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Abstract(s)
Hoje em dia, a flexibilidade é cada vez mais exigida às organizações, de forma a responderem eficientemente aos variados pedidos dos clientes. A implementação de ferramentas Lean requer uma grande transformação na cultura da empresa, mas, por outro lado, acarreta enormes vantagens e dota-a de uma grande capacidade de adaptação. 5S é a base dos sistemas de produção Lean. Não se trata apenas de uma ferramenta de limpeza da área de trabalho, trata-se de um método de triagem, organização, limpeza e padronização que visa, não só a melhoria do processo produtivo, mas também promover o hábito das boas práticas laborais e pessoais.
O presente trabalho reflete o estágio realizado em contexto industrial na empresa Manitowoc Crane Group Portugal, consistindo, essencialmente, na análise do sistema produtivo, com o objetivo de encontrar soluções Lean para os problemas existentes.
Este projeto tem o propósito de melhorar as células de produção de forma a torna-las um local mais seguro para trabalhar e, ao mesmo tempo, construir uma base para implementação de outras atividades de melhoria no futuro. Foi desenvolvido um planeamento de todas as tarefas a executar, iniciando-se o trabalho pela criação de toda a documentação necessária, calendarização e definição de áreas, células piloto, equipas e fluxo de operações, visando a implementação semanal da metodologia 5S através de atividades kaizen. Este processo iniciou-se nas duas Células Piloto, de forma a verificar se o planeamento estava em perfeitas condições para se avançar, e, posteriormente, implementado célula a célula em toda a área produtiva. Todas as células têm as suas especificidades e por isso, semanalmente, foram identificados problemas, estudadas soluções e implementadas as melhorias, de forma, não só a seguir a metodologia 5S, as também, a melhorar o processo com outras ferramentas e ações necessárias, como por exemplo, Gestão Visual ou alterações de layout.
Pretende-se que estas ferramentas implementadas nas células de produção permitam melhorar a segurança nos postos de trabalho, aumentar a produtividade e eliminar ou reduzir ao máximo o desperdício. Tendo por base a ideologia Lean “fazer mais com menos”, as melhorias realizadas não trazem despesas significativas, porém, com o seu impacto é possível reduzir a quantidade de erros, melhorar a qualidade do produto final, aumentar a performance, aumentar a confiabilidade nos prazos de entrega e, consequentemente, aumentar a moral e o orgulho dos trabalhadores.
Nowadays, flexibility is highly required in organizations in order to respond quickly to customer requests. The implementation of Lean tools requires a major transformation in the company culture, but, on the other hand, it has enormous advantages and it adds great adaptability. 5S is the foundation of Lean production systems. This is not a method of cleaning the work area, it is a method of sorting, organizing, cleaning and standardization which aims not only to the production process, but also to promote the habit of good work and personal practices. The present work reflects the stage carried out in an industrial context in the company Manitowoc Crane Group Portugal, consisting essentially in the analysis of all the existing problems, in order to solve them based on the Lean philosophy. This project aims to improve the production cells, make them a safer place to work and, at the same time, build a foundation for implementation of other improvement activities in the future. A planning of all tasks was developed, starting by creating all necessary documentation, scheduling and definition of areas, pilot cells, teams and flow of operations, aiming at the weekly implementation of the 5S methodology through kaizen activities. This process started in the two Pilot Cells, in order to verify if the planning was in perfect conditions to advance, and later, it was implemented cell by cell in the whole productive area. All cells have their specificities and therefore, on a weekly basis, problems were identified, solutions studied and improvements implemented, not only following the 5S methodology, but also to improve the process with other necessary tools and actions, such as for example, Visual Management or layout changes. It is intended that these implemented tools in the production cells allow the safety improvement in the workstations, to increase the productivity and to eliminate or reduce the waste to the maximum. Based on Lean's "do more with less" ideology, the improvements made didn’t bring significant costs, but with its impact it is possible to reduce errors, improve the quality of the final product, increase performance, reliability in delivery and, consequently, the morale and pride of the employees.
Nowadays, flexibility is highly required in organizations in order to respond quickly to customer requests. The implementation of Lean tools requires a major transformation in the company culture, but, on the other hand, it has enormous advantages and it adds great adaptability. 5S is the foundation of Lean production systems. This is not a method of cleaning the work area, it is a method of sorting, organizing, cleaning and standardization which aims not only to the production process, but also to promote the habit of good work and personal practices. The present work reflects the stage carried out in an industrial context in the company Manitowoc Crane Group Portugal, consisting essentially in the analysis of all the existing problems, in order to solve them based on the Lean philosophy. This project aims to improve the production cells, make them a safer place to work and, at the same time, build a foundation for implementation of other improvement activities in the future. A planning of all tasks was developed, starting by creating all necessary documentation, scheduling and definition of areas, pilot cells, teams and flow of operations, aiming at the weekly implementation of the 5S methodology through kaizen activities. This process started in the two Pilot Cells, in order to verify if the planning was in perfect conditions to advance, and later, it was implemented cell by cell in the whole productive area. All cells have their specificities and therefore, on a weekly basis, problems were identified, solutions studied and improvements implemented, not only following the 5S methodology, but also to improve the process with other necessary tools and actions, such as for example, Visual Management or layout changes. It is intended that these implemented tools in the production cells allow the safety improvement in the workstations, to increase the productivity and to eliminate or reduce the waste to the maximum. Based on Lean's "do more with less" ideology, the improvements made didn’t bring significant costs, but with its impact it is possible to reduce errors, improve the quality of the final product, increase performance, reliability in delivery and, consequently, the morale and pride of the employees.
Description
Keywords
Melhoria Continua Lean Production Metodologia 5S Células de Produção Industria metalomecânica Continuous Improvement Lean Production 5S Methodology Production Cells Metalmechanic Industry