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Abstract(s)
A obtenção de vantagens competitivas é uma exigência diária das organizações que procuram
ter um crescimento sustentável. Empresas com produtividade acima da média conseguem
melhores desempenhos económicos, levando-as a ser mais competitivas.
O setor português do mobiliário verificou um aumento de 32% no volume de negócios, de 2010
a 2019. Na busca de competitividade nos mercados internacionais, a indústria do mobiliário
necessitará de modernizar-se e diferenciar-se. A MOB, empresa caso de estudo, tem como
objeto a fabricação de mobiliário de cozinha. A abordagem de mercado adotada pela empresa,
de customização e de produção make-to-order leva a frequentes mudanças de setup e de
ferramentas, influenciando o output e a produtividade.
A metodologia SMED consiste na separação das operações de setup em internas e externas,
bem como a aplicação de quatro fases conceptuais, tendo como finalidade a redução do tempo
necessário para a realização de um setup. A SMED está inserida no pensamento Lean
Manufacturing, filosofia de eliminação do desperdício no contexto industrial. Desenvolvido na
Toyota desde os anos 50, constitui na atualidade o paradoxo de produtividade das organizações
capazes de gerar lucros sustentáveis.
O processo de produção por lotes confere complexidade ao planeamento de produção e
otimização dos equipamentos fabris. Existe um trade-off entre a personalização do produto e a
concretização de prazos de entrega ágeis. Quanto maior for a flexibilidade de uma unidade
industrial, melhor será a sua resposta às exigências do mercado.
A criação de objetivos de produção e partilha da informação envolvem os trabalhadores no
objetivo coletivo, levando as organizações a tornarem-se mais orientadas para o resultado final
e por arrastamento, mais produtivas e competitivas.
A sinergia das ações de melhoria contínua dos processos promovem o crescimento orgânico e
produtividade. Nem sempre é possível medir o impacto isolado de uma medida na
disponibilidade dos equipamentos, sugerindo-se a análise continuada da evolução dos dados
históricos como forma de verificar o sucesso das opções tomadas.
A metodologia SMED preconiza a produção de lotes mínimos e a otimização dos tempos de
setup como forma de obtenção de maior flexibilidade das unidades industriais, não obstante, é
evidente o impacto do elevado número de referências a produzir na produtividade, mesmo em
equipamentos com tempos de setup baixos.
Com os mesmos recursos a empresa pode potenciar a sua rentabilidade económica e obter lucros
de forma consistente e sustentável.
ABSTRACT: Obtaining competitive advantages is a daily requirement for organizations seeking sustainable growth. Companies with above-average productivity achieve better economic performance, making them more competitive. The Portuguese furniture sector saw a 32% increase in turnover from 2010 to 2019. In the search for competitiveness in international markets, the furniture industry will need to modernize and differentiate itself. MOB, a case study company, is engaged in the manufacture of kitchen furniture. The market approach adopted by the company, customization and make-to-order production leads to frequent setup and tool changes, influencing output and productivity. SMED methodology consists of separating setup operations into internal and external ones, as well as the application of four conceptual phases, with the purpose of reducing the time needed to carry out a setup. SMED is part of Lean Manufacturing thinking, a philosophy of eliminating waste in the industrial context. Developed by Toyota since the 1950s, it is currently the productivity paradox of organizations capable of generating sustainable profits. The batch production process adds complexity to production planning and optimization of manufacturing equipment. There is a trade-off between product customization and fast delivery times. The greater the flexibility of an industrial unit, the better its response to market demands. The creation of production and information sharing goals involves workers in the collective purpose, leading organizations to become more oriented towards the final result and, by extension, more productive and competitive. The synergy of continuous process improvement actions promote organic growth and productivity. It is not always possible to measure the isolated impact of a measure on the availability of equipment, suggesting the continued analysis of the evolution of historical data as a way to verify the success of the options taken. SMED methodology recommends the production of minimum batches and the optimization of setup times as a way to obtain greater flexibility in industrial units, however, the impact of the high number of references to be produced on productivity is evident, even in equipment with times of setup lows. With the same resources, the company can boost its economic profitability and obtain consistent and sustainable profits.
ABSTRACT: Obtaining competitive advantages is a daily requirement for organizations seeking sustainable growth. Companies with above-average productivity achieve better economic performance, making them more competitive. The Portuguese furniture sector saw a 32% increase in turnover from 2010 to 2019. In the search for competitiveness in international markets, the furniture industry will need to modernize and differentiate itself. MOB, a case study company, is engaged in the manufacture of kitchen furniture. The market approach adopted by the company, customization and make-to-order production leads to frequent setup and tool changes, influencing output and productivity. SMED methodology consists of separating setup operations into internal and external ones, as well as the application of four conceptual phases, with the purpose of reducing the time needed to carry out a setup. SMED is part of Lean Manufacturing thinking, a philosophy of eliminating waste in the industrial context. Developed by Toyota since the 1950s, it is currently the productivity paradox of organizations capable of generating sustainable profits. The batch production process adds complexity to production planning and optimization of manufacturing equipment. There is a trade-off between product customization and fast delivery times. The greater the flexibility of an industrial unit, the better its response to market demands. The creation of production and information sharing goals involves workers in the collective purpose, leading organizations to become more oriented towards the final result and, by extension, more productive and competitive. The synergy of continuous process improvement actions promote organic growth and productivity. It is not always possible to measure the isolated impact of a measure on the availability of equipment, suggesting the continued analysis of the evolution of historical data as a way to verify the success of the options taken. SMED methodology recommends the production of minimum batches and the optimization of setup times as a way to obtain greater flexibility in industrial units, however, the impact of the high number of references to be produced on productivity is evident, even in equipment with times of setup lows. With the same resources, the company can boost its economic profitability and obtain consistent and sustainable profits.
Description
Keywords
Produtividade Competitividade Produção Valor Acrescentado Make-to-order Setup Disponibilidade SMED Lean