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Abstract(s)
O trabalho proposto teve como objetivo a redução no consumo de energia elétrica de uma empresa de fundição, através do desenvolvimento de atividades e operações de melhoria contínua para suporte na gestão de produção.
A ação teve como meta atingir uma redução de custos até 20% do nível do consumo de energia elétrica global pela empresa. Esta redução visou permitir e contribuir para a melhoria de várias condições: a redução do impacto ambiental ao nível da redução das emissões através de uma produção otimizada, a melhoria da eficiência energética com a redução do consumo global de energia elétrica, a criação de um modelo operacional dinâmico de gestão para as restantes unidades operacionais tendo como experiência o realizado na empresa Chamberlin & Hill Ltd, na unidade operacional de Leicester, Reino Unido.
Esta estratégia permitiu detetar pontos críticos de consumo excessivo de energia e identificar ineficiências no fluxo operacional produtivo. Estas ineficiências favoreciam o desperdício através de ações sem valor acrescentado.
Como projeto, foi proposta a reorganização e otimização de um dos produtos de produção continuada com maior valor quantitativo anual: a carcaça de um turbo compressor para o setor automóvel.
A meta teórica imposta pela administração foi a tentativa de alcançar a redução de custos até 20% do custo operacional do produto ao nível da redução no seu consumo energético produtivo. Esta redução de custos permitiria o futuro desenvolvimento de um modelo estratégico de investimento para as restantes unidades operacionais do grupo.
Atendendo a que a empresa alvo é uma fundição, o consumo de energia é quase sempre o maior custo económico representativo neste tipo de empresas. A limitação à não existência de investimento financeiro inicial nesta fase, levou a que fosse decidido ter uma abordagem unicamente na gestão operacional (redução de tempos de ciclo, eliminação de tarefas sem valor acrescentado impondo um ambiente LEAN e com foco único nas técnicas de melhoria contínua da gestão industrial, energética e ambiental).
A monitorização e avaliação das intervenções de melhoria contínua foram realizadas através da consulta direta ao fornecedor de energia elétrica. Foram obtidos os dados com os consumos elétricos diários, tornando-se possível monitorizar e avaliar a redução alcançada durante o período de tempo considerado. Durante o período de avaliação, foram mantidas as condições equivalentes de produção para uma medição direta das variáveis em estudo comparativo.
A avaliação da implementação desta estratégia permitiu verificar algumas vantagens tais como:
- Identificação dos pontos de maior consumo de energia a serem monitorizados.
- Identificação dos equipamentos a requererem investimento financeiro para calibração, reparação ou substituição por equipamentos mais eficientes ao nível energético, produtivo e ambiental.
- Redução dos custos financeiros operacionais criando oportunidades de investimento em soluções e equipamentos sem alteração do orçamento anual da empresa, cujo impacto para libertação de fundos requer sempre autorização dos acionistas.
Como potencial desvantagem, verificaram-se reduções quantitativas no âmbito humano laboral, nomeadamente na componente de redução do número de trabalhadores necessários para o desempenho das mesmas tarefas. O aumento da eficiência produtiva levou à redução do número global dos efetivos para o desempenho das mesmas funções.
The proposed work had as objective to be a reduction in energy consumption of a foundry company casting, through the development of activities and operations on continuous improvement actions for support in the management of production. The action had the goal to achieve a reduction of costs up to 20% of global electricity consumption by the company. This reduction aimed to enable and contribute to the improvement of several conditions: the reduction of the environmental impact at the level of emission reductions through a streamlined production, improving energy efficiency by reducing the overall consumption of electrical energy, the creation of a model dynamic operational management for the remaining operational units having as an experience carried out in the company Chamberlin & Hill Ltd, the operating unit of Leicester, United Kingdom. This strategy worked out, made it possible to detect critical points of excessive consumption of energy and identify inefficiencies in the operational flow of production that would favor the waste or actions without added value. As a project, it was proposed the reorganization and optimization of a product of production continued with greater quantitative value per year: the turbo compressor housing for the automotive sector. The goal theory imposed by the administration, was attempting to achieve a cost reduction up to 20% of the operating cost of the product at the level of the reduction in energy consumption productive. This cost reduction would allow the future development of a strategical model of investment for the remaining operational units of the group. Given that the target company is a foundry, energy consumption is almost always the most economic cost representative of this type of business. The limitation to non existence of financial investment in this initial phase, meant that it was decided to have an approach solely on operational management (reduction of cycle times, eliminating tasks without added value by imposing an environment lean and focused only on continuous improvement actions in industrial management, efficiency and environmental). The monitoring and evaluation of interventions of continuous improvement were obtained by direct consultation to the supplier of electrical energy. Through the discharge of the file with the consumptions daily electrical, it was possible to monitor and assess the reduction achieved over a period of time with the same volume of production. The evaluation of the implementation of this strategy has shown some advantages such as: - Identifying the greatest energy consumption to be monitored. - Identification of equipment requiring financial investment for repair or replacement for more efficient equipment at the energetic level, productivity and environmental. - Reduction of financial costs, operational creating opportunities for investment in solutions and equipment without changing the annual budget of the Company, whose funds releasing impact requires authorization of the shareholders. As a potential drawback, there have been reductions in on human scope of labor, particularly in reducing the number of workers needed for the performance of the same tasks. This efficiency impovement has led to a reduction in the overall number of herds for the performance of the same functions.
The proposed work had as objective to be a reduction in energy consumption of a foundry company casting, through the development of activities and operations on continuous improvement actions for support in the management of production. The action had the goal to achieve a reduction of costs up to 20% of global electricity consumption by the company. This reduction aimed to enable and contribute to the improvement of several conditions: the reduction of the environmental impact at the level of emission reductions through a streamlined production, improving energy efficiency by reducing the overall consumption of electrical energy, the creation of a model dynamic operational management for the remaining operational units having as an experience carried out in the company Chamberlin & Hill Ltd, the operating unit of Leicester, United Kingdom. This strategy worked out, made it possible to detect critical points of excessive consumption of energy and identify inefficiencies in the operational flow of production that would favor the waste or actions without added value. As a project, it was proposed the reorganization and optimization of a product of production continued with greater quantitative value per year: the turbo compressor housing for the automotive sector. The goal theory imposed by the administration, was attempting to achieve a cost reduction up to 20% of the operating cost of the product at the level of the reduction in energy consumption productive. This cost reduction would allow the future development of a strategical model of investment for the remaining operational units of the group. Given that the target company is a foundry, energy consumption is almost always the most economic cost representative of this type of business. The limitation to non existence of financial investment in this initial phase, meant that it was decided to have an approach solely on operational management (reduction of cycle times, eliminating tasks without added value by imposing an environment lean and focused only on continuous improvement actions in industrial management, efficiency and environmental). The monitoring and evaluation of interventions of continuous improvement were obtained by direct consultation to the supplier of electrical energy. Through the discharge of the file with the consumptions daily electrical, it was possible to monitor and assess the reduction achieved over a period of time with the same volume of production. The evaluation of the implementation of this strategy has shown some advantages such as: - Identifying the greatest energy consumption to be monitored. - Identification of equipment requiring financial investment for repair or replacement for more efficient equipment at the energetic level, productivity and environmental. - Reduction of financial costs, operational creating opportunities for investment in solutions and equipment without changing the annual budget of the Company, whose funds releasing impact requires authorization of the shareholders. As a potential drawback, there have been reductions in on human scope of labor, particularly in reducing the number of workers needed for the performance of the same tasks. This efficiency impovement has led to a reduction in the overall number of herds for the performance of the same functions.
Description
Keywords
Eficiência energética LEAN Melhoria contínua Gestão de operações Gestão de energia Energy efficiency Continuous improvement Operations management Energy management