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Abstract(s)
Desde o seu surgimento, como evolução do Toyota Production System, a filosofia Lean
tem vindo a ser reconhecida por diversas indústrias como uma filosofia que potencia
resultados otimizados e um aumento de eficiência. No entanto, na literatura poucos são
os estudos que a adotam no setor da confeção de estofos. Identificada esta lacuna, foram
utilizadas ferramentas Lean para analisar e identificar oportunidades de melhoria numa
Pequena Empresa desta indústria e, mais que isto, proceder à exploração de soluções
para otimizar a sua atividade.
Para analisar o processo e identificar oportunidades de melhoria foram utilizadas as
ferramentas Value Stream Mapping, Diagrama de Spaghetti, e, posteriormente, na
proposta de melhorias para as oportunidades identificadas, recorreu-se ao 5S,
Standardized Work, Kaizen, Kanban e Poka-Yoke.
Recorrendo a estas ferramentas foi possível diminuir a percentagem de tempo não
produtivo numa das secções da empresa. De modo específico, o desperdício puro foi
totalmente eliminado do processo e o desperdício necessário foi reduzido em cerca de
47%. Obtendo estes resultados, o lead time do processo (do produto mais representativo
em termos de vendas) foi diminuído em, aproximadamente, 26%, aumentando a
produção em 33%.
Foi também desenvolvido um Método de Apoio à Decisão para controlo de stocks
(recorrendo ao software Microsoft Excel), face à observação de uma falta de controlo
rigoroso na empresa em estudo. A sua implementação permite à empresa o
conhecimento das existências em stock em qualquer momento.
Por último, foi elaborada uma Matriz GUT de priorização para implementação das
medidas propostas para as oportunidades de melhoria identificadas.
Since its emergence, as an evolution of the Toyota Production System, the Lean philosophy has been recognized by several industries as a philosophy that promotes optimized results and an increase in efficiency. However, in the literature there are few studies that adopt it in the upholstery manufacturing sector. Once this gap was identified, Lean tools were used to analyse and identify improvement opportunities in a Small Enterprise of this industry and, more than that, to explore solutions to optimize its activity. To analyse and identify improvement opportunities in the process, the Value Stream Mapping and Spaghetti Diagram tools were used, and later, for the proposal of improvements for the identified opportunities, 5S, Standardized Work, Kaizen, Kanban and Poka-Yoke were used. Using these tools, it was possible to reduce the percentage of non-productive time in one of the company’s sections. Specifically, pure waste was totally eliminated from the process, and the necessary waste was reduced by about 47%. With these results, the process lead time (of the most representative product in terms of sales) was decreased by approximately 26%, increasing production by 33%. A Decision Support Method was also developed for stock control (using the software Microsoft Excel), due to the observation of a lack of rigorous control in the company under study. Its implementation allows the company to know the quantities of every product in stock at any time. Finally, a GUT Matrix for prioritizing the implementation of the proposed measures for the improvement opportunities identified was elaborated.
Since its emergence, as an evolution of the Toyota Production System, the Lean philosophy has been recognized by several industries as a philosophy that promotes optimized results and an increase in efficiency. However, in the literature there are few studies that adopt it in the upholstery manufacturing sector. Once this gap was identified, Lean tools were used to analyse and identify improvement opportunities in a Small Enterprise of this industry and, more than that, to explore solutions to optimize its activity. To analyse and identify improvement opportunities in the process, the Value Stream Mapping and Spaghetti Diagram tools were used, and later, for the proposal of improvements for the identified opportunities, 5S, Standardized Work, Kaizen, Kanban and Poka-Yoke were used. Using these tools, it was possible to reduce the percentage of non-productive time in one of the company’s sections. Specifically, pure waste was totally eliminated from the process, and the necessary waste was reduced by about 47%. With these results, the process lead time (of the most representative product in terms of sales) was decreased by approximately 26%, increasing production by 33%. A Decision Support Method was also developed for stock control (using the software Microsoft Excel), due to the observation of a lack of rigorous control in the company under study. Its implementation allows the company to know the quantities of every product in stock at any time. Finally, a GUT Matrix for prioritizing the implementation of the proposed measures for the improvement opportunities identified was elaborated.
Description
Keywords
Gestão de Stocks Confeção Estofos Filosofia Lean Método de Apoio à Decisão Otimização Têxtil