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Abstract(s)
Com o aumento da competitividade no mundo industrial, torna-se imperativo para as empresas terem a capacidade de se adaptar às necessidades dos clientes e sobreviver num ambiente em constante evolução. Para isso, surge a necessidade de produzir mais a um custo menor. Através do apoio do pensamento Lean, é possível tomar ações de melhoria que possibilitam a redução de desperdícios industriais e foco no valor do produto pretendido pelo cliente. Com o intuito de dar resposta ao aumento de encomendas da Efacec Electric Mobility, S.A., desenvolveu-se o presente projeto focado nas linhas de produção da serralharia e cablagem, responsáveis pelo fornecimento de calhas e cabos às linhas de montagem dos carregadores de veículos elétricos. O trabalho desenvolvido tem como objetivo melhorar os processos de produção de ambas as secções e proporcionar um melhor ambiente de trabalho aos seus colaboradores com base na filosofia Lean. Após análise dos processos produtivos, foram detetadas oportunidades de melhoria e delineadas ações para as atingir. Procurando atacar os problemas identificados foram propostas ações de melhoria, como: eliminação de processos produtivos desnecessários no corte de calhas PVC, organização da secção da serralharia com base na metodologia 5S, implementação de controlo de produção da serralharia regulado por kanbans e elaboração de procedimentos operacionais de apoio à produção. Quanto à secção da cablagem, organizou-se o supermercado de matéria-prima, implementaram-se procedimentos de abastecimento de cablagem ao armazém e ao supermercado, elaborou-se um quadro de controlo produtivo e reduziu-se a variabilidade de cabos culminando na aquisição de uma máquina automática de corte e cravação de cabos. Após implementadas as ações foi possível reduzir o tempo de ciclo do corte de calhas PVC em 82,1%, calhas DIN em 38,2% e redução da mão de obra em 50%; implementar uma linha de produção organizada e focada no essencial para o operador com toda a informação necessária para apoiar e regular a produção. Na secção da cablagem, conseguiu-se garantir stock de todas as referências, reduzir o tempo de changeover do corte em 14,9% e reduzir a variabilidade de referências em 24,5%.
With increasing competitiveness in the industrial world, it’s imperative for companies to be able to adapt to customer needs and survive in a constantly evolving environment. Therefore, arises the need to produce more at a lower cost. Through the support of Lean thinking, it’s possible to take improvement actions that enable the reduction of industrial waste and focus on the costumer’s desired product value. In order to respond to the increase in orders from Efacec Electric Mobility, S.A., the present project was developed focusing on the production lines of locksmith and wiring, responsible for supplying rails and wires to the assembly lines of electric vehicle chargers. The work developed aims to improve the production processes of both sections and provide a better working environment for its employees based on the Lean philosophy. After analyzing the production processes, opportunities for improvement were detected and actions were outlined to reach them. In order to resolve the identified problems, improvement actions have been proposed, such as: elimination of unnecessary productive processes in PVC rail cutting, organization of the locksmith section based on the 5S methodology, implementation of a kanban-regulated production control in the locksmith section and elaboration of operational standards for production support. As for the wiring section, the raw material supermarket was organized, was implemented a procedure to supply wire to the warehouse and supermarket, a production control board was elaborated and the cable variability was reduced, culminating in the acquisition of an automatic cable cutting and crimping machine. After the actions were implemented, it was possible to reduce the cycle time of cutting PVC rails by 82,1%, DIN rails by 38,2% and reducing labor by 50%; implement an operator-focused and organized production line with all the information needed to support and regulate production. In the wiring section, it was possible to guarantee stock of all references, reduce changeover time of the cutting process by 14,9% and reduce reference variability by 24,5%.
With increasing competitiveness in the industrial world, it’s imperative for companies to be able to adapt to customer needs and survive in a constantly evolving environment. Therefore, arises the need to produce more at a lower cost. Through the support of Lean thinking, it’s possible to take improvement actions that enable the reduction of industrial waste and focus on the costumer’s desired product value. In order to respond to the increase in orders from Efacec Electric Mobility, S.A., the present project was developed focusing on the production lines of locksmith and wiring, responsible for supplying rails and wires to the assembly lines of electric vehicle chargers. The work developed aims to improve the production processes of both sections and provide a better working environment for its employees based on the Lean philosophy. After analyzing the production processes, opportunities for improvement were detected and actions were outlined to reach them. In order to resolve the identified problems, improvement actions have been proposed, such as: elimination of unnecessary productive processes in PVC rail cutting, organization of the locksmith section based on the 5S methodology, implementation of a kanban-regulated production control in the locksmith section and elaboration of operational standards for production support. As for the wiring section, the raw material supermarket was organized, was implemented a procedure to supply wire to the warehouse and supermarket, a production control board was elaborated and the cable variability was reduced, culminating in the acquisition of an automatic cable cutting and crimping machine. After the actions were implemented, it was possible to reduce the cycle time of cutting PVC rails by 82,1%, DIN rails by 38,2% and reducing labor by 50%; implement an operator-focused and organized production line with all the information needed to support and regulate production. In the wiring section, it was possible to guarantee stock of all references, reduce changeover time of the cutting process by 14,9% and reduce reference variability by 24,5%.
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Keywords
Lean Manufacturing Melhoria de processos 5S Controlo de produção Lean Manufacturing Process improvement Production control