Curso de Lean: FM2S

Slide 1

LEAN
MANUFACTURING
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Slide 2

Quando falamos em fbricas, imaginamos...

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Slide 3

Quando falamos em fbricas, imaginamos...

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Slide 4

Quando falamos em fbricas, imaginamos...

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Slide 5

E quando falamos em fbrica enxuta...

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Slide 6

Quando falamos de Lean

Algum poder
parar a Toyota?

Business Week
17 de Novembro de 2003

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Slide 7

Quando falamos de Lean

Em 2003, a Toyota
vendeu quase 2
Milhes de Carros

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Slide 8

Quando falamos de Lean

Em 2012, a Toyota
vendeu quase 10
milhes de carros,
passando a GM

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Slide 9

Quando falamos de Lean

Mas, nem sempre

foi assim

Aps a segunda guerra mundial, Eiji

Toyoda e Taiichi Ohno desenvolvem o
conceito da produo enxuta.

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Slide 10

Quando falamos de Lean

25 anos para
explodir

Apesar de implementar o Lean em 1950,

os resultados explodem 25 anos depois

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Slide 11

Quando falamos de Lean

Os resultados da Toyota mostram que o Lean no algo

mgico, mas sim uma filosofia, uma jornada.

A Toyota s conseguiu aumentar expressivamente seus

lucros aps 25 anos de aperfeioamento contnuo. Se

voc espera implantar o Lean e colher resultados
rpidos, seu caminho ser muito difcil.

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Slide 12

Quando falamos de Lean

E mesmo assim, grandes problemas ainda surgem

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Slide 13

Quando falamos de Lean

Porm, a filosofia enxuta permitiu que ela se reerguesse

rapidamente e atingisse o posto de maior montadora do

mundo em 2012.

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Slide 14

A GNESE DO LEAN

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Slide 15

O surgimento do Lean

Em 1985, James Womack, Daniel Jones e Daniel Roos do MIT levantam

US$ 5 milhes de dlares para um projeto de pesquisa com o intuito de
entender o futuro da indstria automobilstica;

Em 1990, lanam o livro: A Mquina que Mudou o Mundo, marcando o

lanamento, para o ocidente, do conceito de manufatura enxuta;

Aps, lanam o Lean Thinking, no qual mostram a aplicao do conceito

numa fbrica da Toyota dos EUA;

Por ltimo, lanam o Lean Solutions, em que Lean aplicado em servios.

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Slide 16

FOCO: Combate aos Sete Desperdcios

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Slide 17

Encontre os desperdcios

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Slide 18

Encontre os desperdcios

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Slide 19

Exemplo de Transporte

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Slide 20

Transporte

Tipo de Definio Exemplos Causas Mudanas

Desperdcio
Transporte Movimento de Movendo peas Produo em lotes Sistema puxado
partes que no para dentro e fora grandes
Kanban
agrega valor do estoque
Produo
Movendo material empurrada
de uma estao de
Estoque
trabalho para outra
Layout no
funcional

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Slide 21

Exemplo de Estoque

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Slide 22

Estoque

Tipo de Definio Exemplos Causas Mudanas

Desperdcio
Estoque Mais materiais, Matria-prima Lead-times dos Kanban
peas ou produtos fornecedores
Produto em Desenvolvimento do
disponveis do que
elaborao Setups longos fornecedor
o Cliente necessita
neste momento Produto acabado Lead-times longos Fluxo contnuo (one-piece
flow)
Suprimentos de Papis e
consumveis formulrios em Reduo de setup
processo
Componentes Kanban
Ordem no
processamento

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Slide 23

Exemplo de Movimentao

Achar a
chave allen
de 1/2

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Slide 24

Movimentao

Tipo de Definio Exemplos Causas Mudanas

Desperdcio
Movimento Movimento de Procura por peas, rea de trabalho 5S
pessoas que no ferramentas, desorganizada
Quadro de ferramentas
agregam valor desenhos, etc
Itens faltantes
One-piece flow
Escolher material
Design ruim da
Layout da estao de
estao de
trabalho
trabalho

rea de trabalho
sem segurana

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Slide 25

Exemplos de Espera

Aeroportos

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Slide 26

Espera

Tipo de Definio Exemplos Causas Mudanas

Desperdcio
Espera Tempo Espera por peas Produo Sincronizao do fluxo de
ocioso porque empurrada trabalho
Espera por
materiais, pessoas,
desenhos Trabalho Implantao de clulas
equipamentos ou
desbalanceado
informaes no Espera pela Balanceamento nas
esto prontos inspeo Inspeo etapas de carga/descarga
centralizada
Espera por Produo no takt time
mquinas Atrasos na
TPM
entrada dos
Espera por
pedidos
informao
Falta de prioridade
Espera pelo
reparo da mquina Falta de
comunicao

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Slide 27

Exemplos de Super Produo

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Slide 28

Super Produo

Tipo de Definio Exemplos Causas Mudanas

Desperdcio
Excesso de Produzir mais do Produzir mais para Previses Programao puxada
Produo que cliente reduzir setups incorretas
Reduo de tamanho de
necessita neste
Processamento em Setups demorados lote
momento
lotes grandes
Nivelamento da carga

Reduo do tempo de
setup

TPM

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Slide 29

Exemplo de Super Processamento

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Slide 30

Super Processamento

Tipo de Definio Exemplos Causas Mudanas

Desperdcio
Excesso de Esforo que no Mltiplas limpezas Atrasos entre Linhas em fluxo
processamento agrega valor do das peas os processos
Fluxo contnuo
ponto de vista do
Preenchimento de Sistema empurrado
cliente 4Ps
folhas
Voz do cliente no
Design enxuto
Tolerncias compreendida
apertadas demais
Layout ruim
Ferramenta ou
pea de difcil
manuseio

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Slide 31

Exemplo de Defeitos

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Slide 32

Defeitos

Tipo de Definio Exemplos Causas Mudanas

Desperdcio
Defeitos Trabalho que Sucata Falha do processo
contm erros,
Retrabalho Falta de carregamento
retrabalho,
da pea
enganos ou falta Defeitos
de alguma coisa Processo em grandes
necessria Correo
lotes
Falha em campo
Inspeo dentro do
processo

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Slide 33

Vamos ver os princpios na prtica

Jogo das canetas....

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Slide 34

Fundamentos do Lean

Meta:
Qualidade
Custo Lead Time

JIDOKA JIT
Separao do O que o cliente
Parar e notificar trabalho do pediu, no tempo
problemas homem e da e na quantidade
mquina pedida

Heijunka Trabalho Padro - Kaizen

Processos Disponveis e Capazes

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Slide 35

Os princpios do Lean

Entenda o que valor sob a tica do cliente;

Identifique a cadeia de valor e remova os desperdcios;

Faa o valor fluir pela cadeia de modo que o valor chegue

para o cliente quando ele quer;

Gerencie rumo perfeio.

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Slide 36

OS 4PS
Toyota Way

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Slide 37

O Modelo dos 4Ps

Kaizen
Genchi Genbutsu
Problem Tome decises consensualmente e lentamente;
solving Implemente rapidamente
Melhoria contnua
& aprendizado

Forme lderes que vivam a

filosofia
People & Partners Desenvolva e desafie seu
Respeito, Desafio e Crescimento pessoal, times e fornecedores

Fluxo contnuo
Sistemas de puxar
Heijunka
Process Jidoka
Elimine desperdcio Padronize as tarefas
Use controles visuais
Tecnologia

Decises de
Philosophy gesto baseadas em
Pensamento de longo prazo uma filosofia de
longo prazo

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Slide 38

Filosofia: Principio 1
Baseie suas decises de gesto em uma filosofia em longo
prazo, mesmo ao custo de metas financeiras de curto
prazo.

Nummi: Construindo a confiana junto aos funcionrios

Incio da dcada de 80:
Toyota e GM formam uma joint venture: New United Motor Manufacturing (NUMMI);
Para isso uma antiga fbrica de caminhes da GM desativada em Fremont, California
reaberta;
Histrico de greves por parte do sindicato;
Na reabertura da fbrica o sindicato foi convidado a integrar as discusses.
Entre 1987 e 1988 ocorreu um decrscimo na produo (75% da capacidade
instalada).

Deciso: utilizao da mo-de-obra para fazer eventos Kaizen.

Resultado: Conquista da confiana dos funcionrios e maiores produtividades e ndices
de qualidade que todas as fbricas da GM na Amrica do Norte.

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Slide 39

Processos: Principio 2
Cria processos em fluxo para que os problemas sejam
expostos

Qual a velocidade em que a produo tem que funcionar? Qual deve ser a capacidade
do equipamento? Quantas pessoas so necessrias?

Resposta: Tudo est relacionado taxa de consumo unitrio do cliente, ou seja, ao

tempo takt. Ele indica a pulsao do fluxo unitrio de peas, o fluxo ideal.

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Slide 40

Processos: Principio 3
Use sistemas de puxar para evitar superproduo.

O que significa puxar?

uma forma de controle da produo em que cada etapa do processo s deve produzir
um bem ou servio quando o processo posterior, ou o cliente final, o solicite.

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Slide 41

Processos: Principio 4
Nivele a carga de trabalho (heijunka).

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Slide 42

Processos: Principio 5
Construa uma cultura de parar para resolver problemas,
para ter qualidade da primeira vez.

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Slide 43

Processos: Principio 6
Tarefas padronizadas so a fundao para a melhoria
contnua e fortalecimento do indivduo.

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Slide 44

Processos: Principio 7
Use controles visuais para que nenhum problema fique
escondido.

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Slide 45

Processos: Principio 8
Use somente tecnologia confivel, realmente testada, que
sirva ao seu pessoal e processos.

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Slide 46

Pessoas e Parceiros: Princpio 9

Forme lderes que verdadeiramente entendam o
trabalho, vivam a filosofia, e ensinem-na aos
outros

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Slide 47

Pessoas e Parceiros: Princpio 10

Desenvolva pessoal excepcional e times que sigam a
filosofia da sua empresa

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Slide 48

Pessoas e Parceiros: Princpio 11

Respeite a rede estendida de parceiros e fornecedores,
desafiando-os e ajudando-os a melhorar

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Slide 49

Resoluo de Problemas: Princpio 12

V ver voc mesmo e verdadeiramente entenda a situao

(genchi genbutsu)

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Slide 50

Resoluo de Problemas: Princpio 13

Tome decises devagar, verdadeiramente considerando
todas as opes, implemente as decises rapidamente
(nemawashi).

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Slide 51

Resoluo de Problemas: Princpio 14

Torne-se uma organizao que aprende atravs da
incansvel reflexo (hansei) e da melhoria contnua
(kaizen).

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Slide 52

OS 5 PRINCPIOS NA
PRTICA

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Slide 53

Entenda Valor sob tica do Cliente

Pergunte-se como seus processos e produtos esto

desapontando seus clientes finais em termos de:
Preo;
Qualidade;
Entrega no prazo;
Pouca flexibilidade para administrar mudanas;
Etc...

Apenas quem sabe o que valor pode falar em

remover desperdcios

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Slide 54

VSM
Identificar o valor sob a tica do cliente e remover os desperdcios

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Slide 55

Antes de Tudo

Elaborar Matriz de Processos;

Dividir o grupo em 4 Equipes;

Lpis, borracha e papel;

Entendam o Processo que vo mapear;

Entendam o Produto Final do Processo;

Percorram os Processos do Incio at o Final fazendo

perguntas e registrando as respostas;
Passem a limpo o que coletaram;

Apresentem para os demais participantes;

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Slide 56

Mapeamento do Fluxo de Valor

Ao entender como o valor flui pela cadeia inteira pode-se

propor a aplicao das ferramentas do Lean no local
onde elas daro o maior impacto, trocando-se, assim, o
timo local pelo timo global;

A aplicao das ferramentas deve dar aos clientes

O que eles querem;
Quando necessitam;
Sem atrasos;
Sem desperdcios.

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Slide 57

Mapeamento do Fluxo de Valor

Acompanhe a trajetria de produo de um produto

desde o incio at o final, e faa uma representao
visual do fluxo de material e de informao.

Identifique os desperdcios e ento, desenhe (usando

cones) um mapa do estado futuro de como o valor
deveria fluir.

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Slide 58

Identifique o Valor

FLUXO DE INFORMAO

FLUXO DE MATERIAL

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Slide 59

Por que o VSM Importante?

Avalia o estado Implementar o Permite planejar

atual o estado futuro
estado futuro
tima ferramenta
de diagnstico

Mostra o
Encontra os 7 cenrio com os
desperdcios desperdcios
eliminados

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Slide 60

Conceitos sobre Mapeamento de Fluxo de Valor

Sempre que h um produto para um cliente, h

um fluxo de valor.
O desafio enxerg-lo.

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Slide 61

O que Fluxo de Valor?

Fluxo de Valor toda a ao, agregando valor ou no, necessria para

produzir um produto desde a extrao da matria prima at o consumidor
final.

Nosso foco

Fornecedores Empresa Clientes

FLUXO DE TOTAL VALOR

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Slide 62

Mapeamento do Fluxo de Valor

PCP
Fornec. Cliente
Pedidos MRP Pedidos

Produto

Programa

Fluxo de Informao
Programa

Fluxo de Material
Processo Processo Processo Processo Processo

xxx xxx xxx xxx xxx

Info Info Info Info

xxx xxx xxx xxx xxx

xxx xxx xxx xxx

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Slide 63

Selecionando Famlias de Produto

Mapeie famlias especficas de produtos, e no toda a empresa:

desenhar todo o fluxo em um nico mapa muito complicado e as famlias tm

comportamentos diferentes.

Uma famlia de produtos um grupo de peas que passam por etapas

semelhantes do processo como um todo;

Escreva em forma clara caractersticas da famlia de produtos selecionada:

quantas peas;

qual a demanda;

e qual a frequncia de entrega.

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Slide 64

Selecionando Famlias de Produto

Uma
famlia de
produtos

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Slide 65

Selecionando Famlias de Produto

Uma
famlia de
produtos

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Slide 66

O Gerente do Fluxo de Valor

Para fugir das ilhas isoladas de funcionalidade voc precisa de uma

pessoa responsvel pelo entendimento e melhoria do fluxo de valor
de uma famlia

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Slide 67

As Tarefas de um Gerente de Fluxo de Valor

Reporta os progressos da implementao enxuta (RD);

uma pessoa de linha;
Lidera a criao dos mapas do fluxo de valor;
Lidera o plano de implementao;
Monitora a implementao;
Caminha e checa o fluxo de valor;
Faz da implementao uma prioridade mxima;
Mantm e atualiza o plano de implementao;
Insiste em ser uma pessoa que pe a mo na massa;
No cometa o erro de dividir a tarefa de
mapeamento entre os gerentes das reas.

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Slide 68

Mapeamento do Fluxo de Valor: Pontos Importantes

Melhoria Contnua:

Desenhar Estado Atual;

Planejar e Implementar

Estado Futuro;

Desenhar novamente o

Estado Atual.

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Slide 69

Resumo: Seu ponto de Partida

Selecione uma famlia de produtos;

Tenha uma pessoa liderando pessoalmente o esforo de

mapear;

Comece pelo nvel porta a porta;

Considere ambos os fluxos de material e informao.

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Slide 70

Mapeando o Estado Atual

O Cho de Fbrica reflexo da Administrao.

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Slide 71

Mapeando o Estado Atual

Inicie pelo nvel de Mapeamento de Planta nica;

Colete informaes do estado atual diretamente junto ao fluxo de produo;
Comece com uma rpida caminhada pelo fluxo de valor
Colete os dados: Comece pela Expedio, e em seguida, v aos processos anteriores;
No se baseie em informaes que no foram coletadas pessoalmente (Traga o seu
prprio cronmetro)
Mapeie pessoalmente o completo fluxo de valor;
Desenhe a Mo e a Lpis (Permite agilidade e facilidade para realizar correes no
desenho do mapa);

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Slide 72

cones do Fluxo de Valor

Supermercado Processo de Fonte Caminho Seta

Manufatura Externa de Entrega Empurrar

Caixa de Produtos
Fluxo Estoque
dados Puxada Acabados para
Sequencial
cliente

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Slide 73

cones do Fluxo de Valor

Fluxo de Fluxo de
Informao Programao Nivelamento Programao
Informao
Manual da Produo de carga v ver
Eletrnica

Carto de Carto de Carto de Posto Cartes Bola para

Retirada9j Produo Sinalizao Cartes Chegando Puxada
em Lotes Sequenciada

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Slide 74

Mtricas Utilizadas no Fluxo de Valor

Tempo de Ciclo (T/C):
Freqncia com que uma pea ou produto realmente
completada em um processo;
Processo de
Tempo de Troca (T/R): Manufatura
Tempo necessrio para mudar a produo de um tipo
de produto para outro;
Disponibilidade (Disp): Caixa de dados
Percentual do tempo que o equipamento est
disponvel para a produo;
Tempo de Agregao de Valor (VA): So as variveis a serem utilizadas nas caixas de dados
Tempo efetivo de transformao do produto de maneira dos processos.
que o cliente est disposto a pagar;
Normalmente o Tempo de Ciclo, Tempo de Troca e a
Lead Time (L/T):
Disponibilidade do equipamento so suficientes para
Tempo que um produto leva para percorrer um
processo ou fluxo de valor, do incio ao fim.
permitir o desenho do estado futuro.

Outros dados tpicos de Nmero de variaes do produto

processos: Tamanho da embalagem
Tempo de operao efetiva Taxa de refugo
Tamanho dos lotes de produo Taxa de retrabalho
(TLP)
Nmero de operadores

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Slide 75

Mtricas Utilizadas no Fluxo de Valor

Normalmente: VA < T/C < L/T

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Slide 76

Cuidados com o VSM

Qual o objetivo do VSM?
Quais as informaes mais relevantes do VSM?
Quais as dificuldades do VSM?

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Slide 77

Exemplo de Mapeamento da Estamparia ABC

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Slide 78

Layout da ABC

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Slide 79

Mapeamento da Estamparia ABC - Cliente

Montadora So Jorge

Mensal
12000 LE
6400 LD
2 turnos

20 sup/band

Diariamente

Expedio

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Slide 80

Mapeamento da Estamparia ABC - Cliente

Montadora So Jorge

Mensal
12000 LE
6400 LD
2 turnos

20 sup/band

Estamparia Diariamente
5 Dias 4600 LE
2400 LD
Compart. Expedio
T/C: 1 seg..
T/R: 60 min
Disp: 85%

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Slide 81

Mapeamento da Estamparia ABC - Cliente

Montadora So Jorge

Mensal
12000 LE
6400 LD
2 turnos

20 sup/band

Estamparia Solda I Diariamente

5 Dias 4600 LE 1100 LE
2400 LD 600 LD
Compart. Dedicada Expedio
T/C: 1 seg.. T/C: 39 seg..
T/R: 60 min T/R: 10 min
Disp: 85% Disp:100%

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Slide 82

Mapeamento da Estamparia ABC - Cliente

Montadora So Jorge

Mensal
12000 LE
6400 LD
2 turnos

20 sup/band

Estamparia Solda I Solda II Diariamente

5 Dias 4600 LE 1100 LE 1600 LE
2400 LD 600 LD 850 LD
Compart. Dedicada Dedicada Expedio
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg..
T/R: 60 min T/R: 10 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80%

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Slide 83

Mapeamento da Estamparia ABC - Cliente

Montadora So Jorge

Mensal
12000 LE
6400 LD
2 turnos

20 sup/band

Estamparia Solda I Solda II Montagem I Diariamente

5 Dias 4600 LE 1100 LE 1600 LE 1200 LE
2400 LD 600 LD 850 LD 640 LD
Compart. Dedicada Dedicada Dedicada Expedio
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg.. T/C: 62 seg..
T/R: 60 min T/R: 10 min T/R: 0 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80% Disp: 100%

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Slide 84

Mapeamento da Estamparia ABC - Cliente

Montadora So
Jorge

Mensal
12000 LE
6400 LD
2 turnos
20 sup/band

Diariamente
Estamparia Solda I Solda II Montagem I Montagem II
Expedio

5 Dias 4600 LE 1100 LE 1600 LE 1200 LE 2770 LE

2400 LD 600 LD 850 LD 640 LD 1440 LD
Compart. Dedicada Dedicada Dedicada Dedicada
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg.. T/C: 62 seg.. T/C: 40 seg..
T/R: 60 min T/R: 10 min T/R: 0 min T/R: 0 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80% Disp: 100% Disp: 100%

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Slide 85

Mapeamento da Estamparia ABC - Cliente

Montadora So
Aos So Jorge
Paulo
O Fornecimento de Material Mensal
Bobinas As bobinas de ao so entregues na ABC as teras e 12000 LE
500 Ps quinta feiras pela Aos So Paulo, em bobinas de 500 6400 LD
ps. 2 turnos
20 sup/band
3s e OBS: No mapeie todas as MPs. Desenho o fluxo somente
5s
de uma ou duas MPs principais.
Diariamente

Estamparia Solda I Solda II Montagem I Montagem II Expedio

5 Dias 4600 LE 1100 LE 1600 LE 1200 LE 2770 LE

2400 LD 600 LD 850 LD 640 LD 1440 LD
Compart. Dedicada Dedicada Dedicada Dedicada
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg.. T/C: 62 seg.. T/C: 40 seg..
T/R: 60 min T/R: 10 min T/R: 0 min T/R: 0 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80% Disp: 100% Disp: 100%

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Slide 86

Mapeamento da Estamparia ABC - Cliente

Montadora So
Aos So Jorge
Paulo
Mensal
Bobinas 12000 LE
500 Ps
6400 LD
2 turnos
20 sup/band
3s e
5s

Diariamente
Fluxo de Informao Fluxo de Informao Programao da
Eletrnica Manual Produo

Estamparia Solda I Solda II Montagem I Montagem II Expedio

5 Dias 4600 LE 1100 LE 1600 LE 1200 LE 2770 LE

2400 LD 600 LD 850 LD 640 LD 1440 LD
Compart. Dedicada Dedicada Dedicada Dedicada
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg.. T/C: 62 seg.. T/C: 40 seg..
T/R: 60 min T/R: 10 min T/R: 0 min T/R: 0 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80% Disp: 100% Disp: 100%

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Slide 87

Mapeamento da Estamparia ABC - Cliente

Previso 6 Semanas PCPM
Aos So
Paulo MRP Montadora So
Jorge
Bobinas Mensal
500 Ps
Programa Semanal 12000 LE
6400 LD
2 turnos
3s e 20 sup/band
5s

Diariamente
Estamparia Solda I Solda II Montagem I Montagem II
Expedio

5 Dias 4600 LE 1100 LE 1600 LE 1200 LE 2770 LE

2400 LD 600 LD 850 LD 640 LD 1440 LD
Compart. Dedicada Dedicada Dedicada Dedicada
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg.. T/C: 62 seg.. T/C: 40 seg..
T/R: 60 min T/R: 10 min T/R: 0 min T/R: 0 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80% Disp: 100% Disp: 100%

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Slide 88

Mapeamento da Estamparia ABC - Cliente

Previso 6 Semanas PCPM
Aos So
Paulo MRP Montadora So
Jorge
Bobinas Mensal
500 Ps
Programa Semanal 12000 LE
6400 LD
2 turnos
3s e Identifique se o processo puxado pelo cliente ou empurrado pelo
20 sup/band
5s fornecedor
Na ABC somente o departamento de expedio est conectado ao
cliente. Cada um dos outros processos est produzindo de acordo com
uma programao. Logo a transferncia de produto empurrada.

Diariamente
Estamparia Solda I Solda II Montagem I Montagem II
Expedio

5 Dias 4600 LE 1100 LE 1600 LE 1200 LE 2770 LE

2400 LD 600 LD 850 LD 640 LD 1440 LD
Compart. Dedicada Dedicada Dedicada Dedicada
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg.. T/C: 62 seg.. T/C: 40 seg..
T/R: 60 min T/R: 10 min T/R: 0 min T/R: 0 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80% Disp: 100% Disp: 100%

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Slide 89

Mapeamento da Estamparia ABC - Cliente

Previso 6 Semanas PCPM
Aos So
Paulo MRP Montadora So
Jorge
Bobinas Mensal
500 Ps
Programa Semanal 12000 LE
6400 LD
2 turnos
3s e 20 sup/band
5s

Diariamente
Estamparia Solda I Solda II Montagem I Montagem II
Expedio

5 Dias 4600 LE 1100 LE 1600 LE 1200 LE 2770 LE

2400 LD 600 LD 850 LD 640 LD 1440 LD
Compart. Dedicada Dedicada Dedicada Dedicada
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg.. T/C: 62 seg.. T/C: 40 seg..
T/R: 60 min T/R: 10 min T/R: 0 min T/R: 0 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80% Disp: 100% Disp: 100%

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Slide 90

Mapeamento da Estamparia ABC - Cliente

Previso 6 Semanas PCPM
Aos So
Paulo MRP Montadora So
Jorge
Bobinas Mensal
500 Ps
Programa Semanal 12000 LE
6400 LD
2 turnos
3s e 20 sup/band
5s

Linha de Lead Time de Produo

Diariamente
Estamparia Solda I Solda II Montagem I Montagem II
Expedio

5 Dias 4600 LE 1100 LE 1600 LE 1200 LE 2770 LE

2400 LD 600 LD 850 LD 640 LD 1440 LD
Compart. Dedicada Dedicada Dedicada Dedicada
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg.. T/C: 62 seg.. T/C: 40 seg..
T/R: 60 min T/R: 10 min T/R: 0 min T/R: 0 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80% Disp: 100% Disp: 100%
5 Dias 7,6 Dias 1,8 Dias 2,7 Dias 2 Dias 4,6 Dias 23,6 Dias
1 Seg 39 Seg 46 Seg 62 Seg 40 Seg 188 Seg

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Slide 91

Mapeamento da Estamparia ABC - Cliente

Previso 6 Semanas PCPM
Aos So
Paulo MRP Montadora So
Jorge
Bobinas Mensal
500 Ps
Programa Semanal 12000 LE
6400 LD
2 turnos
3s e 20 sup/band
5s

Linha de Lead Time de Produo

Diariamente
Estamparia Solda I Solda II Montagem I Montagem II
Expedio

5 Dias 4600 LE 1100 LE 1600 LE 1200 LE 2770 LE

2400 LD 600 LD 850 LD 640 LD 1440 LD
Compart. Dedicada Dedicada Dedicada Dedicada
T/C: 1 seg.. T/C: 39 seg.. T/C: 46 seg.. T/C: 62 seg.. T/C: 40 seg..
T/R: 60 min T/R: 10 min T/R: 0 min T/R: 0 min T/R: 0 min
Disp: 85% Disp:100% Disp: 80% Disp: 100% Disp: 100%
5 Dias 7,6 Dias 1,8 Dias 2,7 Dias 2 Dias 4,6 Dias 23,6 Dias
1 Seg 39 Seg 46 Seg 62 Seg 40 Seg 188 Seg

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Slide 92

Observaes finais

Em casos onde sub-fluxos se juntam, desenhos os fluxos uns sobre os

outros. Desenhe primeiramente os componentes principais e os outros
depois.

Quando o Lead Time para uma pea se mover ao longo do processo maior
que o T/C, desenho o lead time de um processo
Lead time e
ao o tempo de agregao de
longo
valor da seguinte forma: do processo

Tempo de
agregao de valor

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Slide 93

Observaes finais

Na fase de mapeamento do fluxo de informao, existem empresas

onde os supervisores contam os estoques para fazer ajustes na
programao. Ou seja, realizar a programao v ver, representada
da seguinte forma.

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Slide 94

O Mapa do Estado Futuro

Aos So Previso 6 Semanas PCPM
Paulo
Montadora So
MRP Jorge
Bobinas Mensal
500 Ps Pedido
Dirio 12000 LE
6400 LD
Diria 2 turnos
Diria
20 sup/band
1, dias 2,0 dias
600
60
320 EE D EE D EE D
Solda + Montagem
20

Estamparia
Trocas Trabalho total
Expedio
<168s
Trocas na
Dedicada
Compart. solda
T/C: 55 seg..
T/C: 1 seg..
1,5 dias T/R: 2 min
T/R: 60 min Tempo til
Disp: 100%
Disp: 85% de soldagem
1,5 Dias 1 2,0 4,5Dias
1 Seg Dias 168 Seg Dias 169 Seg

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Slide 95

CONCEITOS
IMPORTANTES

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Slide 96

Takt time
Tempo _ disp _ produo
Unidades _ necessrias _ de _ produo

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Slide 97

Takt time
E o que tempo disponvel?

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Slide 98

Takt time
Exemplo:

Turno de 8 horas por dia. Assim:

Tempo disponvel = 8 * 60 = 480 minutos

Correto?

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Slide 99

Takt time
No!

Precisamos descontar as pausas:

10 minutos para ligar a planta pela manh

2 pausas de 10 minutos ao longo do dia

15 minutos para desligar e limpar as mquinas

Tempo disponvel = 480 45 = 435 minutos

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Slide 100

Takt time
435 minutos a nossa linha base para determinarmos o
tempo produtivo

Se, por exemplo, o cliente demandar 50 unidades por dia, o

takt time ser:

435 / 50 = 8.7 minutos por pea

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Slide 101

Takt time
Ento, qual o tempo de ciclo em que a fbrica dever
operar para atender a demanda?

8.7 minutos?

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Slide 102

Takt time
No, pois nossa produtividade no est em 100%.

Como saber como est a produtividade?

Calculando o OEE

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Slide 103

TPM
As ferramentas

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Slide 104

Ser que isto Aplicado hoje?

1950 1960 1970 1980 1990 2000

Manuteno Ps-Quebra

1951 - Manuteno Preventiva

1957 - Manuteno por Melhoria

1986 - Introduo do TPM

As datas referem-se 1960 - Preveno da Manuteno no Brasil. (Prof Nakajima)
divulgao oficial da
Introduo no Japo
1971 - TPM (Manuteno
Produtiva Total)
TBM - Manuteno Baseada no Tempo

CBM - Manuteno Baseada nas Condies

1971 1989 1997

TPM 1 Gerao TPM 2 Gerao TPM 3 Gerao

5 Pilares 8 Pilares 8 Pilares

(MA, MP, ME, ET e CI) Toda a Empresa 5S - Satisfao Global
Foco na Produo OEE OEE Custos
OEE Perda Zero Perda Zero
Quebra Zero

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Slide 105

O Que TPM?

Quebra Zero;
Buscar a mxima eficincia do sistema de produo;
Eliminar todas as perdas;
Maximizar o ciclo total de vida til dos equipamentos;
Abranger todos os departamentos da empresa;
Envolver todos os funcionrios.

TPM
Total Productive Maintenance Manuteno Produtiva Total
Productivity Management Gesto da Produtividade Total
Performance Gesto da Performance Total

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Slide 106

Conceitos Bsicos

Mudana Cultural:

Mudana das pessoas Mudana da Empresa Obteno dos Resultados

Tolerncia a problemas Rigor na eliminao de falhas nfimas

Resultado Aprendizado Replicao Horizontal

Uso do equipamento como material didtico

Participao e exemplo das lideranas

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Slide 107

Objetivos

Maximizao de eficincia do Resultados

sistema de produo
Dimenses QCAMS
Aproveitamento total dos
Qualidade 100%
recursos existentes Q Reclamao do Cliente Zero

Busca da perda zero

C Reduo de Custo de Manuteno

Reduo de Prazo de Entrega

Inputs 4 Ms A Reduo de Estoque (material em processo)
Quebra de Equipamento Zero
Equipamento (machine)
Aumento de sugestes de melhoria
Homem (man) M Melhor ambiente de trabalho

Material Acidentes Zero

S Exposio a Agentes Zero
Mtodo Poluio Zero

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Slide 108

8 Pilares
- Capacitao
P
Manuteno Autnoma (Habilidade e Competncia Tcnica). E
R
- Quebra Zero, aumentar a eficincia e
Manuteno Planejada eficcia dos equipamentos. D
A
- Reduzir Perdas e aumentar o potencial
Melhoria Especfica produtivo dos ativos da empresa.

Z
Educao e Treinamento
- Elevao contnua do nvel
de capacitao.
E
R
Controle Inicial - Reduzir tempo de introduo de novos O
produtos, equipamentos e processos.

Manuteno da Qualidade - Zero defeito, zero retrabalho, zero rejeito.

reas Administrativas - Reduzir perdas e aumentar o potencial.

Segurana, Higine e - Zero acidente, zero

Meio ambiente contaminao ambiental.

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Slide 109

Os 3 Pilares do TPM

Produo

MA MP ME

Objetivo - estabilidade do processo produtivo

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Slide 110

Manuteno Autnoma

um processo de capacitao dos operadores,

com o propsito de torn-los aptos a promover,

no seu ambiente de trabalho, mudanas

que garantam altos nveis de produtividade

e qualidade sem desperdcios.

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Slide 111

Manuteno Autnoma

Significa:
modificar o raciocnio de
eu fabrico, voc conserta

para

do meu equipamento cuido eu

e pratic-lo de modo a utilizar
suficientemente a capacidade do equipamento

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Slide 112

Manuteno Autnoma

Consiste em agregar aos operadores

de mquina atividades de:
Conservao;
Reparos em seu equipamento;
Evitar a quebra atravs de limpeza e inspeo;
Prevenir as 6 grandes perdas no equipamento;
Buscar constantemente a quebra zero do
equipamento;
Monitoramento.

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Slide 113

Manuteno Autnoma

Necessidade: Eliminar as 6 grandes perdas do

equipamento
Perda por quebra/falha;

Perda por troca de modelo, de ferramenta etc... (Setup);

Perdas por pequenas paradas;

Perda por queda de velocidade;

Perdas por produtos defeituosos e retrabalho;

Perda no incio da operao e queda de rendimento.

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Slide 114

Manuteno Autnoma

EFEITOS A quebra do iceberg

apenas uma ponta
Quebras
/Falhas

Detritos, Sujeiras,
Aderncia de Matria-Prima,
Atritos, Desgastes,
CAUSAS Folgas e Vazamentos Falhas latentes

Rachaduras, Anormalidades
em Termos de Temperatura,
Vibrao, Rudo, etc.

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Slide 115

Manuteno Autnoma
So falhas no consideradas por no serem
visualizadas fisicamente
Falhas
Latentes Falhas detectveis somente com anlise
Fsicas Falhas no visveis devido ao mal posicionamento
Falhas no visveis devido poeira e sujeira

So falhas no consideradas, pela falta de conscientizao

e carncia de capacitao tcnica dos elementos da
manuteno e/ou operadores
Falhas
Latentes Falta de interesse
Psicolgicas No consegue distinguir a falha
Falhas no consideradas por serem enquadradas
como desprezveis

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Slide 116

Manuteno Autnoma

Operador - Manter as Condies Ideais

Auto-Gesto
Sistematizar a
Manuteno 7
Autnoma
Inspeo Geral
6
do Processo
Auto-Gesto
Inspeo Geral 5
Eliminao das dos Equipamentos (Autonomia)
Fontes de
Sujeira e
Padro 4
Provisrio Especializao (Tcnica)
reas de difcil
acesso 3
Limpeza Inicial,
Inspeo 2
e Etiquetagem Bsico (5 sentidos)
1

Etapas Fundamental (Preparao)

5S

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Slide 117

Manuteno Autnoma Como fazer?

Limpeza inicial e estruturao das condies bsicas

(inspeo e etiquetagem):
Eliminar o lixo e sujeira que se formam junto aos equipamentos,
lubrificao, reaperto de peas, identificao de problemas nos
equipamentos e realizao dos respectivos reparos:
1.Limpeza Inicial;
2.Limpeza e inspeo;
3.Lubrificao;
4.Reaperto;
5.Deteco das anomalias;
6.Anlise das anomalias;
7.Realizao de raparos.

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Slide 118

Manuteno Autnoma Como fazer?

Objetivos das Melhorias:

. Deixar sem a bandeja de leo;
Instalar uma escala do nvel do leo
Modificar o bocal de lubrificao;
Modificar o mtodo de lubrificao;
Organizar a fiao;
Alterar o layout da tubulao;
Facilitar a substituio de peas;
Facilitar a inspeo;
Instalar uma janela para inspeo;
Estudar um modo de impedir o desaperto.

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Slide 119

Manuteno Autnoma Como fazer?

Elaborao de procedimentos provisrios de limpeza e inspeo
(baseado nos 5 sentidos)

Elaborar procedimentos
provisrios, para que a
limpeza, inspeo e os
reapertos possam ser
efetuados com segurana
e no menor tempo
possvel ( preciso indicar
o tempo e o perodo
necessrio para executar).

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Slide 120

Manuteno Autnoma Como fazer?

Os 5 Sentidos Humanos

Viso Crtica Olfato Audio Tato Paladar/Falar

Olhos que enxergam Desenvolver Distinguir Diagnosticar Falar, verbalizar
sensibilidade rudos e comparar pelo toque: o que detectado
para detectar aquecimento,
cheiros vibrao, calor

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Slide 121

Manuteno Autnoma Como fazer?

Gesto Visual

Controle visual marca ponto de aperto

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Slide 122

Manuteno Autnoma Como fazer?

Inspeo Geral

* At este momento, a metodologia consistia em detectar as

inconvenincias atravs dos sentidos.

* A partir da 4 Etapa, a deteco passa a ser

baseada em conhecimento tcnico.

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Slide 123

Manuteno Autnoma Como fazer?

Objetivos da Etapa:
Proporcionar conhecimento tcnico para a operao atravs de
uma integrao maior com a manuteno, possibilitando que as
prprias reas faam a inspeo geral nos equipamentos;
Esta inspeo no algo genrico, como vnhamos fazendo, ou
seja, uma inspeo mais profunda de todos os itens crticos do
equipamento, para evitarmos quebras e recorrncia das mesmas.

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Slide 124

Manuteno Autnoma

Conduo da Etapa:

Levantamento dos elementos de mquina para treinamento

(listar itens que se aplicam rea). Exemplos: lubrificao,

elementos de fixao, hidrulica/pneumtica, sistemas de
transmisso, eletricidade/sensores, etc;

Elaborar a matriz modo-falha dos ltimos 3 meses (em algumas

reas o tempo deve ser maior) para identificao dos

componentes crticos;

Paralelamente elaborao da matriz modo-falha, deve-se

elaborar material de treinamento para cada categoria.

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Slide 125

SMED

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Slide 126

SMED

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Slide 127

SMED

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Slide 128

SMED

Definies de tamanho de Lote:

Lote pequeno: menos de 500 unidades
Lote mdio: entre 501 e 5.000 unidades
Lote grande: mais de 5.000 unidades

Superproduo quantitativa:
330 peas devem ser produzidas para satisfazer um pedido de 300 peas.
Se, no entanto, apenas 20 apresentarem defeitos, restaro 10 peas
desnecessrias. Se o pedido no for repetido, este excesso dever ser
descartado; normalmente, mantido em estoque na esperana de um
novo pedido para estas peas.
Ocorre quando produtos intermedirios ou finais so produzidos antes de
serem realmente necessrios.

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Slide 129

SMED

Estratgias que envolvem habilidades:

Nas operaes de fabricao tradicionais, setups eficientes requerem dois elementos:
Conhecimento da estrutura e funcionamento da mquina e do equipamento, bem
como ferramentas, matrizes, bedames, guias, etc;
.
Habilidade/Experincia na montagem e remoo destes elementos e na medio,
centragem, ajuste e calibragem aps as corridas de testes.

Estratgias tradicionais para melhorar as operaes de Setup:

fabricar poucos produtos e tentam estimular a sua demanda (Volkwagen);
existir elementos comuns. Apesar de os produtos seren diferentes, as dimenses das
ferramentas e peas utilizadas no processamento podem permanecer constantes;
elementos similares de setup. s vezes, os produtos so diferentes, mas a forma bsica,
por exemplo, da placa do torno, permanece constante. Se a pea ainda redonda, e
apenas o dimetro varia, a nica mudana de setup necessria o ajuste da dimenso
das garras do torno;
eliminar, tanto quanto possvel, a dependncia de suposies e de tentativa-e-erro por
meio da melhoria das operaes;
implificar as operaes por meio da distribuio da mo-de-obra e procurar minimizar os
efeitos da mudana de ritmo de trabalho.

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Slide 130

O Nascimento da Troca Rpida de Ferramentas

Surgimento:
estudo de melhoria da eficincia, feito em 1950 por Shigeo Shingo na planta Mazda
da Toyo Kogyo em Hiroshima.

Objetivo:
aumentar a produo.

Cenrio:
trs prensas trabalhavam 24 horas/dia.

Problemas Identificados:
gargalos causados por grandes prensas de estampagem de corpo-prensas de 350,
750 e 800 toneladas que no trabalhavam na sua capacidade total.

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Slide 131

SMED Surgimento da troca rpida

Motivo:
Troca das matrizes de 800 toneladas;

os trabalhadores removeram a matriz antiga e, depois, comearam a correr pelo

lugar todo. Os trabalhadores estavam procurando um dos parafusos de montagem

da nova matriz. O parafuso somente foi disponibilizado 1 hora depois, pois o
operador teve de fazer uma nova rosca.

Realidade:
Shigeo percebeu que a prensa grande estava realmente envolvida com a operao

durante 3% do tempo total do dia.

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Slide 132

SMED Tipos de Setup

Setup interno: Tempo de preparao interno

Exemplo: tais como a montagem ou remoo das matrizes, que podem

ser realizadas somente quando a mquina estiver parada;

Setup externo: Tempo de preparao externo

tais como o transporte das matrizes j utilizadas para o almoxarifado ou o

transporte das novas para a mquina, operaes que pode ser realizadas
com a mquina em funcionamento.

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Slide 133

SMED

A preparao dos parafusos era uma operao externa. Era

inadmissvel para operao de uma prensa de 800 toneladas pela
falta de uma parafuso. Para resolv-lo, estabeleceu-se um
procedimento para o setup externo:
verifica se os parafusos necessrios estavam para o prximo setup;
seleo cuidadosa e colocao dos parafusos necessrios em caixas
especficas.
criou-se procedimento geral ao realizar todas as atividades possveis do
setup externamente.

Resultado:

Aumento da eficincia em 50% e o gargalo, naquela mquina

desapareceu.

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Slide 134

SMED

Shigeo Shingo tambm observou problemas:

Estaleiro da Mitsubishi Heavy Industries em Hiroshima;
Toyota Motor Company.

Caso Toyota:
Tempo de preparao das prensas, foi reduzido de 4 horas para 3
minutos.

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Slide 135

SMED

Taiichi Ohno, ex-vice-presidente da Toyota, escreveu um

artigo intitulado Trazendo Bom Senso Para a Fbrica,
que foi publicado na revista Management, publicada em
junho de 1976:
At uns dez anos atrs, na nossa fbrica, a produo era realizada tanto
quanto possvel, nas horas normais de trabalho. As trocas de navalhas,
brocas e outras eram realizadas nas paradas para o almoo ou jantar.
Tnhamos uma poltica de substituir as navalhas a cada cinquenta peas.
Como a produo tem crescido nesta ltima dcadas, os operadores
aumentaram o tempo necessrio para estas mudanas. Em uma
fresadora mltipla, em particular, substituir as inmeras lminas e brocas
consumia meio dia... Estamos na busca de meios de reduzir o setup para
alguns segundos. Obviamente mais fcil falar do que fazer. Mas, de
alguma forma, tempos que reduzir o tempo necessrio para realizar
setups.

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Slide 136

SMED

Passos Bsicos do Procedimento de Setup:

Preparao, ajustes ps-processamento, verificao de materiais,

ferramentas, etc:
Assegura que todos os componentes e ferramentas estejam onde deveriam

estar e funcionando perfeitamente;

Se inclui o perodos aps o processamento quando estes itens so removidos e

retornam ao local de estocagem, a limpeza da mquinas, etc.

Montagem e remoo de navalhas, ferramentas, componentes, etc:

Inclui a remoo dos componentes e das ferramentas aps o trmino do

processamento e a sua fixao para o prximo lote.

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Slide 137

SMED

Passos Bsicos do Procedimento de Setup:

Medies, posicionamento e calibraes:

Refere-se s medies e calibraes necessrias para realizar a operao de fabricao,

tais como centragem, dimensionamento, medio de temperatura e presso, etc.

Corridas de testes e ajustes:

Os ajustes so realizados aps o processamento de uma pea;

Quanto maior a preciso das mediaes e das calibraes no passo anterior, tanto mais
fceis sero os ajustes neta fase;

A frequncia e a durao das corridas de teste e os procedimentos de ajuste dependem da

habilidade do engenheiro de setup;

A maior dificuldade est em ajustar corretamente o equipamento e a grande proporo de

tempo associada e corridas de testes deriva deste problema;

Para resolv-lo, deve-se aumentar a preciso das mediaes e calibraes anteriores.

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Slide 138

SMED

Melhoria do Setup: Estgio conceituais;

Estgio inicial: as condies do setup interno e externo no se

distinguem:
Anlise contnua da produo realizada com um cronmetro , provavelmente,
a melhor abordagem. Tal anlise, contudo, toma muito tempo e exige grande
habilidade;
Outra possibilidade realizar um estudo do tipo de amostragem do trabalho. O
problema desta opo que ela somente precisa quando h um grande
nmero de repeties, ou seja, no aplicvel quando poucas aes so
repetidas;
Nas operaes de setup tradicionais, o setup interno e externo so
confundidos;
O que poderia ser realizado externamente realizado internamente e, por isto,
as mquinas ficam paradas por longos perodos;
No planejamento da implementao da TRF, deve-se estudar detalhadamente
as reais condies do cho de fbrica.

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Slide 139

SMED

Estgio inicial: as condies de setup interno e externo

no se distinguem:
Uma terceira abordagem muito til estudar as reais condies do cho de
fbrica por meio de entrevistas com os operadores.

mtodo extremamente efetivo:

Filmar toda a operao de setup e mostrar a fita aos operadores imediatamente
aps sua realizao;
Dar-lhes a oportunidade de verem a si mesmos geralmente aps a sua realizao;

Dar-lhes a oportunidade de verem a si mesmos geralmente provoca gerao de

ideias surpreendentemente boas e teis e, com muita frequncia, de aplicao
imediata.

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Slide 140

SMED

Estgio 1: Separando setup interno e externo;

Estgio 2: Convertendo setup interno e externo;

Estgio 3: Racionalizando todos os aspectos da operao

de setup.

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Slide 141

PRODUO PUXADA
Produo Puxada

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Slide 142

O que Produo Empurrada

Cada etapa do processo produz conforme o programa

gerado pela previso de vendas.

Previso
Planejamento
de Produo Pedido
Cliente

Estamparia Solda Montagem

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Slide 143

O que Produo Puxada?

um Sistema de produo em que cada etapa do

processo s deve produzir um bem ou servio quando um
processo posterior, ou o cliente final, o solicite.

Processo 1 Processo 2

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Slide 144

O que Produo Puxada?

Esta solicitao se d atravs do consumo de um

estoque controlado de peas, chamado de

supermercado, localizado entre os processos;

Se o processo posterior no consumir um

determinado item, o processo anterior no o

produzir, mesmo que isto contrarie a previso de
vendas.

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Slide 145

Produo Puxada

A produo puxada transfere para o cho-de-fbrica a

responsabilidade pela programao diria da produo;

So os operadores que passam a decidir o que

fazer e quando fazer, a deciso tomada com base

em um sistema visual que, quando dimensionado
corretamente, e seguido risca, tornam este
trabalho totalmente seguro.

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Slide 146

O que um supermercado?

Itens que saem mais existem em maiores quantidades

em locais privilegiados;
Itens que saem menos existem em menores quantidades
nas prateleiras mais baixas;
Itens espordicos somente sob encomenda.

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Slide 147

O que um supermercado?

As gndolas nunca esto todas cheias ao mesmo tempo;

Aqueles itens que esto acabando so os prximos a
serem repostos;

Pergunta:
Porque na gndola de Coca-cola no h apenas uma garrafa do
produto?

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Slide 148

Produo Puxada

um estoque controlado que calculado para que:

O Cliente encontre o que precisa;
O Fornecedor consiga repor o supermercado antes que os nveis
mnimos de peas definidos sejam atingidos.

Fornecedor Cliente

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Slide 149

Quando aplicar a produo puxada?

Processos no
Diferentes tempos
dedicados QUANDO NO de setup
Processos no
POSSVEL FLUXO
Distncia
confiveis CONTNUO !
Lead time longo
demais

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Slide 150

Quando no necessrio usar um supermercado?

Demanda bastante estvel;

Tempo de resposta baixo acompanhado por excesso de
recursos.

Cliente Cliente

montagem

montagem expedio expedio

supermercado

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Slide 151

Produo Puxada

Uma forma de se controlar a produo entre fluxos;

Controla a produo no processo fornecedor, sem

programao;

Produo realizada baseada em uma demanda real e

no baseada em uma previso de vendas.

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Slide 152

KANBAN

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Slide 153

O que Kanban

um dispositivo sinalizador que fornece instrues para

a produo, retirada ou transporte de itens.

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Slide 154

Quais os tipos de Kanban

Kanban de produo: D autorizao para um processo
produzir o item em uma determinada quantidade:
Cartes: Cada carto corresponde a uma embalagem do item

Tringulo (Kanban de Sinal): Carto em formato triangular que

corresponde a um lote de produo do processo fornecedor

Kanban de transporte (ou retirada): D autorizao para

a compra de itens em supermercados ou do almoxarifado
em uma determinada quantidade

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Slide 155

Quais os tipos de Kanban?

Exemplo de um carto kanban de produo:

KANBAN DE PRODUO Este kanban autoriza a produo de uma

PINTURA embalagem com 32 peas do modelo
MODELO: ALPHA 2 Alpha 2 pela Pintura
P/N: XZZA-A03
PEAS/CAIXA: 32

Kanban de Kanban de
produo retirada

PINTURA MONTAGEM 1

Transporte
Novo
do produto
produto
Supermercado

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Slide 156

Quais os tipos de Kanban?

Exemplo de um carto kanban de retirada:

KANBAN DE RETIRADA
Este kanban autoriza a linha de Montagem
MONTAGEM 1 (M1) 1 (M1) a retirar uma embalagem de 32
PINTURA peas do modelo Alpha 2 do supermercado
MODELO: ALPHA 2
P/N: XZZA-A03
da Pintura.
PEAS/CAIXA: 32

Kanban de Kanban de
produo retirada

PINTURA MONTAGEM 1

Transporte
Novo
do produto
produto
Supermercado

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Slide 157

Quais os tipos de Kanban?

Exemplo de um tringulo kanban de produo:

Part Number: Quantidade: Este kanban autoriza a produo de 10

XASS-F12 10 caixas
caixas do modelo M11-LD pelo CU 02 para
Fornecedor:
CU 02
Rota:
C2-TT-M1
Cliente:
Montagem1
serem entregues para a Montagem 1 (M1).
A M1 deve enviar este tringulo para o C2
Modelo
quando tiver 4 caixas na sua linha.
M11-LD
Tringulo Kanban Kanban de
Observaes: retirada

Ponto de
Pedido:

4 CU 02 MONTAGEM 1
Caixas

Transporte
Novo
do produto
produto
Supermercado

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Slide 158

As regras do Kanban

Regra 1: O processo cliente somente retira peas do

supermercado quando isto realmente for necessrio, isto
, seja para atender a demanda do cliente, seja para
repor o seu supermercado;

Regra 2: O processo fornecedor s pode produzir itens

dos quais possuir kanbans de produo e nas
quantidades definidas nestes;

Regra 3: Somente peas boas podem ser colocadas em

supermercados.

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Slide 159

A dinmica do sistema

Um carto: Usado quando o supermercado fica prximo

do processo cliente;

Dois cartes: Usado quando o supermercado fica distante

do processo cliente, como por exemplo, no recebimento

ou em outro prdio.

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Slide 160

A dinmica do sistema de um carto

Cliente retira peas do supermercado quando necessrio

e o carto de produo que acompanhava a caixa
levado para o quadro.
QUADRO KANBAN

KANBAN DE PRODUO

Processo 1 Processo 2

SUPERMERCADO

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Slide 161

A dinmica do sistema de um carto

O processo fornecedor produz o item mais crtico do

supermercado retirando o kanban do quadro e
colocando-o na caixa de volta ao supermercado.
QUADRO KANBAN

KANBAN DE PRODUO

Processo 1 Processo 2

SUPERMERCADO

161

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Slide 162

A dinmica do sistema de dois cartes

O cliente consome as embalagens que esto no seu. Os

cartes de retirada que acompanhavam estas caixas,
permitem a compra de peas no supermercado do
fornecedor.
QUADRO KANBAN

KANBAN DE RETIRADA

Processo 1 Processo 2

SUPERMERCADO SUPERMERCADO

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Slide 163

A dinmica do sistema de dois cartes

O kanban de retirada autoriza o cliente a retirar uma

embalagem do supermercado. O kanban de produo
que estava na caixa levado para o quadro e sua
produo autorizada.
QUADRO KANBAN

KANBAN DE PRODUO

Processo 1 Processo 2

SUPERMERCADO SUPERMERCADO

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Slide 164

O quadro Kanban

A medida que o cliente retira peas do supermercado os

cartes de produo que acompanhavam as caixas so
levados para o processo fornecedor e so colocados em
quadros;

Estes quadros devem mostrar para a linha qual o item

que deve ser produzido primeiro e qual o tamanho do lote
a ser produzido.

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Slide 165

O quadro Kanban

Faixa Verde

Quantidade de cartes: Lote de Produo

Significado: No h necessidade de produzir o item

Faixa Amarela

Quantidade de cartes: Tempo de reposio do supermercado

Significado: preciso produzir o item

Faixa Vermelha

Quantidade de cartes: Proteo necessria

Significado: A proteo est sendo consumida

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Slide 166

O funcionamento do quadro Kanban

A medida que os cartes chegam ao quadro eles so

inseridos primeiramente sobre a faixa verde, depois
amarela e por fim a vermelha:
A

Quando as peas vo sendo produzidas os cartes so

retirados primeiramente da faixa vermelha, depois da
amarela e por fim da verde:

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Slide 167

O funcionamento do quadro Kanban

Os cartes que no esto no quadro esto no

supermercado acompanhando caixas cheias de peas
A

Quando o quadro est cheio de cartes o supermercado

est vazio e vice-versa.

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Slide 168

A composio do supermercado
Lote de Produo

Lote de Produo
Faixa Verde: No h
necessidade de se
produzir quando s
existem cartes sobre a
peas

faixa verde.

tempo

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Slide 169

A composio do supermercado
peas

Faixa Amarela: preciso

produzir o item. A linha
precisa terminar o que est
fazendo, fazer o setup,
produzir um lote de
transferncia e o colocar no
supermercado.
Lead Time tempo

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Slide 170

A composio do supermercado

A faixa amarela precisa ser calibrada com a prtica. Se

ela estiver grande demais, os cartes nunca chegaro
faixa vermelha, o que significa que temos estoque
demais. Se ela estiver pequena demais ocorrer o
contrrio.

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Slide 171

O Sistema Kanban
peas

Faixa Vermelha: Existe

para proteger os clientes
em forma de estoque de
segurana.

Proteo

tempo

171

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Slide 172

A composio do supermercado

Os supermercados frente dos processos j so uma

proteo!

Processo 1 Processo 2 Processo 3 Processo 4

Cliente
1 1 1 1

2 dias 2 dias 2 dias 2 dias

8 dias
6 dias
4 dias
2 dias

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Slide 173

A composio do supermercado

9
8
7
Lote de Produo

Lote de Produo
6
5
4
3 Tempo de
2 reposio
1 Proteo
0
Tempo de tempo
reposio

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Slide 174

A composio do supermercado

peas

segunda tera quarta quinta sexta

Dias da semana

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Slide 175

Mas dois itens vo entrar no amarelo ao mesmo tempo?

peas

segunda tera quarta quinta sexta

Dias da semana

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Slide 176

Heijunka Box

O nivelamento da produo e o Kanban se encontram

nos quadros de nivelamento;

Estes quadros so ferramentas que permitem a

programao horria da produo no cho de fbrica;

Eles so mais completos do que os quadros de kanban

pois ditam o ritmo de produo e trazem uma srie de
informaes que os outros no trazem;

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Slide 177

Heijunka Box

Funcionamento:

04 40
05
06
07
08 59
30
45
00
15 O QUADRO
VAMOS
NESTE HORRIO,
ENCONTRA-SE
OE ASSIM
HORA
CLIENTE DE
FAZ UMA
COMEAR
PROGRAMAR
COMPRA NO
NA SEGUINTE
POR DIANTE
A PROGRAMAR
SUPERMERCADO
NOVAMENTE
SITUAO
E OS CARTES
5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 VOLTAM PARA O QUADRO

177

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Slide 178

Heijunka Box

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Slide 179

Construindo os cartes

A largura dos cartes deve ser proporcional ao tempo de

produzi-los.

Pea: A Pea: B
10 peas/caixa 10 peas/caixa

10 minutos 20 minutos

Tempo de tempo de
Peas por Largura do
gargalo produzir uma
embalagem carto (cm)
Pea (min) caixa (min)
A 1 10 10 4
B 2 10 20 8

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Slide 180

Construindo o quadro

A rgua deve acomodar os cartes conforme o volume e

mix

Largura dos
Volume Embalagens Largura do
cartes na
mdio dirio por dia carto (cm)
Pea rgua (cm)
A 100 10 4 40
B 50 5 8 40
Total 80

A A A A A A A A A A B B B B B

80 cm + outros

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Slide 181

Construindo o quadro

Outros tempos que vo na rgua so o tempo de almoo, caf,

setup, reunies, etc...
Para calcul-los, basta fazer regras de trs:

Se o carto da pea A, que produzido em 10 minutos tem 4 centmetros

de largura, o carto do almoo que dura 30 minutos deve ter que largura?
(problema de matemtica)

4 cm = 10 min X = (30 x 4) X = 12 cm
X cm 30 min 10

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Slide 182

Exemplo de rgua

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Slide 183

OEE OVERALL EQUIPMENT

EFFECTIVENESS

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Slide 184

OEE Overall Equipment Effectiveness

Indicador para medicar a capacidade das mquinas;

Identifica quais so as causas para uma mquina no

estar operando;

Cenrio perfeito = mquinas produzindo 100%, com

qualidade 100% e vendendo 100% do produzido.

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Slide 185

OEE As 6 perdas de Nakajima

Perdas por quebra;

Perdas por Setup e regulagem

Perdas por ociosidade e pequenas paradas;

Perdas por reduo de velocidade;

Perdas por problemas de qualidade;

Perdas por queda de rendimento;

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Slide 186

OEE

calculado utilizando 3 fatores:

Disponibilidade
Performance
Quebra/ Falha
Qualidade
Disponibilidade
Setup /
Regulagem

Pequenas
Paradas

OEE Performance
Queda de
Velocidade

Produtos
Defeituosos
Qualidade
Queda de
Rendimento

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Slide 187

OEE - Disponibilidade

Tempo programado disponvel da mquina;

Calcula-se:

Tempo disponvel da mquina

= Disponibilidade
Tempo programado disponvel

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Slide 188

OEE - Disponibilidade

Exemplo:

Uma mquina de produzir perfis metlicos programada para

trabalhar por 2 turnos que somados resultam em 16 horas por dia.
Em um dia normal de operao, a perfiladeira tem uma parada
planejada de 30 minutos. Suponha que no mesmo dia, durante o
segundo turno ocorre uma falha na guilhotina da perfiladeira que
faz com que o equipamento fique parado em manuteno corretiva
por 2 horas:

Tempo Programado = (16 x 60) 30 = 930 minutos

Tempo disponvel para produo = 930 (2 x 60) = 930 120 = 810
minutos
Disponibilidade = 810 / 930 = 0,87 = 87%

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Slide 189

OEE - Performance

Tempo programado para produzir x peas;

Calcula-se:

Tempo programado para produzir

= Performance
Tempo utilizado para produzir

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Slide 190

OEE - Performance

Exemplo:

Perfiladeira foi projetada para produzir 60 peas por hora ou 1 pea/min.

Acompanhando um dia normal de operao, no final do dia, verificou-se
que a quantidade de peas produzidas foi de 700 peas.

Tempo Programado = (16 x 60) 30 = 930 minutos

Tempo Operacional = 930 120 = 810 minutos
Tempo que deveria ser gasto para produzir as 700 peas = 700 x 1min =
700min
Performance = 700 / 810 = 0,864 = 86%

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Slide 191

OEE - Qualidade

Peas dentro da Especificao por Peas Produzidas;

Calcula-se:

Peas Qualidade Peas sem Qualidade

= Qualidade
Total de Peas Produzidas

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Slide 192

OEE - Qualidade

Exemplo:

Trabalhando 16 horas por dia com parada de 30 minutos programadas e 2

horas no programadas, constatou-se no dia analisado que a mquina
produziu 700 peas, porm 50 peas foram defeituosas.

Qualidade = (700 50) / 700 = 0,93 = 93%

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Slide 193

OEE - Clculo

Clculo do OEE utilizando os 3 fatores:

OEE = Disponibilidade X Performance X Qualidade

OEE = 0,87 X 0,86 X 0,93 = 0,695 = 69,5%

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