Functional structural change of lean and pulled industrial production system: the flexibility case

Abstract

<jats:p>Abstract: The present work aims to present an application of Lean Production and its tools in the production process of an industry manufacturer of furniture for industrial refrigeration. A strategic change was made and results were evaluated, considering the comparison between the current and future situation in the design of production volume, product characteristics, manufacturing time, and process analysis in relation to wastes, defects and storage of unnecessary materials, which can increase the cost of the final product. Likewise, the reduction or elimination of resources is also a trend from a sustainability perspective, as these inefficiencies can lead to increased consumption generated in production and impact the environment. Considering the importance of the Production Strategy aligned to the operations as a priority for the achievement of positive results, a theoretical, exploratory, bibliographical and descriptive reflection was carried out. The research conducted is of an applied nature and the methods of inductive and comparative approach have been adopted. The applicability of the Lean Production concepts and tools was analyzed and, through a case study, the productive process of the industry was investigated. The contribution is to certify that with the adoption of lean tools and thinking, it is possible to eliminate wastes, promoting improvements in the manufacturing process, and measuring financial gains. As a practical result, this strategic business reorganization reduced costs and improved the process, which has given rise to the level of competitiveness in a globalized economy.</jats:p>

Process-based Management aimed at improving health care and financial results

“…The Six Sigma method is a combination of Lean System developed by Toyota and adopted by Motorola in 1980, aiming at aligning the operational chain in such a way that value was added to the processes, with waste elimination (13) .…”

Lean methodology: contributions to improving work processes in health and nursing

“…In lean processes, added value is obtained through flows that include the essential activities that the customer goes through, and during the execution of these activities, value is added. Thus, added value results from cycles of continuous improvements, which are sources of innovation ( 3 ) .…”

“…Considering that the result of the production process is dependent on people’s behavior, in addition to the focus on standardizing activities, which provide greater productivity, it is necessary to have in-depth knowledge of current work procedures, with a view to continuous improvements in the process. Another important element is the institutional administrative commitment to investing in and promoting a culture of continuous improvement, covering a set of principles and personal values that transform people’s way of life, guiding them towards improvement-seeking behavior with investment in corporate education, competency-based management and indicators ( 3 ) .…”

“…In the health area, this methodology is called Lean Healthcare, whose results include identifying and eliminating waste in production processes, with the main focus on adding quality and delivering to customers only what they consider to be value (services that respect and meet their preferences and needs), through an efficient and waste-free process (2)(3)(4) .…”

Metodologia Lean: contribuições para melhoria dos processos de trabalho em saúde e enfermagem

“…Nos processos enxutos, o valor agregado é obtido por intermédio de fluxos que incluem as atividades essenciais pelos quais o cliente passa, e durante a execução dessas atividades, vai se agregando valor. Assim, o valor agregado resulta de ciclos de melhorias contínuas, que são fontes de inovação (3) .…”