This diploma thesis concerns the possibility of increasing productivity and improving business processes using methods and tools of industrial engineering and systems implementation of lean manufacturing in the company Schwan-STABILO ČR, s.r.o. The concept of lean production is known from the 50 of the last century and was first applied to the Japanese automaker Toyota, which due to its production system (Toyota Production System) was able to produce faster, cheaper and above all to a higher standard than its Western competitors. The main objective of this thesis is an analysis of the current state of the process and drafting of the required state of the process so that waste can be eliminated and productivity increased. With the implementation of lean methods and tools of production has been achieved the following improvements: - reduce the number of operators from the current 9 to shift to 5 operators in the shift, - increase the overall efficiency of facilities by more than 10 %, - reduction of machines from an average of 83 minutes to 22 minutes, - reducing the continuous production period of 59 days (74,14 days that for 15 days), - decreasing of the stock material, semi finished products and finished products from 404 790 pieces to 82 350 pieces.

Há vários anos, o adequado entendimento sobre o funcionamento do Sistema Toyota de Produção (STP) vem desafiando as comunidades científica e empresarial. O crescente desempenho competitivo, galgado com base na aplicação continuada do paradigma da produção enxuta nas suas operações, vem sendo atestado pelos extraordinários resultados obtidos pela montadora japonesa. Como conseqüência, os tradicionais líderes da indústria automobilística como a GM, Ford e Chrysler vêm cedendo, paulatinamente, os seus lugares no ranking dos maiores produtores mundiais, à Toyota. A despeito de todos os esforços por parte da maioria das empresas industriais, em especial, das grandes montadoras, em tentar replicar o referido sistema de produção, freqüentes têm sido os insucessos. Tais processos têm se caracterizado, com poucas exceções, pela ausência de uma abordagem de longo prazo na condução da implementação e pela carência de compreensão sobre os conceitos e princípios que regem e embasam o STP. Com isso, se multiplicam as cópias de técnicas e ferramentas enxutas nas mais variadas realidades industriais, as quais são geralmente aplicadas com o objetivo de auferir resultados imediatos. Essas aplicações são feitas sem o necessário entendimento sistêmico sobre a função que cada ferramenta deve executar dentro do sistema de produção como um todo. Dentro deste contexto, as lideranças não têm mostrado suficiente compreensão sobre o aprendizado subjacente que caracteriza esses processos de mudança. Com o intuito de contribuir com a discussão científico-prática que busca encontrar soluções para esses problemas, esta tese propõe um Modelo de Guia que organiza as fases iniciais do processo de implementação da Produção Enxuta (Decisão de adoção e Preparação para a implementação). Esse Guia se baseia na valorização e na priorização do entendimento do funcionamento sistêmico do STP (princípios e capacitadores práticos que os operacionalizam sistemicamente), destacando a preparação da liderança no papel de agente de mudança dentro dos processos de transformação enxuta. Em cada fase prevista neste modelo, são detalhados os passos que reforçam o aprendizado organizacional imprescindível ao processo de transformação, os quais promovem o adequado enfrentamento aos desafios que naturalmente tendem a bloquear esse tipo de empreendimento. / For several years, an accurate understanding about the running of Toyota Production System (TPS) has been challenging both scientific and business communities. The rising competitive performance based on the continuous application of the lean manufacturing paradigm in their operations, has led Toyota to achieve outstanding results. Consequently, traditional automobilistic industry leaders such as GM, Ford and Chrysler have been gradually losing their ranking places as worldwide greatest manufacturers to the japanese car company. Despite all efforts made by most industrial corporations, the attempt to replicate the referred production system has been unsuccessful. Such processes are charaterized, with few exemptions, by the absence of a long term approach on the implementation management, in addition to the lack of a comprehension of concepts and principles that rule and underpin the TPS. Therefore, copies of lean techniques and tools in the most varied industrial realities are being multiplied and generally implemented in order to obtain immediate results. Such procedures are made without the proper systemic understanding on the role played by each tool in the production system as a whole. Within this context, the leaders have proven frequently an unaccurate understanding about the subjacent learning which characterizes these processes of change. Aiming to contribute with a practical-scientific discussion, which manages to find solutions to the afore mentioned problems, this thesis proposes a Guide Model that organizes the initial phases of the Lean Manufacturing implementation process (Decision of adoption and Preparation of implementation). This guide focuses on the valorization and on the prioritization of the TPS´s systemic running comprehension (principles and the practical tools that systemically operationalize them), highlighting the preparation of the leadership on the role of agent of change within the lean transformation processes. At each stage presented in this model, are detailed the steps which reinforce the organizational learning essential to the transformation process, which promote the appropriate coping with the challenges that naturally tend to block this type of enterprise.

Orientador: Paulo Correa Lima / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-08-07T04:02:28Z (GMT). No. of bitstreams: 1 Calado_RobisomDamasceno_M.pdf: 2515663 bytes, checksum: 21c4fbba4a8cbe4ea49b31b3b7a19b49 (MD5) Previous issue date: 2006 / Resumo: A competitividade em mercados globalizados, bem como a inovação e difusão de novas técnicas e métodos, oriundas do Sistema Toyota de Produção e Controle de Qualidade Total, são aplicadas em fábricas de todo o mundo e tem alavancado constante melhoria nos postos de trabalho e considerável redução dos riscos de acidente, pois a segurança está no escopo da melhoria de produtividade e qualidade. Neste trabalho foca-se a eliminação do risco de acidente (problemática específica do objeto de estudo) através da aplicação dos conceitos e ferramentas da manufatura enxuta, como mapeamento do fluxo de valor e célula de manufatura, de forma integrada ao objeto de estudo e seus trabalhadores com uso da metodologia de pesquisa-ação, desta forma foi possível obter resultados qualitativos e aumento da produtividade no processo de injeção e tampografia de peças plásticas, este trabalho pode servir de motivação e fonte de pesquisa para se implementar melhorias nas inúmeras empresas do ramo plástico entre outros segmentos de manufatura de bens de consumo / Abstract: The competitiveness in global markets, as well as the innovation and diffusion of new techniques and methods, original from Toyota Production System and Total Quality Control, are applied in factories worldwide and have provided continuous improvement in workstations and a deep reduction of accident risks, because larger safety is the target of productivity improvement and quality. In this paper focused the elimination of the accident risk (specific problem of the object of study) through the application of the concepts and tools of Lean manufacturing, as Value Stream Mapping and Manufacture Cell, on way integrated the study object and their workers with use of research-action methodology, have been able to obtain qualitative results that can be useful as motivation and research sources for improvements implementation in many companies of plastic activity among other segments of consumption goods production / Mestrado / Materiais e Processos de Fabricação / Mestre em Engenharia Mecânica

Det här examensarbetet har utförts på Scania CV AB:s motorbearbetningsavdelning i Södertälje. I dagsläget pågår en omställning av tillverkningsprocessen på avdelningen där två nya tillverkningslinor, en för cylinderblock och en för cylinderhuvud, är under uppbyggnad. Linorna kommer styras med hjälp av ett Manufacturing Execution System. Ett Manufacturing Execution System har i uppgift att samla in data och information från tillverkningsprocessen, som sedan kan presenteras i ett gränssnitt. Vilken information som kommer finnas tillgänglig att presentera i systemet styrs utifrån en intern kravspecifikation som ska spegla International Society of Automation:s standard, även känd som ISA-95. Den kravspecifikation som finns för systemet är framtagen av IT-avdelningen i samråd med avdelningschefer. För närvarande är det osäkert om kravspecifikationen som finns på systemet stämmer överens med vad medarbetarna behöver för att kunna arbeta på ett effektivt sätt. Det här arbetet kartlägger behovet hos medarbetarna och jämför det med den befintliga kravspecifikationen. Genom intervjuer och enkäter har den befintliga kravspecifikationen för systemet jämförts med vad medarbetarna anser vara önskvärda funktioner i systemet. Resultatet av den första omgången intervjuer och enkätutskick var att kravspecifikationen och behovet hos medarbetarna stämmer väl överens. Det mynnade ut i att ytterligare en enkät skickades ut där medarbetarna istället skulle rangordna den information som kommer finnas tillgänglig i systemet utefter en prioriteringsskala i tre nivåer. Resultatet från den enkäten gav en bild av vilken information medarbetarna tycker är viktigast för att kunna arbeta på ett effektivt sätt. / This bachelor thesis has been done at Scania CV AB’s department for engine manufacturing in Södertälje. The manufacturing process at the department is currently under development, where two new lines are being added, one for cylinder head and one for cylinder blocks. These two new manufacturing lines are going to be controlled with the help of a Manufacturing Execution System. The Manufacturing Execution Systems task is to collect data and information from the manufacturing process, which later can be presented in an interface. There is a specification at Scania that presents what information will be available in the system. That specification is in line with what the International Society of Automation has specified in ISA-95. The specification for the system was set by the IT-department in consultation with department managers. There is currently an uncertainty if the specification meets the requirement that the workers has, to be able to work efficiently with the system. This thesis will identify the requirement that the workers has on the system, and compare it with the current specification. What the workers deems is necessary information has been identified and mapped through interviews and a survey. The result of these interviews and the survey made it clear that the specification was well in line with the requirement from the workers. This information led to the decision to send out another survey that asked the workers to prioritize how important the information in the system is, in three different priority levels. This resulted in an overview of what the workers consider is the most important information in the system.

The thesis developed in the field of study Electrical Manufacturing and Management is aimed at optimizing and streamlining of production plastics vacuum forming plastics technology rolled in a particular company. The theoretical part focused on the description of the principles of industrial engineering and survey methods that are fundamentals of lean manufacturing or the Toyota production system. The larger part is devoted to methods of 5S and SMED. The practical part of the optimization steps are designed to ensure increased production, balanced production and increase quality, which are based primarily on methods of 5S and SMED. To complement the work given the changes in production processes resulting from other methods of industrial engineering. Several proposals have been practically applied in the production are assessed and their benefits.

In today's competitive manufacturing environment, companies are constantly looking for ways to improve. Because of this, many companies are striving to become "lean" by implementing lean manufacturing, which is a difficult process. To aid in the implementation of lean manufacturing, simulation was used to reduce the trial-and-error period of lean manufacturing and find to optimum approach to implement the lean manufacturing principle. In this research, a case study of implementing level loading of the production schedule for BullFrog International, L.C. will be examined. To make it possible to implement level loading, the thermo-former machine at the beginning of the operations was improved to allow quick changeovers. The changeover time was reduced by 60% and with a few additional changes changeovers could be completely external. In order to be able to conduct simulation experiments to find the optimum production schedule, cycle times were gathered for each operation and a simulation model was developed of BullFrog International, L.C. current manufacturing operations. Historical data was gathered of previous month's sales orders and orders were divided into three different groups. Group 1 the spa orders are roughly 50% single-pump and 50% double-pump, group 2 the spa orders are roughly 60% or more single-pump spas and group 3 the spa orders are roughly 60% or more double-pump spas. Using historical data, level loading production schedules were developed using lean manufacturing principles by reducing lot sizes to the smallest possible and still preserving the correct ratios. All of these suggested production schedules were tested with the simulation model and through various experiments, the optimum production schedule were determined. The optimum production schedules were implemented and the results were recorded. The results were an average throughput increase of 49.1% in group 1, an average throughput increase of 58.7% in group 2 and an average throughput increase of 58.7% in group 3. These results support the hypothesis that level loading will increase throughput in a complex manufacturing system where there is a high mix and low volume production schedule. The results also support the hypothesis that the trial-and-error period was reduced by the use of simulation.

The global market is very competitive due to fast changes in complex business environments and to survive or expand the business, organizations must embrace organizational change. However, adapting to change is not always easy, where organizations may experience obstacles and resistance along the way. Organizations may also experience that it is very hard to implement lean successfully, due to lack of know-how but especially resistance. The traditional way is to blame the blue-collars for the disturbing circumstances but in modern times the wind has changed its course where the managers themselves can be a contributor for implementation failures. Therefore, the aim of the research is to investigate what advantages that can be obtained by implementing a certain change initiative. Furthermore, to determine where resistance occurs and how to eliminate or reduce them. The change initiative in this research is implemented by conducting a case study in a Small Medium Enterprise (SMEs), where the main goal is to reduce the changeover time of a machine, by finding improvement suggestions using the Single Minute Exchange of Die (SMED) methodology. The results generated several improvement opportunities and gave an indication that there is a huge potential for improvements and elimination of waste during a typical changeover. The positive outcomes of implementing these improvement opportunities could theoretically reduce the changeover time, which directly reduces the overall cost but higher responsiveness, flexibility and efficiency can also be obtained. However, the evidence tells a story where the organization could experience obstacles during the implementation of the improvement suggestions, due to several factors. Surprisingly, the evidence points out that one root problem for resistance is difficulties of describing the underlying reason of the change initiative to the blue-collars. Moreover, there is in fact resistance and lack of awareness of the SMED methodology among the blue-collars and the managers, where fear of the unknown is another root problem for resistance.

Made available in DSpace on 2015-03-05T17:05:27Z (GMT). No. of bitstreams: 0 Previous issue date: 27 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Esta dissertação apresenta uma proposta de método para elaboração de um sistema de indicadores industriais. O método é proposto visando estabelecer um alinhamento entre as dimensões competitivas oriundas da estratégia de produção e de sistemas de produção baseados nos conceitos, métodos e técnicas do Sistema Toyota de Produção e da Teoria das Restrições. A pesquisa tem como base metodológica o design research, estruturado em cinco fases: conscientização do problema, sugestão, desenvolvimento do artefato, avaliação e conclusão. O método sugerido para a elaboração do sistema de indicadores consiste em oito etapas: análise do ambiente industrial; identificação das práticas de gestão da produção utilizadas na empresa; análise do desdobramento da estratégia de negócios da empresa nos objetivos específicos da área industrial; elaboração de uma proposta inicial do conjunto de indicadores a ser adotado; detalhamento dos indicadores; validação do conjunto de indicadores proposta final do conjunto de indicadores e; mon

Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2018-04-26T15:00:14Z No. of bitstreams: 1 Guilherme Bacim_.pdf: 15496221 bytes, checksum: 753345aa27e543f77ece6c2dbf229575 (MD5) / Made available in DSpace on 2018-04-26T15:00:14Z (GMT). No. of bitstreams: 1 Guilherme Bacim_.pdf: 15496221 bytes, checksum: 753345aa27e543f77ece6c2dbf229575 (MD5) Previous issue date: 2018-02-27 / CAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Este estudo de caso trata da avaliação da utilização das melhores práticas da Engenharia de Produção na indústria naval, tendo como pano-de-fundo o Estaleiro Atlântico Sul (EAS). Trata-se de um estudo de caso descritivo e explanatório. O trabalho descreve a trajetória evolutiva do sistema de produção do EAS, caracterizando-o em três fases distintas. Na Fase I, que se inicia em 2008 e se estende até julho 2014, identifica-se uma significativa influência dos fatores históricos da produção naval no Brasil que teve forte influência do paradigma Taylorista/Fordista, e pode ser sintetizado pelo fato de que a produção de navios era percebida enquanto uma ´obra´ com a gestão das diversas ´disciplinas´. A Fase II, que ocorreu entre julho de 2014 e janeiro de 2016, constituiu-se em uma etapa de transição que teve como elemento central o objetivo de modificar a cultura organizacional da empresa, o que foi efetivado através da adoção de conceitos tais como: 5S, mini fábricas e Kaizens com foco na melhoria dos fluxos produtivos e qualidade focada no processo. Já a Fase III, que inicia em janeiro de 2016, tem como evento crítico a criação de uma maquete em escala real do EAS que objetiva criar uma visão holística da empresa e do sistema de produção. A Fase III tem como embasamento teórico o Sistema Toyota de Produção e a Teoria das Restrições (TOC), tendo sido realizado uma importante modificação conceitual no que tange a percepção do ´objeto de trabalho´ ao longo de todo o sistema produtivo do EAS. As modificações que ocorreram, sob a égide e foco na Função Processo, foram centrais para a criação e melhoria dos fluxos produtivos em todo o sistema de produção. Visando a sustentação das mudanças ocorridas na Fase III, ocorreu uma ampla reformulação no modelo de gestão com a criação do conceito de Fábricas (Blocos, Pintura e Edificação) que passaram a ter gestores específicos responsáveis pelas melhorias incrementais e radicais dos fluxos produtivos. Além disso, foram realizadas ações no que tange à Função Operação: i) implantação do conceito de Gestão do Posto de Trabalho nas máquinas restritivas do corte; ii) gerar várias linhas de produção utilizando o conceito de box, com uma visão mais geral de fluxo oriundo da ótica do Tambor/Pulmão/Corda da TOC, com a utilização intensiva do conceito de Operação-Padrão para o dimensionamento dos mesmos. Ainda, através de um relatório de uma consultoria coreana, foi possível entender um conjunto de gaps existentes entre o modelo de sistema de produção atualmente adotado na empresa em estudo e o benchmarking coreano. A partir desta perspectiva evolucionária histórica de desenvolvimento do sistema produtivo do EAS, o trabalho propõe a adoção de uma série de boas práticas no intuito de aprimorar os processos na empresa em estudo. Finalmente, a título de conclusão, a aplicabilidade dos conceitos de engenharia de produção na indústria naval, tem impacto direto em termos das melhorias econômico-financeiro da empresa. / This case study deals with the evaluation of the use of the best practices of Production Engineering in the naval industry, having as background the Estaleiro Atlântico Sul (EAS). It is a descriptive and explanatory case study. The project describes the evolutionary trajectory of the EAS Production System, characterizing it in three distinct phases. In Phase I, which begins in 2008 and extends until July 2014, it is identified a significant influence of the historical factors of the naval production in Brazil that had strong influence of the Taylorist / Fordist paradigm, and can be synthesized by the fact that the production of ships was perceived as a ' construction ' with the management of the several ‘disciplines’. Phase II, which occurred between July 2014 and January 2016, constituted a transition phase that had as its central element the goal of modifying the organizational culture of the company, which was accomplished through the adoption of concepts such as: 5S, mini factories and Kaizens focused on improving production flows and process-focused quality. And in Phase III, which begins in January 2016, has as a critical event the creation of a full-scale EAS model that aims to create a holistic view of the company and the production system. Phase III has as its theoretical basis the Toyota Production System and the Theory of Constraints (TOC), and an important conceptual modification was made regarding the perception of the 'work object' throughout the EAS production system. The changes that occurred under the aegis and focus on the Process Function were central to the creation and improvement of production flows throughout the production system. In order to sustain the changes that occurred in Phase III, there was a broad reformulation in the management model with the creation of the concept of Factories (Blocks, Painting and Edification) that started to have specific managers responsible for the incremental and radical improvements of the productive flows. In addition, actions were taken with respect to the Operation Function: i) implementation of the concept of Workstation Management in the restrictive cutting machines; ii) generate several production lines using the box concept, with a more general view of flow from the TOC Drum / Buffer / Rope perspective, with the intensive use of the Standard Operation concept for their design. Also, through a report from a Korean consultancy, it was possible to understand a set of gaps between the production system model currently adopted in the company under study and the Korean benchmarking. From this evolutionary historical perspective of the development of the EAS production system, the paper proposes the adoption of a series of good practices in order to improve the processes in the company under study. Finally, as a conclusion, it seems possible to affirm the adherence and applicability of the concepts of production engineering in the naval industry, and its application has a direct impact in terms of the company's economic and financial improvements

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