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Abstract(s)
Este trabalho aborda a implementação de melhorias no departamento de projeto de uma empresa de fabrico de moldes para injeção de peças plásticas, com o objetivo de aumentar a competitividade, tanto em Portugal como no exterior. Diante da crescente procura por parte dos clientes por menores custos de orçamento, a empresa enfrenta o desafio de aumentar a produtividade com maior eficiência, reduzindo os custos operacionais, sem comprometer os lucros. Para atingir estes objetivos, foram exploradas e aplicadas ferramentas de Lean Office. Este trabalho procurou responder à questão de investigação: Como a implementação de princípios Lean pode influenciar a eficiência operacional num departamento de projetos? Para isso, foi seguida a metodologia de investigação “Action Research”, o que permitiu validar a eficácia das soluções ao longo da sua implementação. A identificação dos principais problemas críticos nos processos contou com a utilização do Value Stream Mapping. Entre os problemas identificados estão a elevada incerteza temporal no planeamento inicial, as falhas nas marcações das operações pelos desenhadores, o elevado número de transportes de informação entre empresa e cliente, os excessivos pedidos de alterações pela produção e os atrasos provocados por falhas na gestão da informação. A partir da identificação destes problemas, foram utilizados A3 Reports e a ferramenta 3C para a resolução estruturada dos mesmos. As
principais melhorias implementadas foram a introdução de indicadores, relativos a uma determinada percentagem de tempo de trabalho realizado em relação ao estimado para auxiliar no planeamento dos projetos; a utilização da gestão visual para facilitar a consulta do estado de desenvolvimento dos moldes; as melhorias no procedimento de análise de colisões para mitigar o impacto de colisões durante a fase de montagem dos moldes, devido a erros de projeto e as medidas para melhorar e controlar a gestão da informação. As soluções propostas visam, não apenas resolver os problemas identificados no departamento de projeto, mas estabelecer um pilar base para a melhoria contínua e promover uma cultura mais eficiente,
rigorosa e comunicativa. Embora os resultados completos do impacto destas implementações possam apenas ser avaliados a médio e longo prazo, foram observados os impactos imediatos positivos e uma maior satisfação da equipa de projeto, conforme avaliado através da realização de um questionário. Deste modo, foi verificada uma melhor comunicação e colaboração entre a equipa, com a obtenção visual do estado dos projetos e clareza dos objetivos. A deteção antecipada de colisões e de erros no projeto permitiu reduzir as não conformidades em cerca de 42,7% em comparação com o ano anterior e, consequentemente, reduzir custos e tempos de entrega. Foi, ainda, obtida uma melhor organização da informação o que contribuiu para
reduzir tempos de procura e aumentar a eficiência dos projetos. Em suma, este trabalho contribui para o fortalecimento de uma posição competitiva da empresa no mercado internacional, ao implementar estratégias de melhorias que conciliam eficiência operacional com a manutenção da rentabilidade.
This work reports the implementation of improvements in the project department of a mold tool manufacturing company for injection-molded plastic parts, with the aim of increasing competitiveness both in Portugal and internationally. With the increasing demand from clients for lower budget costs, the company faces the challenge of boosting productivity with greater efficiency, reducing operational expenses without compromising profits. To achieve these goals, Lean Office tools were explored and applied. This study aimed to answer the research question: How can the implementation of Lean principles influence operational efficiency in a project department? To achieve this, the “Action Research” methodology was followed, which allowed for the validation of the effectiveness of the solutions throughout their application. The identification of the main critical problems in the processes was carried out using the Value Stream Mapping. Among the identified problems are high temporal uncertainty in initial planning, failures in operations scheduling by designers, a high number of information transfers between company and costumer, excessive change requests by production and delays caused by information management failures. Based on the identification of the problems, A3 Reports and the 3C tool were used for their structured resolution. Some of the main improvements implemented include the introduction of indicators related to a specific percentage of work time completed compared to estimated time to support in project planning; the adoption of visual management to help monitoring the development status of the molds; enhancements to reduce the impact of collisions during mold assembly due to design errors and actions to improve and control information management. The proposed solutions aim not only to solve the identified problems in the project department, but also to establish a foundation for continuous improvement and promote a more efficient, rigorous and communicative culture. Although the full impact of these implementations can only be measured in the medium to long term, immediate positive impact and an increase in the project team’s satisfaction level were observed, as evaluated through a survey. In this way, improved communication and collaboration within the team were observed, with visual access to the status of projects and clarity of goals. The early detection of collisions and project errors made it possible to reduce non-conformities by approximately 42,7% compared to the previous year and, consequently, lower costs and delivery times. A better organization of information was also achieved, which contributed to reducing search times and increasing project efficiency. In summary, this work contributes do strengthening the company’s competitive position in the international market by implementing optimization strategies that merge operational efficiency with profitability maintenance.
This work reports the implementation of improvements in the project department of a mold tool manufacturing company for injection-molded plastic parts, with the aim of increasing competitiveness both in Portugal and internationally. With the increasing demand from clients for lower budget costs, the company faces the challenge of boosting productivity with greater efficiency, reducing operational expenses without compromising profits. To achieve these goals, Lean Office tools were explored and applied. This study aimed to answer the research question: How can the implementation of Lean principles influence operational efficiency in a project department? To achieve this, the “Action Research” methodology was followed, which allowed for the validation of the effectiveness of the solutions throughout their application. The identification of the main critical problems in the processes was carried out using the Value Stream Mapping. Among the identified problems are high temporal uncertainty in initial planning, failures in operations scheduling by designers, a high number of information transfers between company and costumer, excessive change requests by production and delays caused by information management failures. Based on the identification of the problems, A3 Reports and the 3C tool were used for their structured resolution. Some of the main improvements implemented include the introduction of indicators related to a specific percentage of work time completed compared to estimated time to support in project planning; the adoption of visual management to help monitoring the development status of the molds; enhancements to reduce the impact of collisions during mold assembly due to design errors and actions to improve and control information management. The proposed solutions aim not only to solve the identified problems in the project department, but also to establish a foundation for continuous improvement and promote a more efficient, rigorous and communicative culture. Although the full impact of these implementations can only be measured in the medium to long term, immediate positive impact and an increase in the project team’s satisfaction level were observed, as evaluated through a survey. In this way, improved communication and collaboration within the team were observed, with visual access to the status of projects and clarity of goals. The early detection of collisions and project errors made it possible to reduce non-conformities by approximately 42,7% compared to the previous year and, consequently, lower costs and delivery times. A better organization of information was also achieved, which contributed to reducing search times and increasing project efficiency. In summary, this work contributes do strengthening the company’s competitive position in the international market by implementing optimization strategies that merge operational efficiency with profitability maintenance.
Description
Keywords
Lean Office Project management Visual management Continuous improvement Gestão de projetos Gestão visual Melhoria contínua