the setup was limited to one hour and 31 minutes of duration, as well as associated with a lack of organization and standardization in the task involved in this procedure, which reflected in an extremely unbalanced occupancy rate of the operators responsible for executing the setup, with values fixated between 100% and 27%. Given this, from the point of view of the company’s Sustainability proposals, the plan of action was initiated with the separation of the internal and external tasks, and their respective organization. Following this, Visual Management tools were implemented, such as part identification tags and their respective captions, part storage location identification, reference systems identification and the recording of adjustments made to machines, as well as a motor to help adjust the Corker’s deposit’s height. Finally, through a SMED lens, a Standard Work for the setup procedures was implemented, through training and the provision of work orders, next to the machines, for this moment of activity. Following this practical intervention, the line team operators made some changes in the setup’s task distribution, allowing a reduction of the number of workers responsible for this action from five to four. The occupancy rate obtained values fixated between 100% and 81%, values that represent laboral equity between the affected operators of the line 23 setup. Globally, the reduction of inactivity time due to the setup moment, through the SMED-associated proposals and the operators distribution changes, the new setup time that stops production is 49 minutes, representing a 46% reduction in relation to the initial values. This reduction, taking into account the company’s Sustainability proposals, contributed to a 46% reduction of energy consumption when exchanging parts and tuning the machine, a 57% reduction in operator spending during this period in which no value is generated for the customer, and a 43% increase in the efficiency of execution of external setup tasks.
The development of this dissertation was aimed at completing the Master’s Degree in Mechanical Engineering, in the specific area of Industrial Management. Developed in an industrial context, more specifically in the bottling and boxing section of the Symington Family Estates, S.A., the main goal of this dissertation was to implement the Single Minute Exchange of Die (SMED) methodology in one of the factory lines, aiming at reduction of the setup time, and, at the same time, analyze the impacts of the company’s Sustainability proposals. Given the dissertation included a practical component, a Action-Research investigation methodology was used, aimed at helping reach the main objective of this project. In an initial phase, theory and practice regarding the SMED method was deepened, with it defining itself as a tool that will help maximize the optimization and the standardization of the operations surrounding the setups. Regarding the activity in the company’s factory, after mastering the sequence of the production process, the application of the SMED method in the production line was initiated, obtaining data relating to the setup’s initial state. This data showed that the setup was limited to one hour and 31 minutes of duration, as well as associated with a lack of organization and standardization in the task involved in this procedure, which reflected in an extremely unbalanced occupancy rate of the operators responsible for executing the setup, with values fixated between 100% and 27%. Given this, from the point of view of the company’s Sustainability proposals, the plan of action was initiated with the separation of the internal and external tasks, and their respective organization. Following this, Visual Management tools were implemented, such as part identification tags and their respective captions, part storage location identification, reference systems identification and the recording of adjustments made to machines, as well as a motor to help adjust the Corker’s deposit’s height. Finally, through a SMED lens, a Standard Work for the setup procedures was implemented, through training and the provision of work orders, next to the machines, for this moment of activity. Following this practical intervention, the line team operators made some changes in the setup’s task distribution, allowing a reduction of the number of workers responsible for this action from five to four. The occupancy rate obtained values fixated between 100% and 81%, values that represent laboral equity between the affected operators of the line 23 setup. Globally, the reduction of inactivity time due to the setup moment, through the SMED-associated proposals and the operators distribution changes, the new setup time that stops production is 49 minutes, representing a 46% reduction in relation to the initial values. This reduction, taking into account the company’s Sustainability proposals, contributed to a 46% reduction of energy consumption when exchanging parts and tuning the machine, a 57% reduction in operator spending during this period in which no value is generated for the customer, and a 43% increase in the efficiency of execution of external setup tasks.
Description
Keywords
SMED Sustainability Lean setup Sustentabilidade