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Authors
Abstract(s)
A Schmitt Elevadores, Lda. compreendeu a necessidade de reformular a sua
estratégia através do Pensamento Lean. Esta adaptação foi iniciada há cerca de
três anos atrás e, sendo contínua no tempo, ainda hoje se pode observar a
procura de melhoria constante (kaizen) na empresa. Investiu em formação sobre
os seus princípios e ferramentas para os seus colaboradores e empreendeu
mudanças nas infra-estruturas, para que estas se adequassem a uma forma de
produzir e a um serviço após-venda integrados no Pensamento Lean.
Esta reformulação, iniciada nos processos de produção da Schmitt
Elevadores, Lda., tem vindo a mostrar resultados de tal forma positivos que
conduziu à extensão dos princípios Lean ao armazém. Então, surgiu a
necessidade de desenvolver um estudo sobre a aplicabilidade do Pensamento
Lean no armazém central da empresa. Este projeto tem como objetivo colmatar
essa necessidade e identificar os desperdícios nas atividades do armazém, as
oportunidades de melhoria e acompanhar a implementação das mesmas.
O decorrer deste projeto teve como resultados a análise dos métodos e
ferramentas Lean adequáveis a um armazém, o contributo para a
consciencialização dos colaboradores sobre a importância do espirito crítico na
procura de kaizen nas suas atividades e o mapeamento e estandardização dos
processos, bem como a quantificação dos custos (em termos de tempo e
distância) dos desperdícios nas atividades, a análise das melhorias
implementadas e o cálculo dos ganhos previstos pela eliminação dos
desperdícios.
Schmitt Elevadores, Lda. realized the need to reformulate its strategy through Lean Thinking. This adaptation was started about three years ago and still going on. Even today we can see the demand for continuous improvement (kaizen) in the company. It invested in training on the principles and tools for its employees and undertook changes in infrastructure, so that they were suited to a way of producing and after-sale service integrated in Lean Thinking. This reformulation, which started in production processes of Schmitt Elevadores Lda., has been showing such positive results that lead to the extension of lean principles to the warehouse. Thus, it became necessary to develop a study on the applicability of Lean Thinking in the central warehouse of the company. This project aims to not only address this need but also to detect waste in the warehouse activities, identify opportunities for improvement and monitor their implementation. The progression of this project resulted in the analysis of the Lean methods and tools suitable to a warehouse, the contribution to the awareness of employees about the importance of the critical spirit in the search for kaizen in their activities and mapping and standardization of processes, as well as quantifying costs (in terms of time and distance) of waste activities, the analysis of the improvements made and to calculate expected gains by eliminating waste.
Schmitt Elevadores, Lda. realized the need to reformulate its strategy through Lean Thinking. This adaptation was started about three years ago and still going on. Even today we can see the demand for continuous improvement (kaizen) in the company. It invested in training on the principles and tools for its employees and undertook changes in infrastructure, so that they were suited to a way of producing and after-sale service integrated in Lean Thinking. This reformulation, which started in production processes of Schmitt Elevadores Lda., has been showing such positive results that lead to the extension of lean principles to the warehouse. Thus, it became necessary to develop a study on the applicability of Lean Thinking in the central warehouse of the company. This project aims to not only address this need but also to detect waste in the warehouse activities, identify opportunities for improvement and monitor their implementation. The progression of this project resulted in the analysis of the Lean methods and tools suitable to a warehouse, the contribution to the awareness of employees about the importance of the critical spirit in the search for kaizen in their activities and mapping and standardization of processes, as well as quantifying costs (in terms of time and distance) of waste activities, the analysis of the improvements made and to calculate expected gains by eliminating waste.
Description
Keywords
Pensamento lean Gestão de armazém Armazém lean Lean thinking Warehouse management Lean warehousing