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Abstract(s)
Numa corrida de Fórmula 1, todos os segundos contam. Como tal, as equipas fazem de tudo para não perder um único segundo a mais nas paragens pit-stop. Numa linha de produção de tubos de ar condicionado para o mercado automóvel, as paragens provocadas pelas trocas de referência correspondem a apenas 5% do tempo total de produção. Porém, existe a preocupação, por parte dos responsáveis de produção, no que toca ao elevado tempo (2h) de mudança de algumas referências. Juntamente com a empresa e de forma a contribuir na corrida para o sucesso, definiu-se o objetivo de reduzir as pit-stop, ou seja, paragens para mudança de referência. O trabalho proposto é constituído por um conjunto de questões de investigação para as quais se devem obter respostas. Primeiramente, efetuou-se uma pesquisa bibliográfica onde foram analisados vários casos com objetivos idênticos para selecionar as melhores ferramentas e técnicas a seguir. Definiu-se que a metodologia Lean seria a melhor abordagem para esta dissertação. As ferramentas selecionadas foram: 5S, Poka-Yoke, SMED e trabalho standardizado. Em seguida, o foco dirigiu-se para a linha AA19, onde foram analisados um conjunto de fatores, nomeadamente as famílias de referências, a quantidade de colaboradores e as suas funções, as operações de setup das máquinas, e a recolha dos tempos iniciais de setups, (através da plataforma de gestão da empresa), de forma a estabelecer um ponto de partida. De modo a criar bases para um estudo exato e preciso, foram recolhidos dados com duas câmaras de filmar e estudados através de dois tipos de análises. A implementação dos 5S deu origem às primeiras medidas realizadas, seguidas de um standard de setup. Também se estudaram os seus benefícios das ações de melhoria que necessitavam de um investimento financeiro considerável da empresa (superior a 10 000€). A ferramenta SMED foi importante para tracejar todo o percurso, desde a divisão e análise de operações até à implementação das medidas, que resultaram numa redução da média global de tempo de setup em 8 minutos (segundo a plataforma de gestão da empresa). Após as análises críticas das medidas adotadas, apresentam-se as conclusões de todo o processo juntamente com as respostas às questões de investigação.
In a Formula One race, every second counts. As such, the teams do everything to not lose a single extra second during pit-stops. In a production line of air conditioning tubes for the automotive market, the stops caused by reference changes account for only 5% of the total production time. However, there is a concern, on the part of the production managers, regarding the high changeover time (2h) of some references. Together with the company and to contribute to the race for success, the goal was set to reduce pit-stops, in other words, stops to change references. The proposed work consists of a set of research questions to which answers must be found. First, bibliographical research was done where several cases with identical objectives were analyzed to select the best tools and techniques to follow. It was defined that the Lean methodology would be the best approach for this dissertation. The tools selected were: 5S, Poka-Yoke, SMED, and standard work. Next, the focus was directed to the AA19 line, where a set of factors were analyzed, namely the reference families, the number of employees and their functions, the setup operations of the machines, and the collection of the initial setup times, (through the company’s management platform), in order to establish a starting point. To create a basis for an accurate and precise study, data was collected with two video cameras and studied through two types of analysis. The implementation of the 5S’s gave rise to the first measures carried out, followed by a setup standard. The benefits of the improvement actions that required a considerable financial investment from the company (over 10 000€) were also studied. The SMED tool was important to trace the whole path, from the division and analysis of operations to the implementation of the measures, which resulted in a reduction of the overall average setup time by 8 minutes (according to the company’s management platform). After the critical analyses of the adopted measures, the conclusions of the whole process are presented along with the answers to the research questions.
In a Formula One race, every second counts. As such, the teams do everything to not lose a single extra second during pit-stops. In a production line of air conditioning tubes for the automotive market, the stops caused by reference changes account for only 5% of the total production time. However, there is a concern, on the part of the production managers, regarding the high changeover time (2h) of some references. Together with the company and to contribute to the race for success, the goal was set to reduce pit-stops, in other words, stops to change references. The proposed work consists of a set of research questions to which answers must be found. First, bibliographical research was done where several cases with identical objectives were analyzed to select the best tools and techniques to follow. It was defined that the Lean methodology would be the best approach for this dissertation. The tools selected were: 5S, Poka-Yoke, SMED, and standard work. Next, the focus was directed to the AA19 line, where a set of factors were analyzed, namely the reference families, the number of employees and their functions, the setup operations of the machines, and the collection of the initial setup times, (through the company’s management platform), in order to establish a starting point. To create a basis for an accurate and precise study, data was collected with two video cameras and studied through two types of analysis. The implementation of the 5S’s gave rise to the first measures carried out, followed by a setup standard. The benefits of the improvement actions that required a considerable financial investment from the company (over 10 000€) were also studied. The SMED tool was important to trace the whole path, from the division and analysis of operations to the implementation of the measures, which resulted in a reduction of the overall average setup time by 8 minutes (according to the company’s management platform). After the critical analyses of the adopted measures, the conclusions of the whole process are presented along with the answers to the research questions.
Description
Keywords
Lean SMED Análise por máquina Análise por operador Tempo de Setup Analysis by machine Analysis by operator Setup time