Este trabalho propõe um método de análise do trade-off entre o buffer de capacidade de produção e o buffer de estoque, necessários para garantir o bom desempenho de um sistema sujeito a variações de demanda. A análise envolve a definição de um sistema de produção e a construção de um modelo de simulação. A simulação é realizada num sistema formado por uma única estação de trabalho, com mix de 10 produtos, controlados por um sistema kanban, que é considerado por muitos autores inadequado para operar em ambientes cuja demanda não é estável. Os resultados mostram que o buffer de capacidade proporciona vantagens operacionais e de custo ainda que sujeito a maiores níveis de variação de demanda. / This research proposes a method to analyze the trade-off between the production capacity buffer and the inventory buffer, required to guarantee high performance levels in a system with demand variation. The analysis involves a production system delineation and the development of a simulation model. The system simulated is a single-stage production system, with mix of ten products, controlled by a kanban system, which is classified by several authors as not recommended in environments with unstable demand. The results indicate that the production capacity buffer enables operational and cost advantages, even if the production system is under higher demand variation.

Estágio realizado na Preh Portugal - e orientado pelo Eng. Luís Lobo / Tese de mestrado integrado. Engenharia Electrotécnica e de Computadores. Área de Especialização de Automação. Faculdade de Engenharia. Universidade do Porto. 2012

The report is about efficiency of a current production group where there is no clear production flow and there are some buffers between the operations. The efficiency is done with the help of a tool that is called Work process of flow production which is used by Atlas Copco CTO. The most obviously results are that the lead time drops from 25 hours to 425 minutes and that the balancing loss decreases from 85 % to 8 %. The report focus on decreasing transports, decreasing buffers, more reliability in lead time and quality. And a more stimulating labour content for the workers is another result.

This report contains results of our study at CTC in Ljungby. CTC produces heating products such as boilers, heat pumps and additional products to their heating systems. The purpose of the report is to make a proposal how CTC will supply their new production line for heat pumps with materials. The proposal includes a production layout and a scheme for how to place the material in the production storage. The new production line will produce two different products and both of them have several variants. The line will also have a mixed flow, so the products can be produced in a random order. These conditions demand that the production line has great flexibility and that the material to all the variants can be stored in the production storage. With these conditions as input we made a layout proposal to the company. They already had an own layout, but wanted another opinion. After the proposal was made the work continued with further developing of the company layout. When the production layout was established we began to examine the material for the two products. During the examination we got knowledge of where in the production line the material was used and also how they stored the material today. With help of this information the material were placed in the production storage. We also decided in which packing the different components would be stored in and how many packings there would be for each component in the production storage. / Examensarbetet i denna rapport har utförts på CTC i Ljungby. CTC har tre huvudgrenar i deras produktsortiment: Värmepumpar, pannor och kompletterande utrustning till värmesystemen. I rapporten behandlas bara värmepumpsdelen. Bakgrunden till examensarbetet är att efterfrågan på värmepumpar har ökat så mycket att en ombyggnad av produktionen var nödvändig. Syftet med examensarbetet på CTC är att få fram ett tillämpbart förslag på hur materialförsörjningen ska se ut från leverans till tillverkningslinans mellanlager till dess att materialet monteras på produkten i den nya tillverkningslinan. Arbetet har delats upp i fyra delar: Att ge ett grundläggande förslag till layout, arbeta fram vilka komponenter som skall monteras var i linan, avgöra vilket emballage som är lämpligt för de olika komponenterna och slutligen placera in materialet i pallställen. För att kunna lösa problemet har observationsstudier av montering, intervjuer av personal och studier av materiallistor för produkterna gjorts. Vårt layoutförslag bygger på att man ska kunna tillverka båda produkterna och alla deras varianter med ett mixat flöde i linan. Förslaget var starten i layoutarbetet som sen fortsatte med utveckling och provning av tänkt layout. Vidare har vi identifierat vart alla komponenter monteras och vilket emballage de skall förvaras i. Detta har sammanställts i en materiallista som använts som utgångspunkt vid placeringen av komponenterna i mellanlagret. Vårt arbete var till en början lite ospecificerat. Det vi visste till en början var att vi skulle arbeta med tillverkningslinan för Ecoair och Kylmodul. Allt eftersom så utkristalliserades det att vi skulle presentera en lösning på materialplaceringen i linan. Detta krävde mycket förberedande arbete med att identifiera komponenterna, vilket var tidskrävande. I och med att vi fick vara delaktiga i ett pågående projekt som är viktigt för företaget så fick vi mycket erfarenhet hur en produktionstekniker arbetar och hur förändringsprojekt drivs på ett företag.

Most of machine industry in Taiwan use ¡§Build to order¡¨ which start the production process until receiving orders. The key of ¡§Build to order¡¨ can be successful or not is quickly response to demand changes. If the production system can¡¦t keep up with changes in customer demand, it won¡¦t be able to process successive demands. Then the backlog will be more and more. So in ¡§Build to order¡¨, whether production system can adjust for changes in customer demand quickly or not is an important issue of ¡§Build to order¡¨. Kanban System is a mode of production which Toyota JIT system develops. It uses kanbans to control capacity of each workstation strictly. In order to achieve pull system, it uses kanbans to authorize production. Traditional push system must change production plans frequently, and maintain a certain stock between production processes. Pull system uses demands of back-end process to pull the production of front-end process. To achieve the so-called ¡§Just-in-Time¡¨ concept, the system must output the right number of products at the right time. This study uses system dynamics. According to relevant literatures and models, this study constructs Kanban system with industrial properties. According to demand changes and number of kanbans, this study simulates and analyzes the effectiveness after implementing the Kanban system. Then this study makes some management recommendations. Conclusions and findings:(1)Under the situation of normal demand changes, Kanban system can achieve quickly response and stability of production systems.(2) Under the situation of excessive changes in demand, implementing Kanban system will increase the backlog.(3)The number of kanbans represents production needs which are additional planned. The system should minimize the number of kanbans to avoid wastes.

<p>This report contains results of our study at CTC in Ljungby. CTC produces heating products such as boilers, heat pumps and additional products to their heating systems.</p><p>The purpose of the report is to make a proposal how CTC will supply their new production line for heat pumps with materials. The proposal includes a production layout and a scheme for how to place the material in the production storage.</p><p>The new production line will produce two different products and both of them have several variants. The line will also have a mixed flow, so the products can be produced in a random order. These conditions demand that the production line has great flexibility and that the material to all the variants can be stored in the production storage.</p><p>With these conditions as input we made a layout proposal to the company. They already had an own layout, but wanted another opinion. After the proposal was made the work continued with further developing of the company layout.</p><p>When the production layout was established we began to examine the material for the two products. During the examination we got knowledge of where in the production line the material was used and also how they stored the material today.</p><p>With help of this information the material were placed in the production storage.</p><p>We also decided in which packing the different components would be stored in and how many packings there would be for each component in the production storage.</p> / <p>Examensarbetet i denna rapport har utförts på CTC i Ljungby. CTC har tre huvudgrenar i deras produktsortiment: Värmepumpar, pannor och kompletterande utrustning till värmesystemen. I rapporten behandlas bara värmepumpsdelen. Bakgrunden till examensarbetet är att efterfrågan på värmepumpar har ökat så mycket att en ombyggnad av produktionen var nödvändig.</p><p>Syftet med examensarbetet på CTC är att få fram ett tillämpbart förslag på hur materialförsörjningen ska se ut från leverans till tillverkningslinans mellanlager till dess att materialet monteras på produkten i den nya tillverkningslinan. Arbetet har delats upp i fyra delar: Att ge ett grundläggande förslag till layout, arbeta fram vilka komponenter som skall monteras var i linan, avgöra vilket emballage som är lämpligt för de olika komponenterna och slutligen placera in materialet i pallställen. För att kunna lösa problemet har observationsstudier av montering, intervjuer av personal och studier av materiallistor för produkterna gjorts.</p><p>Vårt layoutförslag bygger på att man ska kunna tillverka båda produkterna och alla deras varianter med ett mixat flöde i linan. Förslaget var starten i layoutarbetet som sen fortsatte med utveckling och provning av tänkt layout. Vidare har vi identifierat vart alla komponenter monteras och vilket emballage de skall förvaras i. Detta har sammanställts i en materiallista som använts som utgångspunkt vid placeringen av komponenterna i mellanlagret.</p><p>Vårt arbete var till en början lite ospecificerat. Det vi visste till en början var att vi skulle arbeta med tillverkningslinan för Ecoair och Kylmodul. Allt eftersom så utkristalliserades det att vi skulle presentera en lösning på materialplaceringen i linan. Detta krävde mycket förberedande arbete med att identifiera komponenterna, vilket var tidskrävande. I och med att vi fick vara delaktiga i ett pågående projekt som är viktigt för företaget så fick vi mycket erfarenhet hur en produktionstekniker arbetar och hur förändringsprojekt drivs på ett företag.</p>

Fallstudiens syfte är att öka förståelsen kring lagerhantering och lagerflöde i en återvinningscentral till en utvecklad effektivisering och strukturering av ett lager. Målet med fallstudien är att rekommendationerna ska kunna användas som ett beslutsstöd vid en eventuell lageromstrukturering på fallföretaget. Relevant teori inom logistik och materialhantering jämförs med empiri för vidare analysering som framför bristande faktorer i flödet. Resultatet framför väsentlig information om flödet som grundar till rekommenderade flödesförbättringar. / Sweden's annual recoverable amount of cooling equipment are estimated to 650 000 units, the distribution takes place in certified recycling centers depending on the allowed amount. The modern lifestyle has led to increased recycling which must be addressed through profitable logistics and careful planning. Studies show that due to problems in inventory control is the determination of quantities and delivery points for incoming supplies. This case study aims to improve the understanding of material handling and warehouse flow in a recycling plant for possibilities of an improved state. In order to achieve the purpose rigorous qualitative observations of the material flow separated from production and sales has been done. To structure the case study an analytical model has been presented, the model increases the reader's understanding of the approach in the study and its contents. After careful analysis of the current state and theoretical relevance the primary cause of the inadequate storage structure and factors that are causing a negative impact on the stock has been determined. The root cause of the inadequate storage structure is inbound variety of cooling equipment and incoming quantity, this entails a high degree of warehouse filling and low safety. The variation in the different article classification is huge, cooling equipment differ in size and type. The cooling equipment variance depends mostly on the generalized categorization, for this reason, a new recommended categorization has been established where volume and frequency requirements are taken into account. The new classification creates opportunities for a recommended storage layout. To facilitate the recommendation, we have designed a Kanban board which is reflecting the warehouse space degree of filling together with a stock layout suggestion.

No description available.

Dissertação (mestrado) - Universidade Federal de Santa Catarina, Centro Tecnológico. / Made available in DSpace on 2012-10-17T20:44:58Z (GMT). No. of bitstreams: 0Bitstream added on 2013-07-16T18:04:12Z : No. of bitstreams: 1 170913.pdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / O presente trabalho estabelece uma proposta de metodologia para a implantação de um sistema kanban de abastecimento, apropriada principalmente às características de pequenas e médias empresas. A metodologia apresentada foi baseada na experiência prática adquirida pelo autor na implantação da área de logística em várias empresas. A metodologia é apresentada em forma de projeto e apóia-se em três pontos principais: os dois primeiros consistem no patrocínio da alta direção e a necessidade de um coordenador geral. O terceiro ponto de apoio é dado pela visível redução dos estoques obtida em curto prazo através do programa. A metodologia foi integralmente implantada em duas empresas, uma do ramo alimentício e outra do ramo metalúrgico. Os resultados obtidos comprovam a validade da metodologia proposta. A análise crítica da bibliografia disponível apresenta os assuntos que devem se abordados na parte de treinamento solicitada pela metodologia, também não foi encontrada nenhuma metodologia prática similar de implementação de um sistema kanban de abastecimento. Isto nos permite acreditar que esta proposta metodológica traz uma nova contribuição ao tema em evidência.

Submitted by Maria Creuza Silva (mariakreuza@yahoo.com.br) on 2017-03-13T14:36:05Z No. of bitstreams: 1 DISS DEBORA PETRY. MP 2016.pdf: 4192096 bytes, checksum: c651251e2918a6a33823d7ad427558ee (MD5) / Approved for entry into archive by Maria Creuza Silva (mariakreuza@yahoo.com.br) on 2017-03-13T14:54:25Z (GMT) No. of bitstreams: 1 DISS DEBORA PETRY. MP 2016.pdf: 4192096 bytes, checksum: c651251e2918a6a33823d7ad427558ee (MD5) / Made available in DSpace on 2017-03-13T14:54:25Z (GMT). No. of bitstreams: 1 DISS DEBORA PETRY. MP 2016.pdf: 4192096 bytes, checksum: c651251e2918a6a33823d7ad427558ee (MD5) / O Ministério da Saúde implantou, como parte da RUE, o Programa SOS Emergências, para aprimorar a gestão das principais unidades de emergência do país. O Kanban é uma das ferramentas indicadas para gestão de leitos hospitalares e do Tempo Médio de Permanência (TMP). Este trabalho objetivou analisar a implantação do Kanban, estimando o grau de implantação, descrevendo seus efeitos e identificando fatores contextuais favoráveis e desfavoráveis. Foram elaborados os modelos lógicos operacional, causal e teórico do Kanban. Dos 12 hospitais participantes da primeira etapa do Programa SOS Emergência, sete foram estudados, cinco por meio de entrevistas e visitas in-loco, e dois por meio de questionário on-line. Como resultado, dos hospitais avaliados, um tem o Kanban totalmente implantado, quatro parcialmente implantado (57,16 %), um insatisfatoriamente implantado e um não implantado. Dentre os fatores contextuais que contribuíram para a implantação do Kanban, destacam-se: as atuações do Núcleo Interno de Regulação, do Núcleo de Acesso e Qualidade Hospitalar, da Equipe Horizontal e da direção hospitalar, assim como a atuação dos apoiadores do Programa SOS. Como principais fatores que prejudicaram a implantação do Kanban, destacam-se: a direção hospitalar pouco interessada no Kanban, déficit de pessoal nas equipes de condução do Kanban, equipes flutuantes e/ou pouco capacitadas no uso do Kanban, sistemas de controle manuais (não informatizados), falta de compreensão da ferramenta e falta de fluxos definidos, além da resistência de médicos e outros profissionais. Os resultados indicam que os objetivos do Kanban são atingidos proporcionalmente ao grau de implantação e, que, quando totalmente implantado, o Kanban atinge todos os seus objetivos, dando visibilidade coletiva e proporcionando agilidade às soluções de problemas, diminuindo o TMP, otimizando o uso dos recursos hospitalares, melhorando a qualidade da assistência ao paciente, além de auxiliar na implantação da gestão da clínica.