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Abstract(s)
A EFAFLU encontra-se inserida num mercado onde existe uma grande diversidade de oferta, sente ser necessário marcar a diferença pelo atendimento e satisfação do cliente, principalmente quando o serviço prestado e produtos oferecidos são muito semelhantes entre as várias empresas no mercado. O processo “Satisfazer encomenda” é um processo core desta empresa, pois está ligado diretamente à sua missão e no centro da sua atividade, sendo naturalmente transversal a todos os departamentos. Tendo em conta as enumeras famílias de produtos na empresa, o estudo focar-se-á em duas famílias em específico 1) Centrais contra incêndio (CCI) e 2) Centrais hidropressoras (CHP). O atraso na entrega das encomendas destas famílias de produto tal como o número de não conformidades levantadas apresentam números considerados elevados. Assim, a EFAFLU espera com o estudo deste processo obter respostas para a resolução/redução destes mesmos indicadores. O estudo deste processo é realizado com base na metodologia BPMN (Business Process Model and Notation) iniciando-se pelo levantamento da situação atual, dando origem ao designado modelo AS IS. Após a sua análise, é concebida uma nova versão do modelo representando a situação desejável para o processo, designado por modelo TO BE, sendo o estudo complementado com um conjunto de melhorias e boas práticas. O objetivo deste trabalho, será analisar e propor soluções para que a EFAFLU, já no ano 2019, consiga reduzir o atraso médio nas entregas de encomendas de CCI de 19 dias (2018) para 14 dias e de CHP de 7 dias (2018) para 5 dias. Relativamente ao número de reclamações pretende-se reduzir 20% sobre os valores de 2018. Foram propostos KPI’s (indicadores de performance). Após implementação do modelo To Be e algumas das sugestões de melhoria apresentadas, e após análise do primeiro semestre de 2019, confirmamos a redução do atraso na entrega nas encomendas (19 para 17 de CCI e 7 para 5 de CHP) e a redução na ordem dos 11% no número de reclamações. São também feitas algumas sugestões de melhoria organizadas por diferentes períodos de implementação (curto, médio e longo prazo), e algumas considerações finais sobre a importância do «process thinking» numa empresa como a EFAFLU.
EFAFLU is inserted in a market where there is a great diversity of offer, feels it is necessary to make a difference by customer service and satisfaction, especially when the service provided, and products offered are very similar between the various companies. The process “Satisfy order” is a core process of this company, as it is directly linked to its mission and in the centre of its activity, being naturally transversal to all departments. Considering the number of product families in the company, the study will focus on two specific families: 1) Fire Systems Control (CCI) and 2) Hydro pressure Control Systems (CHP). The late delivery of orders for these product families as well as the number of nonconformities raised show high numbers. Thus, EFAFLU hopes with the study of this process to obtain answers for the resolution / reduction of these same indicators. The study of this process will be based on the Business Process Model and Notation (BPMN) methodology, starting with the survey of the current situation, giving rise to the so-called AS IS model. After its analysis, a new version of the model will be designed representing the desirable situation for the process, called the TO BE model, and the study will be complemented by a set of improvements and best practices. The objective of this work will be to analyse and propose solutions so that EFAFLU, in 2019, will be able to reduce the average delay in delivery of CCI orders from 19 days (2018) to 14 days and CHP from 7 days (2018) to 5 days. Regarding the number of complaints, it is intended to reduce by 20% over the values of 2018. KPIs (performance indicators) have been proposed. Following the implementation of the To Be model and some of the suggestions for improvement presented, and after review of the first half of 2019, we confirmed the reduction in delivery delays (19 to 17 CCI and 7 to 5 CHP) and the reduction in order. 11% in the number of complaints. There are also some suggestions for improvement organized by different implementation periods (short, medium and long term), and some final considerations on the importance of process thinking in a company like EFAFLU.
EFAFLU is inserted in a market where there is a great diversity of offer, feels it is necessary to make a difference by customer service and satisfaction, especially when the service provided, and products offered are very similar between the various companies. The process “Satisfy order” is a core process of this company, as it is directly linked to its mission and in the centre of its activity, being naturally transversal to all departments. Considering the number of product families in the company, the study will focus on two specific families: 1) Fire Systems Control (CCI) and 2) Hydro pressure Control Systems (CHP). The late delivery of orders for these product families as well as the number of nonconformities raised show high numbers. Thus, EFAFLU hopes with the study of this process to obtain answers for the resolution / reduction of these same indicators. The study of this process will be based on the Business Process Model and Notation (BPMN) methodology, starting with the survey of the current situation, giving rise to the so-called AS IS model. After its analysis, a new version of the model will be designed representing the desirable situation for the process, called the TO BE model, and the study will be complemented by a set of improvements and best practices. The objective of this work will be to analyse and propose solutions so that EFAFLU, in 2019, will be able to reduce the average delay in delivery of CCI orders from 19 days (2018) to 14 days and CHP from 7 days (2018) to 5 days. Regarding the number of complaints, it is intended to reduce by 20% over the values of 2018. KPIs (performance indicators) have been proposed. Following the implementation of the To Be model and some of the suggestions for improvement presented, and after review of the first half of 2019, we confirmed the reduction in delivery delays (19 to 17 CCI and 7 to 5 CHP) and the reduction in order. 11% in the number of complaints. There are also some suggestions for improvement organized by different implementation periods (short, medium and long term), and some final considerations on the importance of process thinking in a company like EFAFLU.
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Keywords
Lean Controlo de Processos BPMN KPI Sistemas de produção Process Thinking Process Control Production Systems