Simulation model of a stop production line: the relationship between financial return and productivity

Abstract

Making innovations to become competitive is not always an easy task, and in the industrial sphere, this thinking becomes even more complex. In this sense, proper use in raw material transformation processes becomes very challenging for managers, since improving processes is a condition where more can be done with less. Thus, many organizations seek to develop improvements through existing activities using a variety of techniques that are addressed in the literature, such as value flow mapping, lean production, simulations, among others. Therefore, this article aims to study and apply the computational simulation, through the use of Tecnomatix Plant Simulation © software, to obtain the best relation between financial return [http://creativecommons.org/licenses/by/3.0/us/] Licensed under a Creative Commons Attribution 3.0 United States Licenseand productivity of a upholstery production line. In the methodology of this work was carried out the structural proposition of five scenarios. For the construction of these, a current scenario of the production line was carried out and for each new scenario, operators were added with new tasks to be performed. Although the final results show a better financial return for scenario three, the results obtained in scenario five are significant in terms of productivity indicators, although the cost with extra operators is much higher than in the other scenarios. Thus, it was clear the relevance of applying simulation in the production line, since the model assisted the managers in the decision making.

Simulation of the Use of the Material Handling Equipment in the Operation Process

“…Simulation may also be understood as the numerical method applying complex probability dynamic systems through experiments performed by using a computer model. The importance of the simulation consists in the reorganisation of a company aimed at increasing the efficiency of the company structure, re-engineering the technological and all business processes, restructuring the production program, and in the need for a considerable improvement of the production and business processes [11]. Optimisation of the production processes may be carried out by planning the production operations in a certain time [12], improving the production process at the execution level [13], or by applying special approaches aimed at improving the production efficiency [14].…”