Nos últimos anos, as indústrias metalúrgicas estão enfrentando a concorrência pela oferta ser maior que a procura pelos seus itens produzidos. A busca por melhores índices de produtividade é uma questão que norteia o pensamento dos gestores nas organizações. A metodologia Lean Manufacturing (traduzida como produção ou manufatura enxuta) vem se tornando uma alternativa para melhorar o desempenho das empresas, podendo tornar-se um diferencial competitivo. A melhoria da produtividade, o controle de processos e o desenvolvimento de produtos e serviços podem se tornar um diferencial e por este motivo a importância do controle e do dimensionamento de indicadores de desempenho. Este trabalho aborda a manufatura enxuta sob os aspectos de definições, objetivos, implicações para implementação, ganhos, formas de medir, chances de sucesso ou insucesso, bem como impactos relacionadas à mudança organizacional. O objetivo principal foi avaliar o Sistema de Produção Fras-le (SPF) implementado há 10 anos na empresa, com base nos princípios do Lean Manufacturing. A pesquisa, estudo de caso, de caráter quantitativo, foi aplicada em forma de questionário a um grupo de 317 profissionais da fábrica, participantes e não participantes dos Círculos de Controle da Qualidade (CCQ), sistema implementado há 25 anos na empresa. Dezesseis variáveis foram identificadas para avaliar o estado de implementação do SPF. Os principais resultados apontam para um alto grau de comprometimento organizacional, bom entendimento sobre as ferramentas do SPF e com oportunidades de melhoria. A análise de variança aponta para diferentes percepções sobre as ferramentas, dependendo do grau de instrução dos respondentes. Particularmente, subgrupos de respondentes (sexo, idade, tempo de empresa, participação ou não em CCQ) percebem de forma diferente duas variáveis: Manutenção Produtiva Total e Conflito entre SPF e outras Ferramentas. / In recent years, the metal industries are facing competition its manufactured items. The search for better productivity rates is a question that guides the thinking of the managers in the organizations. The Lean Manufacturing (LM) methodology is becoming an alternative to improve the performance of companies making it a competitive advantage. Productivity improvement, process control and development of products and services, all become a differential and for this reason the importance of control and definition of performance indicators. This research addresses the LM under the aspects of definitions, objectives, implications for the implementation, gains, ways of measuring, chances of success or failure, as well as impacts related to organizational change. The main objective is to see how is the degree of maturity of the LM methodology, implemented 10 years ago in a company, and its relations to other tools and methodologies aiming at improving quality and productivity. A survey questionnaire was applied to 317 workers, among them participants and non participants in Quality Circles, a system in place for the last 25 years. Sixteen variables were identified to measure LM tools. Main results pinpoint high degree of organizational commitment, good understanding about LM tools e opportunities for improvement. Analysis of Variance indicates different perceptions about LM tools depending on the level of education of employees. Particularly, subgroups of respondents according to gender, age, time with company, participant or not in Quality Circles, perceive significant difference in two variables: Total Productive Maintenance and Conflict between LM tools and other Quality Tools.

Orientador: Paulo Correa Lima / Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-08-05T20:33:44Z (GMT). No. of bitstreams: 1 Fonseca_MarceloJosedeAlbuquerque_M.pdf: 2630750 bytes, checksum: 60865b7463a82bb1a03b9db582e4693a (MD5) Previous issue date: 2005 / Resumo: Diversos negócios, sobretudo os do ramo automobilísticos e seus derivados (sistemistas), vêm se destacando pelas grandes inovações em forma de sistema de manufatura que, ultimamente, vem sendo transformado em filosofia corporativa de negócio, motivados pelo imenso sucesso da Toyota Motor Corporation. Não obstante, raras iniciativas vêm sendo aplicadas em indústrias de processos contínuas, mais especificamente, indústrias do ramo alimentício. Este trabalho apresenta implantações completas, coordenadas pelo autor, em duas indústrias alimentícias distintas, mostrando as diferenças e a metodologia aplicada em ambas às indústrias. É demonstrada a aplicação da gestão de negócios baseada na filosofia do Sistema Enxuto (Pensamento Enxuto) na empresa Masterfoods South America ¿ MFSA, divisão de Petfood (alimentos para animais de estimação) e Snackfood (chocolates), além da utilização de algumas ferramentas do sistema para a busca contínua da perfeição em ambos os negócios. Grandes resultados são apresentados nestes dois negócios completamente divergentes, apesar de serem indústrias alimentícias, tais como redução de tempo de atravessamento (lead time) de 114 dias para 24 dias e tempo de trocas de 4 horas para ZERO na linha de chocolates e para o caso da linha de alimentos para animais domésticos o resultado é da mesma forma animador reduzindo o tempo de atravessamento de 75 dias para 14 dias e trocas de 2 horas para menos de 20 minutos / Abstract: Several business, specially automobile companies and theirs ramification, have been exceeding due to their great innovations related to the manufacturing system which, lately, have been converted to a corporate business philosophy, motivated by the unlimited success from Toyota Motor Corporation. However, seldom initiatives have been taken place into continuous process industries, more precisely, food segments. This work presents an entire implementation, coordinated by the author, in two distinguished food business, indicating the differences and the methodology applied in both industries. It is demonstrated the application of a business management based on the Lean Philosophy (Lean Thinking) in the Masterfoods South America ¿ MFSA, Snack food and Pet food division, moreover the application of some tools from this system continuously seeking for the perfection in both segments. Great results are presented in these two considerably divergent business, despite they belong to the food segment, such as lead time reduction from 114 days to 24 days and change over time reduced from 4 hours to ZERO in the chocolate line as well as petfood case the results are in the same perspective reducing the leadtime from 75 days to 14 days and change over time from 2 horas to less than 20 minutes / Mestrado / Planejamento e Gestão Estrategica da Manufatura / Mestre em Engenharia Mecânica

A competitividade do mercado globalizado e a busca constante das empresas em se destacarem frente aos seus clientes, oferecendo produtos de valor agregado e de preço competitivo frente aos seus concorrentes, tem levado essas empresas a buscarem formas de inovação e aplicação de técnicas e métodos que agreguem aos seus sistemas de gestão e produção, oportunidades de reduzir seus custos, a fim de oferecer o melhor preço ou aumentar seu lucro. A filosofia do Sistema Lean Manufacturing ou Manufatura Enxuta, tem sido aplicada por empresas de todo o mundo e alavancado constantes melhorias nos seus processos produtivos, através da eliminação de desperdícios. Este trabalho tem como foco o levantamento dos desperdícios existentes dentro dos processos relacionados à produção, através da aplicação de uma ferramenta de avaliação desenvolvida com base nos conceitos da Manufatura Enxuta, mais precisamente o Just in Time - JIT. Essa ferramenta desenvolvida por Rawabdeh é composta por um questionário que estabelece pesos a cada tipo de relacionamento entre os tipos de desperdício e quantifica em porcentagem o impacto que cada desperdício exerce sobre o outro. A resultante é uma matriz que pode servir de direcionamento e auxílio para tomada de decisões objetivando a minimização dos custos e conseqüentemente o aumento da lucratividade. / The competitiveness of global market and the constant search of the companies stand out in front of their customers by offering value-added products and competitive price facing its competitors has led these companies to seek ways of innovation and application of techniques and methods that add to their management systems and production opportunities to reduce their costs in order to offer the best price or increase their profit. The philosophy of Lean Manufacturing System or Lean Manufacture has been implemented by companies around the world and leveraged constant improvements in their production processes by eliminating waste. This work focuses on the removal of waste in the existing processes related to production through the application of an assessment tool developed based on the concepts of Lean Manufacturing, specifically the Just In Time - JIT. This tool developed by Rawabdeh, is composed by a questionnaire that provides weights to each type of relationship between the types of waste and quantifies the percentage that each impact waste has on each other. The result is a matrix that can serve as guideline, identification of the root causes of wastes and assistance in making decisions aimed at minimizing the costs and therefore increase profitability.

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2017-02-22T21:15:07Z No. of bitstreams: 1 Joao Honorato Junior.pdf: 2114071 bytes, checksum: 63c7cb36858a6230242ada0e4b78cdd1 (MD5) / Made available in DSpace on 2017-02-22T21:15:07Z (GMT). No. of bitstreams: 1 Joao Honorato Junior.pdf: 2114071 bytes, checksum: 63c7cb36858a6230242ada0e4b78cdd1 (MD5) Previous issue date: 2018-05-11 / The manufacturing sector has been facing in the last decades deep structural changes. Up to mid-eighties the mass production was the standard used by the Western industrial companies. However, with the knowledge by westerns of the Lean Manufacturing system, the manufacturing firms began changing their production system to the new paradigm, obtaining as a result significant gains in quality, productivity, flexibility, producing with lower costs and delivery times. For the small and medium sized enterprises (SMEs) it has not been different because, like the big companies, they have been progressively adopting the Lean principles, however with no assurance of obtaining financial gains resulting from that action. Hence, the main purpose of this work was to identify if the lean manufacturing practices adopted by the Brazilian industrial SMEs contribute to the improvement of their financial performance. To accomplish that, a thorough literature review was performed aiming at identifying how this subject has been considered in the recent Industrial Engineering and Operations Management writings. This enabled the proposition of four hypotheses that were validated through multiple case studies, comprising three small and three medium sized Brazilian industrial companies. The results obtained showed that it was not possible to find a relationship between the level of Lean practices adoption and the size (billing) of said firms. Furthermore, amongst the variables that measure the financial performance, only the net profit and return on sales (ROS) showed a positive correlation with the degree of adoption of the Lean initiatives, indicating that, for the selected companies, the higher the implementation level of the Lean Manufacturing, the higher their profit or profitability. / O setor de manufatura tem enfrentado nas últimas décadas profundas mudanças estruturais. Até meados dos anos 80 a produção em massa era o padrão genericamente utilizado pelas indústrias no Ocidente. Porém, com a divulgação dos princípios da Manufatura Enxuta então utilizados no Japão, as empresas manufatureiras deste lado do mundo começaram a mudar seus sistemas de produção para o novo paradigma obtendo como resultado ganhos significativos em qualidade, produtividade, flexibilidade, produzindo com menores custos e prazos de entrega. Para as pequenas e médias empresas (PMEs) não tem sido diferente, já que, a exemplo das grandes empresas, vêm progressivamente adotando os princípios Lean, porém sem uma certeza de obter ganhos econômicos decorrentes dessa adoção. Assim, o objetivo desta dissertação foi identificar se as práticas operacionais de fabricação utilizadas na Manufatura Enxuta pelas PMEs industriais brasileiras contribuem para melhoria do seu desempenho econômico-financeiro. Para isso, foi realizada uma ampla pesquisa bibliográfica que mapeou como esse tema está considerado na literatura recente da Engenharia de Produção e Gestão de Operações. Isso permitiu a formulação de quatro hipóteses que foram avaliadas por meio de um estudo de casos múltiplos, considerando três empresas industriais de pequeno e três de médio portes. Os resultados obtidos permitiram verificar que, nos estudos realizados, não foi possível encontrar uma relação entre o nível de adoção das práticas da Manufatura Enxuta com o faturamento (porte) das seis empresas pesquisadas. Dentre as variáveis que medem o desempenho econômico-financeiro selecionadas, somente o lucro líquido e o ROS (Returno on Sales – Retorno sobre Vendas) revelaram uma correlação positiva com o nível de adoção das práticas Lean, indicado assim que, para as empresas selecionadas para a pesquisa, quanto maior o grau de adoção daquelas práticas maior o nível de lucro ou de lucratividade obtido.

Os desperdícios e a necessidade de oferecer um atendimento de qualidade constituem um verdadeiro desafio para as empresas de saúde. Para tanto, a adoção da filosofia enxuta - particularmente do lean healthcare - pode contribuir para a redução dos desperdícios e melhoria da qualidade. Neste contexto, este trabalho teve como objetivo analisar os motivos e como ocorreu a implantação do lean thinking nos processos de atendimento em uma empresa de medicina diagnóstica, bem como identificar os resultados alcançados. MÉTODOS: Trata-se de uma pesquisa exploratória de abordagem qualitativa, em que foi realizado um estudo de caso incorporado. Para a construção das questões orientadoras das entrevistas realizou-se uma pesquisa bibliográfica que gerou seis temas: operações, cultura organizacional, apoio da alta administração, redução de custos e desperdícios, foco no cliente e comunicação e capacitação. A coleta de dados foi realizada com dez participantes, divididos em três grupos e por meio de observações diretas. RESULTADOS: O modelo lean thinking foi aplicado na empresa pela iniciativa de líderes que conheciam o modelo. No entanto, ocorreu de forma incompleta - os colaboradores operacionais não foram envolvidos na capacitação inicial; os princípios básicos e ferramentas que fundamentam o modelo lean não foram incorporados como modelo de trabalho da empresa; não houve a integração de toda a organização, da alta administração à operação; os clientes não participaram do mapeamento do fluxo dos processos do atendimento e não avaliaram o que agrega valor. Com isso, os resultados alcançados em relação à redução de desperdícios com geração de valor ao cliente e melhoria da qualidade com a implantação do lean foram pontuais, com pouca adesão das lideranças e equipe de colaboradores. CONCLUSÕES: A análise dos resultados sugere que a implantação parcial da metodologia do lean thinking e suas práticas seguindo a literatura, considerando o contexto da organização, pode ter contribuído para a obtenção de um desempenho aquém do esperado, em termos de qualidade e redução de desperdícios. / The waste and the need to offer a quality service are a real challenge for healthcare companies. To this end, the adoption of lean philosophy - particularly the lean healthcare - can contribute to reduce waste and improve quality. In this context, this study aimed to analyze the reasons and how the implementation of lean thinking occurred in the processes of care in a medical diagnostic company, as well as identify the results achieved. METHODS: This was an exploratory qualitative study, in which an embedded case study was conducted. For the construction of the guiding questions of the interviews we carried out a literature search that yielded six themes: operations, organizational culture, top management support, cost reduction and waste, customer focus and communication skills. The data collection was performed with ten participants, divided into three groups and through direct observations. RESULTS: The lean thinking model was applied in areas of the company by the initiative of leaders who knew the model. However, there was incomplete - operational employees were not involved in the initial training; the basic principles and tools that support the lean model were not incorporated as a working model of the company; there was not integration of the entire organization, from top management to the operation; customers did not take part on the flow mapping of the processes of care and did not evaluate what adds value in customer perception. Thus, the results achieved regarding wastes decrease with customer value development and quality improvements through lean deployment were punctual and presented poor uptake from leadership team and employees. CONCLUSIONS: The assay of achieved results suggests that the incomplete lean thinking methodology deployment and its best practices according to the literature, also taking into consideration the context among enterprise under study, may have contributed for achievements lower than expected, in relation to quality and wastes decrease.

M.Ing. / The principles of lean were understood to be relevant to the operations of a manufacturing enterprise meaning processes associated with material supply, component production and delivery of products and services to the customer. It was identified there was growing awareness that lean principles could be transferred readily to other functions and sectors. The purpose of the study was to investigate the application of lean principles to knowledgebased activities such as engineering design and product development. The organization under study was Olifant Manufacturing Company (OMC), a division of British Aerospace Systems, Land Systems South Africa. Lean product developments (LPD) was identified as one of the leading approaches currently adopted by organizations attempting to maximize value, increase quality, shorten lead times, and lower the costs for product development (PD) processes. The justification for the research was due to and in response to current adverse market trends. There would be the adoption of processes that would radically reduce the product development lead time, product introduction lead time to market, increase process efficiency and product quality and reduce development costs at OMC. The problem statement was formulated as: “Would the researched Lean principles enable OMC to improve its traditional PD to LPD?” The Life Cycle Management (LCM) framework was the mandated organizational framework that guided the execution of projects at BAE Systems The development of the research literature was guided by research questions that sought to identify the relevant framework that would be tailored within the overarching (LCM) framework to enable process improvements. The main findings were that Lean transformation is an organizational journey that would begin with a top down philosophy or strategy approach. Aspects of Lean Product Development were identified and were found to be integrated into a system framework that integrated the transformation of people, processes and tools and technologies.

La presente tesis de investigación se orientó en la aplicación de las Buenas Prácticas de Ingeniería, como herramienta para reducir las mermas dentro de las líneas de producción en el procesamiento de vidrios laminados de la Corporación Miyasato. Para ello se analizaron los síntomas y causas que ocurren dentro de los procesos y se determinó la problemática principal. Se utilizó la metodología de las 5S para mejorar la percepción de la calidad de los trabajadores, se organizaron espacios y se fomentaron programas de capacitación del recurso humano. Como resultado final se obtuvo una reducción de las mermas hasta en 30.8%. This thesis research was aimed at implementing the Good Engineering Practices as a tool to reduce waste in the production lines in the processing of laminated glasses Miyasato Corporation. To do the symptoms and causes occurring within processes and it determined the main problem analyzed. 5S methodology was used to improve the perception of the quality of workers, space programs were organized and training of human resources is encouraged. As a final result in reduced shrinkage was obtained. The final result was the reduced of waste. Was obtained up to 30.8%.

Describe el análisis, diagnóstico y propuesta de mejora al proceso del área de acondicionamiento de una empresa manufacturera de detergentes y desinfectantes industriales, productos de higiene doméstica y productos cosméticos. Aplica conceptos de la gestión por procesos y Lean Manufacturing. Ha sido enfocada en el área y proceso de acondicionado que ha evidenciado problemas de ineficiencia, insatisfacción del cliente interno y externo, incumplimiento de requerimientos, inadecuada utilización de la capacidad del área, inadecuada gestión de recursos, entre otros. Siendo este proceso crítico para las operaciones de producción y de gran impacto a la organización. Por ello desarrolla la propuesta de mejora de procesos; la cual tiene como principal objetivo la optimización del sistema productivo, reduciendo tiempos de flujo de operación por una clara identificación de procesos y actividades claves, incrementando así la satisfacción del cliente y personal involucrado. Además de la propuesta de mejora continua mediante la aplicación de la metodología de las 5S de orden y limpieza, y capacitación al personal; con el fin de lograr un mejor desempeño de las operaciones y gestión de recursos dentro del flujo productivo en el área de acondicionado. Las propuestas mencionadas dan impulso a una mejor sinergia a los procesos del sistema productivo, optimizando de manera integral. / Trabajo de suficiencia profesional

The integration of automated ore pre-concentration and waste disposal functions into the hard rock metal mining system, prior to treatment by conventional grinding and flotation, is proposed as a novel interpretation of Mine-Mill Integration for improving the economics and environmental impact of exploiting deep, low-grade or otherwise marginal mineral deposits. The proposed approach seeks to reject coarse, barren waste from the ore stream as early as possible in the mining cycle, and safely dispose of it as backfill underground. The concept is proposed as a Lean Manufacturing approach to hard rock mining, as an alternative to improving the economics of mining simply by increasing the mining rate. Lean Manufacturing philosophy seeks to design out overburden, smooth production, and eliminate waste from the system. It is suggested that the introduction of these systems into the hard rock mining process addresses all three of these areas of Lean thinking, and is thus an important approach to be considered for surface or underground mines wishing to simultaneously improve efficiency, economics and environmental performance, thus increasing the life, and the sustainability of the operation. The application of integrated mining, processing and waste disposal systems, where appropriate, is proposed as a strategy for the development of efficient new mining operations, or alternately the expansion of production at existing mines. Technologies specific to the success of the approach such as automated ore pre-concentration systems, composite fill preparation and delivery systems, as well as continuous mechanized mining methods are explored. The impacts and benefits of applying these integrated technologies to the mining system are defined and quantified through research, testwork, engineering design and systems analysis. Custom geo-metallurgical evaluation tools incorporating mineralogical, metallurgical, geophysical and geotechnical methods have been developed to allow the assessment of ores in terms of their potential for the adoption of the proposed approach. A computerized parametric evaluation model has also been developed to quantify the potential impacts and benefits using data from this testwork. A wide range of case studies have been investigated with positive results, and important conclusions are drawn towards the potential for application of the concept as a generalized case. / Applied Science, Faculty of / Mining Engineering, Keevil Institute of / Graduate

This treatise investigates the underlying factors influencing productivity at Ford Struandale Engine Plant.