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Abstract(s)
A presente dissertação descreve um projeto cujo objetivo principal foi a otimização das linhas de engarrafamento de uma empresa vínica através da implementação e melhoria de ferramentas e práticas Lean. O recurso a indicadores de performance como o Overall Equipment Effectivness (OEE) e a análise do historial produtivo da empresa avaliaram o sucesso das medidas tomadas. Na Aveleda S.A., a grande variedade de produtos existente acarreta desafios diários na secção de engarrafamento e em tarefas paralelas às linhas de produção, nomeadamente nas mudanças de peças nos equipamentos, na gestão de recursos humanos, na arrumação do layout da fábrica, no desaproveitamento de matéria-prima e outros desperdícios que potenciam paragens indesejáveis por parte da administração. Com o intuito de reduzir os desperdícios criados ao longo do engarrafamento de vinho, aplicaram-se técnicas como o Single Minute Exchange of Die, Gestão Visual, 5S e normalização. O método Single Minute Exchange of Die mostrou-se promissor, no entanto o processo não foi completo durante o período de estágio, sendo ainda necessário treinar os operadores envolvidos nos set ups das linhas de engarrafamento. Contudo, a implementação dos 5S e da Gestão Visual contribuiu para a redução do tempo de paragens em ambas as linhas de engarrafamento analisadas. A normalização de processos, nomeadamente de tarefas manuais (paralelas às linhas de engarrafamento), de set ups, de afinações dos equipamentos e das mudanças de vinho na enchedora foram também alvo de intervenção. A estandardização destes procedimentos focouse na elaboração de standards de trabalho e na composição de uma matriz, para o caso das mudanças de vinho, que permitissem ao operador seguir o mesmo procedimento das tarefas sendo o mais produtivo possível e saber qual a quantidade de vinho a rejeitar numa mudança entre dois artigos com vinhos diferentes, respetivamente. A análise desta matriz sugere que o “ponto de viragem” entre a aceitabilidade das condições do vinho e a sua rejeição, é o açúcar. No que concerne a avaliação da eficácia da intervenção Lean nas linhas de engarrafamento, o indicador chave de performance (OEE) utilizado melhorou apenas na linha 3, aumentando aproximadamente 7% entre o 3º trimestre de 2019 e o mesmo período de 2020, mas manteve-se praticamente inconstante no caso da linha de engarrafamento 2. A diferença registada poderá ver a sua explicação fornecida pela introdução de novos produtos na linha de engarrafamento 2, a qual veio aumentar o grau de dificuldade dos trabalhadores em lidar com as linhas de engarrafamento. Os documentos elaborados no âmbito desta dissertação permitem, em suma, auxiliar e simplificar as tomadas de decisão para a equipa de gestão de produção uma vez que possibilitaram a melhoria na predição da produtividade, e consequentemente a entrega dos produtos no Lead Time estipulado.
This dissertation describes a project whose main objective was the optimization of the bottling lines of a wine company through the implementation and improvement of Lean tools and practices. The use of performance indicators such as Overall Equipment Effectivness (OEE) and the analysis of the company's production history assessed the success of the measures taken. At Aveleda S.A., the wide variety of products in existence brings with it daily challenges in the bottling section and in tasks parallel to the production lines, namely in the changes of parts in the equipment, in the management of human resources, in the arrangement of the plant layout, in the leftover of raw material and other waste that encourages undesirable stoppages by the management. In order to reduce the waste created during wine bottling, techniques such as the Single Minute Exchange of Die, Visual Management, 5S and standardisation were applied. The Single Minute Exchange of Die method proved promising, however the process was not complete during the internship period and it was still necessary to train the operators involved in the set ups of the bottling lines. Nevertheless, the implementation of 5S and Visual Management contributed to the reduction of downtime on both bottling lines analysed. Moreover, the standardisation of processes, namely manual tasks (parallel to the bottling lines), set ups, equipment adjustments and wine changes at the filler were also the subject of intervention. The standardisation of these procedures focused on the elaboration of work standards and the alignment of a matrix, in the case of wine changes, which allow the operator to follow the same procedure during tasks, being as productive as possible, and know how much wine to reject in a change between two articles with different wines, respectively. The analysis of this matrix suggests that the "turning point" between the acceptability of wine conditions and its rejection is sugar. In terms of evaluating the effectiveness of Lean intervention in bottling lines, the used key performance indicator (OEE) improved only in line 3, increasing nearly by 7% between the 3rd quarter of 2019 and the same period in 2020, but remained practically unchanged in the case of bottling line 2. The difference may be seen in its explanation provided by the introduction of new products in bottling line 2, which increased the degree of difficulty for workers in dealing with bottling lines. In short, the documents produced as part of this dissertation help and simplify decisionmaking for the production management team as they have improved the prediction of productivity, and consequent delivering of the products in the stipulated Lead Time.
This dissertation describes a project whose main objective was the optimization of the bottling lines of a wine company through the implementation and improvement of Lean tools and practices. The use of performance indicators such as Overall Equipment Effectivness (OEE) and the analysis of the company's production history assessed the success of the measures taken. At Aveleda S.A., the wide variety of products in existence brings with it daily challenges in the bottling section and in tasks parallel to the production lines, namely in the changes of parts in the equipment, in the management of human resources, in the arrangement of the plant layout, in the leftover of raw material and other waste that encourages undesirable stoppages by the management. In order to reduce the waste created during wine bottling, techniques such as the Single Minute Exchange of Die, Visual Management, 5S and standardisation were applied. The Single Minute Exchange of Die method proved promising, however the process was not complete during the internship period and it was still necessary to train the operators involved in the set ups of the bottling lines. Nevertheless, the implementation of 5S and Visual Management contributed to the reduction of downtime on both bottling lines analysed. Moreover, the standardisation of processes, namely manual tasks (parallel to the bottling lines), set ups, equipment adjustments and wine changes at the filler were also the subject of intervention. The standardisation of these procedures focused on the elaboration of work standards and the alignment of a matrix, in the case of wine changes, which allow the operator to follow the same procedure during tasks, being as productive as possible, and know how much wine to reject in a change between two articles with different wines, respectively. The analysis of this matrix suggests that the "turning point" between the acceptability of wine conditions and its rejection is sugar. In terms of evaluating the effectiveness of Lean intervention in bottling lines, the used key performance indicator (OEE) improved only in line 3, increasing nearly by 7% between the 3rd quarter of 2019 and the same period in 2020, but remained practically unchanged in the case of bottling line 2. The difference may be seen in its explanation provided by the introduction of new products in bottling line 2, which increased the degree of difficulty for workers in dealing with bottling lines. In short, the documents produced as part of this dissertation help and simplify decisionmaking for the production management team as they have improved the prediction of productivity, and consequent delivering of the products in the stipulated Lead Time.
Description
Keywords
Lean SMED 5S Normalização Vinho Standardization Wine