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Advisor(s)
Abstract(s)
Devido ao aumento da competitividade, as empresas procuram obter margens de lucro
através da redução dos custos de produção, minimizando, para tal, as perdas causadoras destes
custos.
Neste sentido, surge a gestão Lean, assente em princípios como a análise de valor,
estabilização e normalização dos processos, produção puxada, melhoria contínua e qualidade
na fonte.
A gestão Lean conta com diversas ferramentas como a metodologia 5 S, o sistema
Kanban e o Jidoka. Estas vão ao encontro dos princípios Lean, auxiliando na redução dos sete
grandes desperdícios: produção excessiva, deslocações, tempos de espera, transportes, defeitos
e retrabalhos, stocks e falhas de processo.
Após o aprofundamento destes conceitos e ferramentas, estes foram utilizados como
base de trabalho, aplicando-os durante um estágio realizado na fábrica de Nelas da empresa
Purever Industrial Solutions, parte do grupo Purever. Durante este estágio, foi realizado um
diagnóstico aos fluxos de materiais ao longo da produção, onde se levantaram bastantes
questões que, com a implementação da metodologia 5 S a um posto representativo da produção
e a dois armazéns adjacentes à produção, levaram à melhoria das condições de trabalho e
segurança, à minimização de algumas perdas de tempo à procura dos materiais pretendidos e à
criação de uma base de trabalho para a implementação futura de outras ferramentas Lean.
Por fim, aproveitando as condições obtidas com a implementação da metodologia 5 S,
foram estudados e implementados sistemas Kanban a funcionar entre o posto de trabalho
selecionado e dois postos fornecedores deste. Com estas implementações, conseguiu-se
minimizar o risco de rutura dos materiais geridos por estes sistemas Kanban, assim como o
tempo despendido durante os respetivos pedidos de reabastecimento. Para tal, otimizaram-se os
pedidos de materiais e os respetivos abastecimentos, definindo as quantidades exatas a
abastecer e os locais iniciais e finais dos materiais.
ABSTRAT: Due to the increased competitiveness, companies seek to achieve profit by reducing production costs, minimizing the losses causing these costs. Regarding this, Lean management is based on principles such as value analysis, stabilization and normalization of processes, pull production, continuous improvement and quality at source. The Lean management has several tools, such as 5 S, Kanban system and Jidoka, which meet the Lean principles and help reducing the seven large wastes: overproduction, displacements, waiting times, transports, defects and reworks, stocks and process failures. After taking a deeper look at these concepts and tools, they were used as a work base, being applied during an intership at the Purever Industrial Solutions' plant in Nelas, part of the Purever group. During this intership, a diagnosis to the materials flows throughout the production was made, which raised many questions that, with the implementation of the 5 S methodology to a representative station of the production and to two warehouses adjacent to the production, led to better work and safety conditions, reduction of some wasted time searching for the desired materials and the creation of a work base for the future implementation of other Lean tools. Finally, taking advantage of the conditions obtained with the implementation of the 5 S methodology, Kanban systems were studied and implemented to operate between the selected workstation and two other suppliers stations. With this implementations, it was possible to minimize the risk of rupture of the materials managed by this Kanban systems, as well as the time spent during the respective replenishment requests. To this end, material orders and supplies were optimized by defining the exact quantities to be supplied and the initial and final places of the materials.
ABSTRAT: Due to the increased competitiveness, companies seek to achieve profit by reducing production costs, minimizing the losses causing these costs. Regarding this, Lean management is based on principles such as value analysis, stabilization and normalization of processes, pull production, continuous improvement and quality at source. The Lean management has several tools, such as 5 S, Kanban system and Jidoka, which meet the Lean principles and help reducing the seven large wastes: overproduction, displacements, waiting times, transports, defects and reworks, stocks and process failures. After taking a deeper look at these concepts and tools, they were used as a work base, being applied during an intership at the Purever Industrial Solutions' plant in Nelas, part of the Purever group. During this intership, a diagnosis to the materials flows throughout the production was made, which raised many questions that, with the implementation of the 5 S methodology to a representative station of the production and to two warehouses adjacent to the production, led to better work and safety conditions, reduction of some wasted time searching for the desired materials and the creation of a work base for the future implementation of other Lean tools. Finally, taking advantage of the conditions obtained with the implementation of the 5 S methodology, Kanban systems were studied and implemented to operate between the selected workstation and two other suppliers stations. With this implementations, it was possible to minimize the risk of rupture of the materials managed by this Kanban systems, as well as the time spent during the respective replenishment requests. To this end, material orders and supplies were optimized by defining the exact quantities to be supplied and the initial and final places of the materials.
Description
Keywords
5 S Abastecimentos Desperdício Lean Sistemas Kanban Stocks