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Advisor(s)
Abstract(s)
Atualmente, a concorrência global força as empresas a uma produção de maior exigência técnica, a custos cada vez mais baixos. Neste âmbito, a filosofia Lean propõe ajudar as empresas a exponenciar o seu valor, reduzindo desperdícios e custos associados. A empresa em estudo dedica-se à produção e comercialização de couros artificiais sobretudo para aplicações de estofos e calçado. O objetivo do projeto prende-se com a implementação de técnicas Lean, no sentido de diminuir os custos associados à 2ª qualidade, em especial ao retrabalho. Numa fase inicial procedeu-se a uma análise-diagnóstico da situação da organização. Assim, recorreu-se a ferramentas como o diagrama de Ishikawa, 5 W’s, “5W’s and H”, diagrama de pareto, bem como à análise de não conformidades internas, sendo possível identificar qual o principal desperdício da empresa: retrabalho de cores não conformes. O trabalho teve como base o ciclo PDCA (Plan-Do-Check-Act). Neste sentido, foram planeadas e encetadas diversas ações como a introdução de kanbans para facilitar o corte de amostras padrão, sistema poka-yoke de validação de cor, e a mais fundamental: sensibilização para a melhoria contínua e para a importância das amostras no sentido de ser evitado o retrabalho. Após uma implementação de um ano, os principais resultados são favoráveis à aplicação da filosofia Lean. Verificou-se uma diminuição muito significativa do número de “lacas à cor”, e consequentemente dos custos associados ao retrabalho. Foi possível um aumento do número de amostras padrão contribuindo, assim, para um sistema de gestão da qualidade mais eficaz. A organização constatou os benefícios da utilização de práticas Lean e pretende, no futuro, uma implementação total da técnica “5S’s”.
Currently, global competition forces companies to produce with higher technical requirements, decreasing costs. In this context, the Lean philosophy aims to help businesses to enhance its value, reducing waste and associated costs. The company under study is dedicated to the production and sales of artificial leather especially for upholstery and footwear applications. The goal of the project is to implement Lean techniques in order to reduce the budget associated with the 2nd quality, particularly “rework”. At the beginning, it was developed an analysis of the situation of the company. Thus, it was used the tools like Ishikawa diagram, 5 W's, 5W's and H, Pareto diagram, as well as the analysis of internal non-conformities which lead to the identification of the primary waste in the organization: rework of nonconforming colors. The project was done based on the PDCA cycle (Plan-Do-Check-Act). In this sense, were planned and launched several initiatives such as the introduction of kanban to facilitate cutting of standard samples, poka-yoke system validation of color, and the most fundamental: sensitization to continuous improvement and the importance of the standard samples towards rework be avoided. After a one-year deployment, the main results are favorable to the application of Lean philosophy. There was a significant decrease in the number of "colored lacquers", and consequently the costs associated with rework. There was an increase in the number of standard samples, thus contributing to a more effective system of quality management. The organization noted the benefits of using Lean practices, and intends a full implementation of the technique "5 S's" in the future.
Currently, global competition forces companies to produce with higher technical requirements, decreasing costs. In this context, the Lean philosophy aims to help businesses to enhance its value, reducing waste and associated costs. The company under study is dedicated to the production and sales of artificial leather especially for upholstery and footwear applications. The goal of the project is to implement Lean techniques in order to reduce the budget associated with the 2nd quality, particularly “rework”. At the beginning, it was developed an analysis of the situation of the company. Thus, it was used the tools like Ishikawa diagram, 5 W's, 5W's and H, Pareto diagram, as well as the analysis of internal non-conformities which lead to the identification of the primary waste in the organization: rework of nonconforming colors. The project was done based on the PDCA cycle (Plan-Do-Check-Act). In this sense, were planned and launched several initiatives such as the introduction of kanban to facilitate cutting of standard samples, poka-yoke system validation of color, and the most fundamental: sensitization to continuous improvement and the importance of the standard samples towards rework be avoided. After a one-year deployment, the main results are favorable to the application of Lean philosophy. There was a significant decrease in the number of "colored lacquers", and consequently the costs associated with rework. There was an increase in the number of standard samples, thus contributing to a more effective system of quality management. The organization noted the benefits of using Lean practices, and intends a full implementation of the technique "5 S's" in the future.
Description
Keywords
Amostras padrão Eficiência Qualidade Melhoria contínua Continuous improvement Efficiency Lean thinking Quality Standard samples