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Abstract(s)
O presente projeto surge no âmbito da unidade curricular Projeto/Dissertação/Estágio, enquadrada no 2º ano do Mestrado em Engenharia e Gestão Industrial do Instituo Superior de Engenharia do Porto (ISEP). Como tal, e por necessidade, aliaram-se verticalmente diferentes e diversas matérias que compõe a Engenharia e Gestão Industrial (Lean, planeamento da produção e logística, estudo do trabalho, desenho APC, programação, i4.0 e gestão de empresas e projetos) com o objetivo da construção de um revigorado sistema mais completo, robusto e capaz de responder aos objetivos definidos. Alinhado com o posicionamento estratégico da organização, o objetivo geral (Goal) passa pelo desenvolvimento e implementação de uma estratégia que, por recurso aos princípios e ferramentas Lean Manufacturing (seja gestão de projeto [PDCA], de análise [VSM], ou de implementação [5S, gestão visual, SW, Kaizen, Kanban e Poka-yoke]), permitisse reduzir, no mínimo, para 4 semanas o tempo médio de resposta aos pedidos dos clientes de equipamentos domésticos AQS, oferecido por uma empresa no setor das energias renováveis, a ENERGIE. Mais tarde a motivação/validade do problema que fundamenta o objetivo, vem a ser investigada, na análise do processo, por recurso a diversas metodologias: análise concorrencial do mercado, avaliação da procura e correlação à capacidade produtiva, VSM, estudo dos tempos e métodos de trabalho. Diversas foram as causas raiz e desperdícios identificados como principais responsáveis pela construção do problema real. A estratégia seguida para o presente trabalho é integralmente detalhada e sobre a forma de uma imagem (de autoria própria) condensada através da visão exposta que clarifica: “Porque se faz?”, “O que se quer fazer?” e “Como se vai fazer?”. O processo de análise facilita a seleção das ferramentas, princípios e matéria das ações mais adequadas para as causas raiz identificadas. Problemas específicos estes que foram agrupados por área de melhoria, para uma melhor gestão dos procedimentos de intervenção. Sendo que, cada proposta de melhoria é planeada, concretizada e monitorizada por recurso à ferramenta de melhoria contínua, o ciclo PDCA. O encadeamento do cronograma à conclusão da presente dissertação, explica que o momento de término deste projeto dita que a resposta possível à questão de investigação tenha que ser de caráter previsional. De uma forma qualitativa, nomeadamente pela recolha do feedback no gemba, os resultados gerados são um sucesso e é extremamente clara a eficácia da implementação geral de uma cultura Lean e de aperfeiçoamento sistemático pela melhoria contínua. Contudo, existe um défice quanto aos objetivos quantitativos propostos. Como elucidado na fase de análise, desejar um tempo médio de resposta de 4 semanas de calendário é equivalente à necessidade de verificar a sua redução em 23% e aumentar a capacidade média produtiva diária em 30%. A recolha final dos ganhos dita um aumento da capacidade em 22,5% (desvio de 7,5% face ao objetivado), o que apenas garante um tempo médio de resposta na ordem das 4,2 semanas. Apesar de não ser suficiente, a sustentabilidade dos objetivos delineados e a eficácia da estratégia Lean construída é comprovada pela análise estatística dos resultados gerados que garantem a tendência progressivamente positiva associada ao fator de capacidade.
This project comes from the curricular unit Project/Thesis/Internship, framed in the second year of the Master’s Degree in Engineering and Industrial Management at ISEP. For that reason, and by necessity, vertically different and diverse subjects that compose Engineering and Industrial Management (Lean, production planning and logistics, work study, computer aided drawing, programming, i4.0 and management of business and projects) were combined to build a renewed system, more complete, robust and able to respond to the defined objectives. Aligned with the organization's strategic positioning, the goal involves the development and implementation of a strategy that, by using Lean Manufacturing principles and tools (either project management [PDCA], analysis [VSM], or implementation [5S, visual management, SW, Kaizen, Kanban and Pokayoke]), would reduce, to 4 weeks the average lead time to the customer requests for DHW equipments, offered by a company in the renewable energy sector, ENERGIE. Later, the motivation/validity of the problem that provides the main objective is investigated, in the analysis of the process, using several methodologies: competitive market analysis, demand assessment and correlation to productive capacity, VSM, study of times and methods of work. Several were the root causes and waste identified as the main responsible for the construction of the real problem. The strategy followed for this work is fully detailed and in the form of an image (own authorship) condensed through the exposed vision that clarifies: "Why to do it?", "What is wanted to do?" and “How will it be done?”. The analysis process facilitates the selection of the tools, principles and the content of actions that are most appropriate for the identified root causes. These specific problems were grouped by area of improvement, for a better management of the intervention procedures. Each improvement proposal is planned, implemented and monitored by using the continuous improvement tool, the PDCA cycle. The chaining of the schedule to the conclusion of this thesis explains that the end moment of this project dictates that the possible answer to the research question has to be a forecast. In a qualitative way, particularly by collecting feedback from the shop floor, the results generated are a success and the effectiveness of the general implementation of a Lean culture and systematic excellence through continuous improvement is extremely clear. However, there is a gap in relation to the proposed quantitative targets. As explained in the analysis phase, desiring an average lead time of 4 calendar weeks is equivalent to the need to verify its reduction by 23% and increase the average daily production capacity by 30%. The final collection of gains shows an increase in the capacity of 22.5% (7.5% deviation from target), which only guarantees an average lead time of around 4.2 weeks. Although not enough, the sustainability of the outlined objectives and the effectiveness of the Lean strategy built is proved by the statistical analysis of the results generated that guarantee the progressively positive trend associated to the capacity factor.
This project comes from the curricular unit Project/Thesis/Internship, framed in the second year of the Master’s Degree in Engineering and Industrial Management at ISEP. For that reason, and by necessity, vertically different and diverse subjects that compose Engineering and Industrial Management (Lean, production planning and logistics, work study, computer aided drawing, programming, i4.0 and management of business and projects) were combined to build a renewed system, more complete, robust and able to respond to the defined objectives. Aligned with the organization's strategic positioning, the goal involves the development and implementation of a strategy that, by using Lean Manufacturing principles and tools (either project management [PDCA], analysis [VSM], or implementation [5S, visual management, SW, Kaizen, Kanban and Pokayoke]), would reduce, to 4 weeks the average lead time to the customer requests for DHW equipments, offered by a company in the renewable energy sector, ENERGIE. Later, the motivation/validity of the problem that provides the main objective is investigated, in the analysis of the process, using several methodologies: competitive market analysis, demand assessment and correlation to productive capacity, VSM, study of times and methods of work. Several were the root causes and waste identified as the main responsible for the construction of the real problem. The strategy followed for this work is fully detailed and in the form of an image (own authorship) condensed through the exposed vision that clarifies: "Why to do it?", "What is wanted to do?" and “How will it be done?”. The analysis process facilitates the selection of the tools, principles and the content of actions that are most appropriate for the identified root causes. These specific problems were grouped by area of improvement, for a better management of the intervention procedures. Each improvement proposal is planned, implemented and monitored by using the continuous improvement tool, the PDCA cycle. The chaining of the schedule to the conclusion of this thesis explains that the end moment of this project dictates that the possible answer to the research question has to be a forecast. In a qualitative way, particularly by collecting feedback from the shop floor, the results generated are a success and the effectiveness of the general implementation of a Lean culture and systematic excellence through continuous improvement is extremely clear. However, there is a gap in relation to the proposed quantitative targets. As explained in the analysis phase, desiring an average lead time of 4 calendar weeks is equivalent to the need to verify its reduction by 23% and increase the average daily production capacity by 30%. The final collection of gains shows an increase in the capacity of 22.5% (7.5% deviation from target), which only guarantees an average lead time of around 4.2 weeks. Although not enough, the sustainability of the outlined objectives and the effectiveness of the Lean strategy built is proved by the statistical analysis of the results generated that guarantee the progressively positive trend associated to the capacity factor.
Description
Keywords
Energias Renováveis Tempo de Resposta Estratégia de Intervenção Cadeia de Abastecimento Lean Manufacturing Desperdício Renewable Energy Lead time Intervention Strategy Supply Chain Waste