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Abstract(s)
O presente trabalho pretende contribuir para o aumento do Índice de Qualidade de uma empresa de metalomecânica através da utilização de ferramentas Lean para melhorias de processo. O Índice de Qualidade, é calculado através do produto da Taxa de Qualidade pelo On Time In Full e depende por isso da taxa de rejeição e do cumprimento dos prazos de entrega conforme os requisitos do cliente. Iniciou-se este estudo com a análise do estado atual e caracterização de processos e subprocessos associados à métrica considerada, tendo por base três metodologias: a análise de não conformidades, o mapeamento dos processos e subprocessos com recurso a fluxogramas e finalmente a análise do fluxo produtivo. Com base nestes princípios, foram identificados vários problemas e oportunidades de melhoria, assim como soluções capazes de os resolveras ou trazer melhorias aos processos. De todas as ações identificadas, foram selecionadas sete, segundo critérios de custo benefício e facilidade de implementação. Das medidas selecionadas, destacamos as relacionadas com o processo de Fundição por Gravidade, pelos proveitos diretos relacionados com a redução da rejeição para os produtos novos em cerca de 30%, o que representa uma poupança de 5.749€, mas principalmente pelos resultados futuros que esta medida trará. As ações implementadas são transversais e podem ser aplicadas a todos os produtos deste setor. Aqui, atuou-se não só no processo de fabrico, mas também na organização, através da implementação de 5Ss. Também as ações previstas para o setor dos robots de esmerilagem foram importantes, por traduzirem melhorias em processos automatizados que são uma grande aposta da empresa. Em termos de resultados, estimam-se poupanças na ordem dos 11.504,19€, que correspondem a uma redução dos tempos de operação de cerca de 20%. A nível organizacional implementaram-se ações, por exemplo, no setor de Investigação e Desenvolvimento, através da melhoria e normalização do Processo de Industrialização de Novos Produtos e da normalização de procedimentos, que permitiram uma redução do tempo de industrialização em cerca de 30%. Também no setor de Compras e Planeamento, a revisão do Processo de Avaliação de Fornecedores tornou o Processo de Compras mais eficiente. Apesar de não ser possível uma quantificação imediata dos benefícios, a melhoria na forma de classificação de fornecedores trará a médio prazo inquestionáveis benefícios para a organização, pois permitirá a escolha de fornecedores mais capazes e competitivos. Por fim, importa destacar a implementação de Team Boards, que apesar de ter sido uma das ações mais simples, pode ser considerada uma das mais importantes pelo envolvimento que exigiu por parte de todos os colaboradores, mas também porque traduz de uma forma muito visível os benefícios que uma cultura Lean pode trazer a qualquer organização.
The present work aims at contributing to the increase the Quality Index of a metalworking company throughout the use of Lean tools for process improvements. The Quality Index is obtained by multiplying the Quality Rate by the On Time In Full results, and therefore depends on the rejection rate, as well as the fulfilment of delivery times according to the company's customer requirements. This study started with the analysis of the current state and characterization of the process and subprocesses associated with the Quality Index metric, based on three different methodologies - the analysis of non-conformities, the mapping of processes and subprocesses using flowcharts and finally by the analysis of the productive flow. Based on these principles, the main problems and opportunities for improvement were identified, as well as the various actions capable of bringing improvements to the process. Of all the improvement actions identified, seven were selected according to criteria of cost benefit and ease of implementation for the company. Of the selected measures, we highlight those related to the Gravity Casting process, due to the immediate benefit related to the reduction of rejection for new products by about 30%, which represents a savings of around 5.749€, but mainly due to the future results that this measure will bring due to the fact that the actions are transversal and can be applied to all products in this sector, which is one of the most critical of the company. In this sector, we acted not only in the manufacturing process, but also in the organization through the implementation of 5Ss. The actions foreseen for the grinding robots’ sector are also important, as they translate into improvements in automated processes, which are a big bet for the company. In terms of results, savings of around 11.504,19€ were achieved, corresponding to a reduction in operating times of around 20%. At an organizational level, actions have also been implemented, for example in the Research and Development department, through the improvement of the Industrialization Process of New Products and normalization of the process, which allowed a reduction of industrialization time by about 30%. Also, in the purchasing and planning department, through the review of the customer evaluation process, making the Purchasing Process more efficient. Although an immediate quantification of benefits is not possible, the improvement in the way suppliers are classified, will bring unquestionable benefits to the organization in the medium term, as it will allow the choice of more capable and competitive suppliers. Finally, it is important to highlight the implementation of Team Boards, which despite having been one of the simplest actions, can be considered one of the most important ones, due to the involvement it required from all employees, but also because it translates in a very visible way the benefits that a Lean culture can bring to any organization.
The present work aims at contributing to the increase the Quality Index of a metalworking company throughout the use of Lean tools for process improvements. The Quality Index is obtained by multiplying the Quality Rate by the On Time In Full results, and therefore depends on the rejection rate, as well as the fulfilment of delivery times according to the company's customer requirements. This study started with the analysis of the current state and characterization of the process and subprocesses associated with the Quality Index metric, based on three different methodologies - the analysis of non-conformities, the mapping of processes and subprocesses using flowcharts and finally by the analysis of the productive flow. Based on these principles, the main problems and opportunities for improvement were identified, as well as the various actions capable of bringing improvements to the process. Of all the improvement actions identified, seven were selected according to criteria of cost benefit and ease of implementation for the company. Of the selected measures, we highlight those related to the Gravity Casting process, due to the immediate benefit related to the reduction of rejection for new products by about 30%, which represents a savings of around 5.749€, but mainly due to the future results that this measure will bring due to the fact that the actions are transversal and can be applied to all products in this sector, which is one of the most critical of the company. In this sector, we acted not only in the manufacturing process, but also in the organization through the implementation of 5Ss. The actions foreseen for the grinding robots’ sector are also important, as they translate into improvements in automated processes, which are a big bet for the company. In terms of results, savings of around 11.504,19€ were achieved, corresponding to a reduction in operating times of around 20%. At an organizational level, actions have also been implemented, for example in the Research and Development department, through the improvement of the Industrialization Process of New Products and normalization of the process, which allowed a reduction of industrialization time by about 30%. Also, in the purchasing and planning department, through the review of the customer evaluation process, making the Purchasing Process more efficient. Although an immediate quantification of benefits is not possible, the improvement in the way suppliers are classified, will bring unquestionable benefits to the organization in the medium term, as it will allow the choice of more capable and competitive suppliers. Finally, it is important to highlight the implementation of Team Boards, which despite having been one of the simplest actions, can be considered one of the most important ones, due to the involvement it required from all employees, but also because it translates in a very visible way the benefits that a Lean culture can bring to any organization.
Description
Keywords
Pensamento Lean Melhoria Contínua Ferramentas da Qualidade Planeamento e Controlo da Produção 5S 6 Sigma Lean Thinking Continuous Improvement Quality Tools Production Planning and Control