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Estruturação do modelo de gestão de uma nova unidade de produção do setor automóvel
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A produção automóvel está incorporada numa indústria em constante desenvolvimento e, como
tal, as entidades que fornecem componentes para esta indústria necessitam de acompanhar os
avanços tecnológicos, desenvolvendo sistemas inovadores que permitam otimizar os processos
de fabrico associados.
A dissertação aqui apresentada, foi realizada em contexto industrial na empresa Fico Cables, no
departamento de Supply Chain. O problema abordado consistiu na definição da estratégia
industrial a adotar, perante a necessidade de implantação de uma nova unidade fabril.
O foco do projeto está associado à elaboração do layout fabril da nova nave industrial,
otimizando assim os fluxos de material existentes e restruturando as áreas de fabrico. Para tal,
avaliou-se a estrutura inicial da empresa, analisando cada área de fabrico, ao nível de produtos,
processos de fabrico, número de equipamentos, fluxos, tanto entre as diferentes áreas como os
fluxos internos dentro de cada uma dessas áreas de fabrico.
Para a elaboração do layout final, recorreu-se ao suporte de duas ferramentas, nomeadamente,
o Systematic Layout Planning, para desenvolver várias alternativas de layout, e o Analytic
Hirarhic Process, uma ferramenta de análise multicritério baseada em dados numéricos, a qual
permitiu selecionar a melhor alternativa apresentada. Esta última, consiste na comparação das
diferentes alternativas, de acordo com os critérios definidos. Os critérios selecionados pela
administração da empresa, consistiram na minimização dos fluxos, contribuindo assim para um
aumento de produtividade, menores custos de transferência de equipamentos e maximização
da flexibilidade, ou seja, otimizar os layouts das áreas de fabrico, permitindo a libertação de
espaços para futuras expansões. Assim, definiu-se a estratégia a aplicar e procedeu-se à
transferência dos equipamentos, avaliando as suas restrições/limitações.
Com a implantação desta estratégia, os ganhos foram visíveis em vários aspetos,
nomeadamente, minimização de transportes, distâncias e tempos associados aos fluxos de
materiais, correspondendo a uma redução de cerca de 23% em relação aos fluxos iniciais, bem
como à maximização e melhoria das áreas produtivas, eliminando algumas áreas alugadas, o
que induziu uma redução de 50% de custos neste aspeto. De salientar que durante a fase de
implantação, a empresa adotou estratégias que contribuíram para a redução do investimento
estimado em 10%.
Automotive industry is incorporated in an industrial sector in constant development and, as such, the entities that supply components for this industry need to keep up with technological advances, developing innovative systems that allow the optimization of the associated manufacturing processes. The dissertation presented here was carried out in an industrial context at the Fico Cables company, in the Supply Chain department. The problem addressed was the definition of the industrial strategy to be adopted, regarding the implementation of a new industrial building. The focus of the project is associated with the elaboration of the manufacturing layout of the new industrial building, thus optimizing the existing material flows and restructuring the manufacturing areas. To this end, the initial structure of the company was assessed, analyzing each manufacturing area, at the level of products, manufacturing processes, number of equipment, flows, both between the different areas and the internal flows within each of these manufacturing areas. For the preparation of the final layout, two methodologies were used, namely, the Systematic Layout Planning, to develop various layout alternatives, and the Analytic Hirarhic Process, a multicriteria analysis methodology based on numerical data, which supports the selection of the best alternative presented. The latter methodology consists of comparing the different alternatives, according to the defined criteria. The criteria selected by the company's management consisted of minimizing flows, thus contributing to an increase in productivity, lower equipment transfer costs and maximizing flexibility, that is, optimizing the layouts of the manufacturing areas, allowing the freeing of spaces for future expansions. Thus, the strategy to be applied was defined and the equipment was transferred, assessing its restrictions / limitations. With the implementation of this strategy, the gains were visible in several aspects, namely, minimizing transport, distances and times associated with material flows, corresponding to a reduction of about 77% in relation to initial flows, as well as the maximization and optimization of productive areas, eliminating some leased areas, which led to a 50% reduction of costs in this aspect. It should be noted that during the implementation phase, the company adopted strategies that contributed to the reduction of the estimated investment by 10%.
Automotive industry is incorporated in an industrial sector in constant development and, as such, the entities that supply components for this industry need to keep up with technological advances, developing innovative systems that allow the optimization of the associated manufacturing processes. The dissertation presented here was carried out in an industrial context at the Fico Cables company, in the Supply Chain department. The problem addressed was the definition of the industrial strategy to be adopted, regarding the implementation of a new industrial building. The focus of the project is associated with the elaboration of the manufacturing layout of the new industrial building, thus optimizing the existing material flows and restructuring the manufacturing areas. To this end, the initial structure of the company was assessed, analyzing each manufacturing area, at the level of products, manufacturing processes, number of equipment, flows, both between the different areas and the internal flows within each of these manufacturing areas. For the preparation of the final layout, two methodologies were used, namely, the Systematic Layout Planning, to develop various layout alternatives, and the Analytic Hirarhic Process, a multicriteria analysis methodology based on numerical data, which supports the selection of the best alternative presented. The latter methodology consists of comparing the different alternatives, according to the defined criteria. The criteria selected by the company's management consisted of minimizing flows, thus contributing to an increase in productivity, lower equipment transfer costs and maximizing flexibility, that is, optimizing the layouts of the manufacturing areas, allowing the freeing of spaces for future expansions. Thus, the strategy to be applied was defined and the equipment was transferred, assessing its restrictions / limitations. With the implementation of this strategy, the gains were visible in several aspects, namely, minimizing transport, distances and times associated with material flows, corresponding to a reduction of about 77% in relation to initial flows, as well as the maximization and optimization of productive areas, eliminating some leased areas, which led to a 50% reduction of costs in this aspect. It should be noted that during the implementation phase, the company adopted strategies that contributed to the reduction of the estimated investment by 10%.
Descrição
Palavras-chave
Automotive industry new factory layout flows optimization Indústria automóvel Melhoria dos fluxos Systematic layout planning Analytic hirarhic process Redução de fluxo de materiais Fluxo de materiais Redução de custos