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Abstract(s)
Na perspetiva atual da indústria, o estudo dos custos da qualidade aparenta ser uma ferramenta pouco utilizada pela gestão. Na realidade, trata-se de uma ferramenta que consome uma quantidade muito significante de um recurso valioso em todas as organizações, que é o tempo. Sendo uma condição preponderante em qualquer organização, o tempo é a principal preocupação quando se elaboram este tipo de estudos. Eles requerem um grupo considerável de pessoas a recolher e analisar grandes quantidades de informação, o que não se traduz diretamente em lucro. Ainda assim, o estudo dos custos da qualidade pode ser lucrativo a longo termo, uma vez que assiste a estão no que toca a compreender o ponto de situação da empresa ao longo do tempo, no que toca às falhas internas e externas, bem como no que diz respeito às despesas com qualidade. Este tipo de estudo proporciona também a identificação de processos críticos no que toca aos seus desperdícios, o que consequentemente se pode traduzir em redução de lucros.
Tal como acontece no Sistema Toyota de Produção, mais tarde chamado de Gestão “Lean”, a redução de custos associados aos todos os desperdícios é um ponto essencial da estratégia do TPS, permitindo, por consequência, o aumento das margens de lucro e da eficiência da empresa em geral.
No ponto de vista tecnológico deste tipo de estudo, é possível incorporar alguns sistemas autónomos que, no entanto, requerem um investimento significativo. No entanto, o conceito de Indústria 4.0 tem vindo a evoluir e enquadra-se perfeitamente no contexto de cálculo e monitorização automática de custos da qualidade, através de m sistema integrado e uma rede de informação, permitindo a sua consulta a qualquer momento.
O objetivo principal desta dissertação foi o de melhoria do indicador de custos da qualidade, providenciando forma de avaliar os custos das falhas do processo produtivo.
Por fim, foi possível elaborar um indicador gráfico de balanço entre os custos da qualidade e os de não qualidade. Durante o desenvolvimento do projeto, foram encontradas algumas dificuldades, bem como encontradas várias oportunidades de melhoria. Algumas destas melhorias foram implementadas, enquanto que outras, devido a obstáculos do foro temporal e tecnológico, mantêm-se como propostas para trabalhos a desenvolver no futuro num contexto de melhoria contínua.
In today’s industry perspective, the study of quality costs seems to be an unusual tool for the management. The reality is, it consumes a significant amount of a valuable resource in every organization, which is time. As a major condition in any organization, time is the major concern when doing these types of studies. It requires a considerable amount of people gathering and analyzing a great deal of information, which isn’t directly lucrative. However, it may be profitable in the long term, as it aids managers to generally understand the current and past states of the internal and external failures, as well as the quality expenses. This technically helps to identify key processes’ wastes, which consequently traduces in profits reduction. Like in the way of the Toyota Production System (TPS), later popularly called as “Lean Management”, reducing the costs associated with all the waste is a key point in the TPS strategy to increase profit margins and improve the organization’s efficiency overall. In terms of a more technological approach to these studies, some autonomous systems can exist, although it comes at a great cost. However, the 4.0 Industry concept is evolving and fits perfectly in the quality costs monitorization context: an integrated information ystem with a global data network allows for a quick check-up of all the quality costs, by category, while freeing employees from doing this work manually. The main goal of this thesis was to improve the quality costs indicator, by providing means to evaluate the failure cost within the productive process. In the end, the objective was to create a graphic indicator (KPI) which shows the overall balance between quality costs and non-quality costs. In the process, some difficulties were found as well as some improvement opportunities. Some of these were implemented along the way, while others remain as a proposition for future work in the context of continuous improvement. This way, being already known that there are some technological and range of time obstacles to complete all the propositions, it remains documented and idealized for the future.
In today’s industry perspective, the study of quality costs seems to be an unusual tool for the management. The reality is, it consumes a significant amount of a valuable resource in every organization, which is time. As a major condition in any organization, time is the major concern when doing these types of studies. It requires a considerable amount of people gathering and analyzing a great deal of information, which isn’t directly lucrative. However, it may be profitable in the long term, as it aids managers to generally understand the current and past states of the internal and external failures, as well as the quality expenses. This technically helps to identify key processes’ wastes, which consequently traduces in profits reduction. Like in the way of the Toyota Production System (TPS), later popularly called as “Lean Management”, reducing the costs associated with all the waste is a key point in the TPS strategy to increase profit margins and improve the organization’s efficiency overall. In terms of a more technological approach to these studies, some autonomous systems can exist, although it comes at a great cost. However, the 4.0 Industry concept is evolving and fits perfectly in the quality costs monitorization context: an integrated information ystem with a global data network allows for a quick check-up of all the quality costs, by category, while freeing employees from doing this work manually. The main goal of this thesis was to improve the quality costs indicator, by providing means to evaluate the failure cost within the productive process. In the end, the objective was to create a graphic indicator (KPI) which shows the overall balance between quality costs and non-quality costs. In the process, some difficulties were found as well as some improvement opportunities. Some of these were implemented along the way, while others remain as a proposition for future work in the context of continuous improvement. This way, being already known that there are some technological and range of time obstacles to complete all the propositions, it remains documented and idealized for the future.
Description
Keywords
Melhoria Contínua Custos da Qualidade Indicadores de Performance de Processos Chave Sistema Toyota de Produção Gestão Lean Indústria 4.0 Continuous Improvement Costs of Quality Key process Indicator, Toyota Production System Lean Management Industry 4.0