Abstract:O presente trabalho tem como preocupação central esclarecer, o máximo possível, o conceito de takt-time, na medida em que se pode observar um hiato na literatura que trata do tema em relação à compreensão das diferenças conceituais entre esse e as definições de tempo de ciclo e tempo padrão. Procura-se estabelecer uma conceituação rigorosa desses termos, tendo como referência básica os princípios gerais do Sistema Toyota de Produção (STP). Enfatiza-se a importância crucial da variável tempo para a gestão dos s… Show more
“…Em um sistema de produção, o tempo de ciclo é um limitante do tempo takt, uma vez que, se o tempo de ciclo for maior do que o tempo takt, não haverá capacidade de produção suficiente para atender a demanda. O ritmo de uma linha é sempre limitado, ou pela capacidade (representada pelo tempo de ciclo) ou pela demanda (representada pelo tempo takt) (Alvarez & Antunes, 2001).…”
Section: O Tempo Takt E O Tempo De Ciclounclassified
Due to the constant competitiveness among the multinational companies nowadays, these companies intensely seek agility and flexibility in their production processes, so that they can respond quickly to variations in their demands, eliminating waste and making their processes leaner and more competitive. Following this trend, the present work had as a proposal and purpose to restructure the layout of a conventional assembly line (linear layout) for U-shaped manufacturing cells, and it is intended in this way to obtain flexibility improvement and productivity increase of the process. The applied methodology was developed from bibliographical research and analysis of the current situation, where a mapping of the processes was done in order to identify the wastes that had a negative impact on the production line. As for the factors that had a negative impact to the process, it was found that there was a need to change the layout of the production line. As the main results related to the restructuring, there is an increase of 6% in productivity per person, a reduction of approximately 30% in the movements of operators in the process, and an improvement in the flexibility of the assembly line, adapting it according to the variation in customer demand.
“…Em um sistema de produção, o tempo de ciclo é um limitante do tempo takt, uma vez que, se o tempo de ciclo for maior do que o tempo takt, não haverá capacidade de produção suficiente para atender a demanda. O ritmo de uma linha é sempre limitado, ou pela capacidade (representada pelo tempo de ciclo) ou pela demanda (representada pelo tempo takt) (Alvarez & Antunes, 2001).…”
Section: O Tempo Takt E O Tempo De Ciclounclassified
Due to the constant competitiveness among the multinational companies nowadays, these companies intensely seek agility and flexibility in their production processes, so that they can respond quickly to variations in their demands, eliminating waste and making their processes leaner and more competitive. Following this trend, the present work had as a proposal and purpose to restructure the layout of a conventional assembly line (linear layout) for U-shaped manufacturing cells, and it is intended in this way to obtain flexibility improvement and productivity increase of the process. The applied methodology was developed from bibliographical research and analysis of the current situation, where a mapping of the processes was done in order to identify the wastes that had a negative impact on the production line. As for the factors that had a negative impact to the process, it was found that there was a need to change the layout of the production line. As the main results related to the restructuring, there is an increase of 6% in productivity per person, a reduction of approximately 30% in the movements of operators in the process, and an improvement in the flexibility of the assembly line, adapting it according to the variation in customer demand.
“…Takt-time is defined based on market demand and the time available for production, that is, the rate of production required to meet demand, resulting from the ratio between the time available for production and the number of units to be produced. Takt-time is the production rate required to meet a given level of demand, it is the time that governs the flow of materials in a row or cell (ALVAREZ & ANTUNES JÚNIOR, 2001).…”
Section: Toyota Production System and Lean Manufacturingmentioning
ResumoO objetivo deste trabalho é realizar uma avaliação lean manufacturing com foco na adoção de práticas verdes em uma empresa química do Polo Industrial de Manaus. Em termos de abordagem do seu problema, este estudo caracteriza-se como uma pesquisa qualitativa, com relação aos objetivos, caracteriza-se como uma pesquisa exploratória e quanto ao procedimento metodológico, caracterizase como estudo de caso. As técnicas de pesquisa utilizadas foram: (1) documentação indireta (pesquisa documental e bibliográfica), (2) a observação direta intensiva (observação estruturada in loco e entrevista semiaberta); e (3) observação direta extensiva (aplicação de formulário). Entre os principais resultados evidenciam-se (1) a redução do lead time nos processos; (2) a possibilidade de redução dos custos; (3) e o aumento da qualidade. A relevância da pesquisa reside na aplicação de uma abordagem que possibilite analisar a sinergia entre lean manufacturing e as questões ambientais na busca pela redução de desperdícios, eficiência operacional e aumento de competitividade.
AbstractThe objective of this work is to carry out a lean manufacturing evaluation focused on the adoption of green practices in a chemical company of the Industrial Pole of Manaus. In terms of approach to its problem, this study is characterized as a qualitative research, in relation to the objectives, is characterized as an exploratory research and as to the methodological procedure, it is characterized as a case study. The research techniques used were: (1) indirect documentation (documental and bibliographic research), (2) intensive direct observation (structured observation in loco and semiopen interview); and (3) extensive direct observation (application of form). Among the main results are (1) the reduction of lead time in the processes; (2) the possibility of reducing costs; (3) and increasing quality. The relevance of the research lies in the application of an approach that makes it possible to analyze the synergy between lean manufacturing and environmental issues in the search for waster eduction, operational efficiency and increased competitiveness.
“…Among the benefits of VM are that it directly supports other management efforts, such as production management, safety management, performance management, and workplace management (cleaning) (Tezel 2011). In addition, the use of VM tools increases the ability to process information and reduces feedback time for action taking, such that control can be integrated into execution (Alvarez & Antunes 2001). The use of virtual tools improves the transparency of planning, being an instrument for collaborative use in planning and control meetings (Viana et al 2014).…”
In recent decades, design and construction have had to specialize, which has gradually fragmented the industry. This scenario is relevant in hospital projects, where a large number of specialties interact, especially when the operation of the center must be guaranteed. For this reason, it is essential to reduce the communication time between workers and decision-makers to respond quickly to unexpected problems. The purpose of this article is to describe the use of Visual Management using Building Information Modeling (BIM) to deliver task instructions in the field. A case study of a Chilean healthcare center is described, whereby through the active participation of the consulting team, the use of BIM-based sheets as visual instructions was gradually implemented, taking as input the BIM product and process models. The most relevant results were the fulfillment of the initially estimated deadlines without the delays that historically occurred in these types of projects and the reduction of response times for requests for information. It can be concluded that the use of these BIM-based sheets directly addresses the root causes of information management problems in construction and that it is essential to use technology within a Lean collaborative methodology.
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