Productivity improvement in a company of the industry of bolting systems
Autor(a) principal: | |
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Data de Publicação: | 2021 |
Tipo de documento: | Dissertação |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10400.22/20147 |
Resumo: | Nowadays, the companies face an extreme need of having high levels of productivity (P) in order to survive in the market`s competition. In this context, this work was performed in the production department of alki Technik GmbH, a company that operates in the field of bolting systems, making production of tools in a make-to-order (MTO) basis, and services as well. The work had the main aims of measurement of the production performance in terms of its P level and establishment of strategies to reach its improvement. The first phase of the work was focused in obtaining the necessary elements to measure the real levels of P in a weekly basis, which are the inputs (IN) in terms of time capacity and the outputs (OUT) in terms of time with production of tools and execution of services. After found ways to properly quantify IN and OUT, the P started to be observed and after the first three weeks, the observed Ps were considered too low for what the company needs, and it was also confirmed when compared with P levels presented in another studies. Some improvement methods were implemented, such as, a Visual Management (VM) method, which consisted in establishing each Friday a map with a work plan for the following week and placing it in the workshop, and Kaizen philosophy in terms of asking the employees about activities of their daily work that they considered that could be optimized to proceed with its analysis as Kaizen Optimizations (KOs), in order to find optimization solutions. A total of six KOs were proposed, being the time saving estimate of 101 hours per year. One of the KOs was immediate implemented, as well as the VM method, and the following three weeks showed P improvement, with the observed indexes of 59,2%, 52,1% and 58,3% respectively, when on previous weeks the highest observed value had been 43,7%. Finally, it was made the analysis of the workshop`s layout, as facility layouts play also a huge role in the productive performance, through the Systematic Layout Planning (SLP) method in order optimize the flows. From this analysis, two optimization alternatives (OAs) were designed. OA1, where a few changes are proposed without extra costs have been estimated a cost reduction with flows of 5,94% OA2, where some further changes are proposed, being in this case the estimated costs reduction with flows of 20,3%. However, this last OA would carry costs of its implementation. The conclusions highlight the P improvement achieved through this work. Further improvement was left through the KOsfor the process and OAsfor the workshop layout. |
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Productivity improvement in a company of the industry of bolting systemsProductivity ImprovementPlanningProduction OptimizationKaizenVisual ManagementFacility Layout OptimizationSystematic Layout PlanningMelhoria da ProdutividadePlaneamentoOptimização da ProduçãoGestão VisualOptimização do layout da instalaçãoNowadays, the companies face an extreme need of having high levels of productivity (P) in order to survive in the market`s competition. In this context, this work was performed in the production department of alki Technik GmbH, a company that operates in the field of bolting systems, making production of tools in a make-to-order (MTO) basis, and services as well. The work had the main aims of measurement of the production performance in terms of its P level and establishment of strategies to reach its improvement. The first phase of the work was focused in obtaining the necessary elements to measure the real levels of P in a weekly basis, which are the inputs (IN) in terms of time capacity and the outputs (OUT) in terms of time with production of tools and execution of services. After found ways to properly quantify IN and OUT, the P started to be observed and after the first three weeks, the observed Ps were considered too low for what the company needs, and it was also confirmed when compared with P levels presented in another studies. Some improvement methods were implemented, such as, a Visual Management (VM) method, which consisted in establishing each Friday a map with a work plan for the following week and placing it in the workshop, and Kaizen philosophy in terms of asking the employees about activities of their daily work that they considered that could be optimized to proceed with its analysis as Kaizen Optimizations (KOs), in order to find optimization solutions. A total of six KOs were proposed, being the time saving estimate of 101 hours per year. One of the KOs was immediate implemented, as well as the VM method, and the following three weeks showed P improvement, with the observed indexes of 59,2%, 52,1% and 58,3% respectively, when on previous weeks the highest observed value had been 43,7%. Finally, it was made the analysis of the workshop`s layout, as facility layouts play also a huge role in the productive performance, through the Systematic Layout Planning (SLP) method in order optimize the flows. From this analysis, two optimization alternatives (OAs) were designed. OA1, where a few changes are proposed without extra costs have been estimated a cost reduction with flows of 5,94% OA2, where some further changes are proposed, being in this case the estimated costs reduction with flows of 20,3%. However, this last OA would carry costs of its implementation. The conclusions highlight the P improvement achieved through this work. Further improvement was left through the KOsfor the process and OAsfor the workshop layout.As empresas, hoje em dia, enfrentam uma necessidade extrema de ter altos níveis de produtividade (P) para sobreviverem na competição do mercado. Nexte contexto, foi realizado este trabalho no departamento de produção da alki TECHNIK GmbH, empresa que opera na área dos sistemas de aparafusamento, fazendo produção de ferramentas numa base de produção para encomenda (MTO), e também serviços. O trabalho teve como principais objetivos medir o desempenho da produção em termos de P, e estabelecimento de estratégias para alcançar a sua melhoria. Inicialmente o trabalho centrou-se na obtenção dos elementos necessários para medir os níveis reais de P numa base semanal, que são as entradas (IN) em termos de capacidade de tempo, e as saídas (OUT) em termos de tempo produtivo com produção de ferramentas e execução de serviços. Após encontradas formas para quantificar adequadamente IN e OUT, P começou a ser observado e, após as primeiras três semanas, os Ps observados foram considerados muito baixos para as necessidades da empresa, o que também se confirmou por comparação com níveis de P mencionados em outros estudos. Alguns métodos para melhoria foram implementados, como o método de Gestão Visual (VM), que consistiu em estabelecer a cada sexta-feira um mapa com um plano de trabalho para a semana seguinte, e coloca-lo na oficina, e a filosofia Kaizen em termos que questionar os funcionários sobre atividades do seu dia-dia que eles considerassem que pudessem ser otimizadas, a fim de proceder com a sua análise como optimizações Kaizen (KOs) e encontrar soluções de optimização. Um total de seis KOs foram propostas, sendo a estimativa de poupança de tempo de 101 horas por ano. Uma das KOs foi implementada de imediato, assim como o método de VM , e as três semanas seguintes revelaram uma melhoria de P, com os índices observados de 59,2%, 52,1% e 58,3%, respetivamente, quando nas semanas anteriores o valor mais alto observado havia sido 43,7%. Finalmente, foi feita uma análise ao layout da oficina, visto que os layouts também têm um papel fundamental no desempenho produtivo, através da metodologia Systematic Layout Planning (SLP), para optimizar os fluxos. Desta análise resultaram duas alternaticas de optimização (OAs): OA1, onde algumas alterações são propostas, sem envolver custos extra, tendo sido estimada uma redução de fluxos de 5,94%, e OA2, onde algumas alterações adicionais são propostas, sendo neste caso a redução de custos com fluxos estimada de 20,3%. Contudo, esta última OA envolve custos da sua implementação. As conclusões destacam a melhoria de P conseguida através deste trabalho, para além das oportunidades de melhoria adicional que foram deixadas através das KOs para o processo e das OAs para o layout da oficina.Silva, Francisco José Gomes daRepositório Científico do Instituto Politécnico do PortoOliveira, Jorge Miguel Porfírio2022-03-07T15:12:34Z20212021-01-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisapplication/pdftext/plain; charset=utf-8http://hdl.handle.net/10400.22/20147TID:202937240enginfo:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2023-03-13T13:15:03Zoai:recipp.ipp.pt:10400.22/20147Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-19T17:40:12.367523Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
Productivity improvement in a company of the industry of bolting systems |
title |
Productivity improvement in a company of the industry of bolting systems |
spellingShingle |
Productivity improvement in a company of the industry of bolting systems Oliveira, Jorge Miguel Porfírio Productivity Improvement Planning Production Optimization Kaizen Visual Management Facility Layout Optimization Systematic Layout Planning Melhoria da Produtividade Planeamento Optimização da Produção Gestão Visual Optimização do layout da instalação |
title_short |
Productivity improvement in a company of the industry of bolting systems |
title_full |
Productivity improvement in a company of the industry of bolting systems |
title_fullStr |
Productivity improvement in a company of the industry of bolting systems |
title_full_unstemmed |
Productivity improvement in a company of the industry of bolting systems |
title_sort |
Productivity improvement in a company of the industry of bolting systems |
author |
Oliveira, Jorge Miguel Porfírio |
author_facet |
Oliveira, Jorge Miguel Porfírio |
author_role |
author |
dc.contributor.none.fl_str_mv |
Silva, Francisco José Gomes da Repositório Científico do Instituto Politécnico do Porto |
dc.contributor.author.fl_str_mv |
Oliveira, Jorge Miguel Porfírio |
dc.subject.por.fl_str_mv |
Productivity Improvement Planning Production Optimization Kaizen Visual Management Facility Layout Optimization Systematic Layout Planning Melhoria da Produtividade Planeamento Optimização da Produção Gestão Visual Optimização do layout da instalação |
topic |
Productivity Improvement Planning Production Optimization Kaizen Visual Management Facility Layout Optimization Systematic Layout Planning Melhoria da Produtividade Planeamento Optimização da Produção Gestão Visual Optimização do layout da instalação |
description |
Nowadays, the companies face an extreme need of having high levels of productivity (P) in order to survive in the market`s competition. In this context, this work was performed in the production department of alki Technik GmbH, a company that operates in the field of bolting systems, making production of tools in a make-to-order (MTO) basis, and services as well. The work had the main aims of measurement of the production performance in terms of its P level and establishment of strategies to reach its improvement. The first phase of the work was focused in obtaining the necessary elements to measure the real levels of P in a weekly basis, which are the inputs (IN) in terms of time capacity and the outputs (OUT) in terms of time with production of tools and execution of services. After found ways to properly quantify IN and OUT, the P started to be observed and after the first three weeks, the observed Ps were considered too low for what the company needs, and it was also confirmed when compared with P levels presented in another studies. Some improvement methods were implemented, such as, a Visual Management (VM) method, which consisted in establishing each Friday a map with a work plan for the following week and placing it in the workshop, and Kaizen philosophy in terms of asking the employees about activities of their daily work that they considered that could be optimized to proceed with its analysis as Kaizen Optimizations (KOs), in order to find optimization solutions. A total of six KOs were proposed, being the time saving estimate of 101 hours per year. One of the KOs was immediate implemented, as well as the VM method, and the following three weeks showed P improvement, with the observed indexes of 59,2%, 52,1% and 58,3% respectively, when on previous weeks the highest observed value had been 43,7%. Finally, it was made the analysis of the workshop`s layout, as facility layouts play also a huge role in the productive performance, through the Systematic Layout Planning (SLP) method in order optimize the flows. From this analysis, two optimization alternatives (OAs) were designed. OA1, where a few changes are proposed without extra costs have been estimated a cost reduction with flows of 5,94% OA2, where some further changes are proposed, being in this case the estimated costs reduction with flows of 20,3%. However, this last OA would carry costs of its implementation. The conclusions highlight the P improvement achieved through this work. Further improvement was left through the KOsfor the process and OAsfor the workshop layout. |
publishDate |
2021 |
dc.date.none.fl_str_mv |
2021 2021-01-01T00:00:00Z 2022-03-07T15:12:34Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/masterThesis |
format |
masterThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10400.22/20147 TID:202937240 |
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http://hdl.handle.net/10400.22/20147 |
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TID:202937240 |
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eng |
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eng |
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openAccess |
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Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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RCAAP |
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RCAAP |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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