Proposal for evaluation of the level of implementation of typical practices of lean production in company a sector of the metal-mechanic

• Autor(a) principal: Nogueira, Maria da Graça Saraiva
• Data de Publicação: 2008
• Outros Autores: Saurin, Tarcisio Abreu
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Revista Produção Online
• Texto Completo: https://www.producaoonline.org.br/rpo/article/view/115

Aiming at the advantages obtained when performing lean production, different sectors of the production of goods and services have adopted its principles and practices. Due to its degree of abstraction, it is difficult to establish a level of incorporation of such concepts. On the other hand, because of the operational features of its practices, such assessment becomes possible through the quantification of the elements involved (time, cost, raw material). The use of lean production practices does not guarantee its implementation and sustainability. However, the assessment of such practices might, in an indirect way, provide hints on how widespread its principles are and to what extent they are being adopted. The present assessment took place at an metal-mechanic company which has been implementing lean production as a philosophy of production at corporate levels since 2002. The operational manager and managers responsible for quality, production, sales, purchase, maintenance, and PCP also took part in this research. Each manager answered to an interview and filled a checklist and a ranking in order to evaluate performance and importance, respectively. Just-in-time, leveling production (heijunka), and integration practices with the supply chain yielded the most unfavorable results, whereas group technology, continuous improvement, and visual management yielded the best results. With regard to the importance criterion, the practices of standardized operations, just-in-time, and quick changeover were considered the most important, whereas workforce flexibility, group technology, and development of lean product were the least important. Key-words: Lean Production; Measurement of Performance and Importance, Sector of the metal-mechanic