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Introdução: Nas últimas décadas, foram feitos grandes desenvolvimentos na indústria. As empresas aprimoraram-se para fazer o produto final com mais qualidade e com grande redução de custos. As metodologias Lean foram implementadas em todos os tipos de indústrias e negócios, rompendo com o tipo de produção que se praticava na época, que se baseava em grandes volumes e pouco flexíveis. As metodologias Lean começaram quando os funcionários e engenheiros da Toyota começaram a desenvolver procedimentos e ferramentas para permitir a produção lean, com desperdício zero e sistemas de produção altamente flexíveis. Objetivo:A reorganização do layout do departamento de manutenção, assim como, a melhoria do processo de gestão das spare partse a criação de fluxos para a reparação de equipamentos e ferramentas. Métodos: A ferramenta utilizada foi o DMAIC, esta subdivide o processo de resolução de problemas em cinco etapas, tais como: Definir, Medir, Analisar, Melhorar, Controlar. Resultados: Com a aplicação desta ferramenta foi possível uma redução do número de deslocações e da distância percorrida, (que por sua vez, permitiu também a diminuição do tempo necessário para a sua realização) deste modo o tempo necessário para a sua realização também diminuiu. As spare parts estão mais organizadas, cada bancada de trabalho possui as peças de substituição de maior consumo. A pontuação obtida nas auditorias 5’S também apresentaram um aumento face aos resultados obtidos antes da intervenção. Conclusão: Conclui-se que a causa raiz e as soluções definidas impactaram positivamente a eliminação da causa e problema iniciais.
Introduction:Over the last few decades we have seen the great development of the industry, so companies get the final product to have better quality and an ever lower cost. Lean methodologies were increasingly implemented in the industrial and corporate core, breakingwith the type of production that was practiced at the time, which was based on large volumes and little flexibility. Toyota managers and engineers began to develop procedures and tools to achieve lean, zero-waste, highly flexible production.Objective:The reorganization of the maintenance department layout, as well as the improvement of spare parts management process and the creation of flows for the repair of equipment and tools.Methods:The tool used was DMAIC, it subdivides the problem solving processinto five steps, such as: Define, Measure, Analyze, Improve, Control.Results:With the application of this tool it was possible to reduce the number of trips and the distance traveled, thus the time required for its accomplishment also decreased. Spare parts are more organized, each workbench has the most consumable spare parts. The scores obtained in 5'S audits also increased compared to the results obtained before the intervention.Conclusion:It was concluded that the root cause and defined solutions hat positive impact on the elimination of the cause and initial problem.
Introduction:Over the last few decades we have seen the great development of the industry, so companies get the final product to have better quality and an ever lower cost. Lean methodologies were increasingly implemented in the industrial and corporate core, breakingwith the type of production that was practiced at the time, which was based on large volumes and little flexibility. Toyota managers and engineers began to develop procedures and tools to achieve lean, zero-waste, highly flexible production.Objective:The reorganization of the maintenance department layout, as well as the improvement of spare parts management process and the creation of flows for the repair of equipment and tools.Methods:The tool used was DMAIC, it subdivides the problem solving processinto five steps, such as: Define, Measure, Analyze, Improve, Control.Results:With the application of this tool it was possible to reduce the number of trips and the distance traveled, thus the time required for its accomplishment also decreased. Spare parts are more organized, each workbench has the most consumable spare parts. The scores obtained in 5'S audits also increased compared to the results obtained before the intervention.Conclusion:It was concluded that the root cause and defined solutions hat positive impact on the elimination of the cause and initial problem.
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Palavras-chave
Lean desperdício DMAIC 5’S layout waste 5'S
Contexto Educativo
Citação
Almeida, R., Vaz, P., & Silva, R. (2021). Aplicação da metodologia DMAIC numa empresa produtora de componentes em borracha. Millenium - Journal of Education, Technologies, and Health, (9e), 325–337. https://doi.org/10.29352/mill029e.19188