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Abstract(s)
Os KPI (indicadores chave de desempenho) são ferramentas cujo objetivo consiste em monitorizar o desempenho das organizações. Contudo, as referências bibliográficas existentes sobre a seleção de KPI são maioritariamente referentes a níveis de gestão, sendo estes indicadores alimentados por dados retirados do shop floor. Como as metodologias de seleção de KPI ao nível do shop floor são praticamente inexistentes, esse processo de sustentação torna-se complexo. Neste projeto de estágio foi desenvolvida uma metodologia de seleção e operacionalização de KPI para o shop floor. Tendo como base a estratégia da empresa, a metodologia assentou num processo Hoshin Kanri e consistiu no desdobramento de indicadores táticos, presentes num Dashboard, em indicadores operacionais. Este foi o procedimento encontrado para identificar potenciais causas de incumprimento face aos objetivos do Diretor Industrial. Para tal, determinaram-se os indicadores táticos a englobar no seu Dashboard, procedeu-se à construção do mesmo a partir de uma Power Bi e desdobraram-se esses indicadores até ao shop floor, onde o seu documento físico é afixado num Quadro Kaizen com o objetivo de facilitar a análise de informação ao Diretor Industrial. O estudo efetuado permitiu reconhecer que os OEE dos Acabamentos Mecânicos I e Acabamentos Mecânicos II, indicadores-chave de desempenho do Diretor Industrial, não estão de acordo com o objetivo delineado. No caso dos Acabamentos Mecânicos I, esse incumprimento deve-se essencialmente a fatores de Disponibilidade, como sacos de armazenamento cheios, encravamento de rolos e corrente e disparos térmicos de máquinas quando estas atingem uma temperatura limite, enquanto nos Acabamentos Mecânicos II a insuficiência observada no Dashboard e no Bowler do Diretor Industrial tem origem em fatores de Disponibilidade e Qualidade, tais como, falhas no abastecimento de máquinas, rolhas encravadas nos tubos e presas na moega, rolhas mal polidas e produzidas em formato cónico.
KPIs (key performance indicators) are tools whose aim is to monitor the performance of industrial organisations. However, the existing bibliographic references on the selection of KPI are chiefly related to management levels, in which these indicators are fed by data taken from the shop floor. Since the KPI selection methodologies at the shop floor level are practically non-existent, this support process becomes convoluted. In this internship project, a KPI selection and operationalization methodology for the shop floor was developed. Based upon the company's strategy, the methodology evolved from a Hoshin Kanri process and consisted of the unfolding of tactical indicators, present in a Dashboard, into operational ones. This was the procedure found to identify potential causes of non-compliance in accordance with the Industrial Director's objectives. For this purpose, the tactical indicators to be included in the Dashboard were determined, the construction was carried out from a Power Bi and these indicators were deployed to the shop floor, where the physical document is displayed on a Kaizen Board with the intention of assisting the progress of the analysis of information done by the Industrial Director. The study made it possible to recognise that the OEE of Mechanical Finishes I and Mechanical Finishes II, key performance indicators of the position of Industrial Director, are not in agreement with the outlined objective. In the case of Mechanical Finishes I, this non-compliance is essentially due to Availability factors, such as full storage bags, jamming of rollers and chain and thermal discharges of machines when they reach the maximum temperature, while in Mechanical Finishes II the insufficiency observed in the Dashboard and the Industrial Director's Bowler originates from Availability and Quality factors, such as failures in the supply of machines, stoppers clogging the tubes and wedged in the hopper, poorly polished stoppers, produced in a conical shape.
KPIs (key performance indicators) are tools whose aim is to monitor the performance of industrial organisations. However, the existing bibliographic references on the selection of KPI are chiefly related to management levels, in which these indicators are fed by data taken from the shop floor. Since the KPI selection methodologies at the shop floor level are practically non-existent, this support process becomes convoluted. In this internship project, a KPI selection and operationalization methodology for the shop floor was developed. Based upon the company's strategy, the methodology evolved from a Hoshin Kanri process and consisted of the unfolding of tactical indicators, present in a Dashboard, into operational ones. This was the procedure found to identify potential causes of non-compliance in accordance with the Industrial Director's objectives. For this purpose, the tactical indicators to be included in the Dashboard were determined, the construction was carried out from a Power Bi and these indicators were deployed to the shop floor, where the physical document is displayed on a Kaizen Board with the intention of assisting the progress of the analysis of information done by the Industrial Director. The study made it possible to recognise that the OEE of Mechanical Finishes I and Mechanical Finishes II, key performance indicators of the position of Industrial Director, are not in agreement with the outlined objective. In the case of Mechanical Finishes I, this non-compliance is essentially due to Availability factors, such as full storage bags, jamming of rollers and chain and thermal discharges of machines when they reach the maximum temperature, while in Mechanical Finishes II the insufficiency observed in the Dashboard and the Industrial Director's Bowler originates from Availability and Quality factors, such as failures in the supply of machines, stoppers clogging the tubes and wedged in the hopper, poorly polished stoppers, produced in a conical shape.
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Keywords
Indicadores-Chave de Desempenho Shop Floor Hoshin-Kanri Dashboard Diretor Industrial Power Bi Key-Performance Indicators Shop Floor Industrial Director