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Transcript of Apostila Lean - FM2S
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Curso de Lean: FM S
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Slide 2
Quando falamos em fábricas, imaginamos...
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Slide 3
Quando falamos em fábricas, imaginamos...
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Slide 4
Quando falamos em fábricas, imaginamos...
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Slide 5
E quando falamos em fábrica enxuta...
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Slide 6
Quando falamos de Lean
Alguém poderáparar a Toyota?
Business Week
17 de Novembro de 2003
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Slide 7
Quando falamos de Lean
Em 2003, a Toyotavendeu quase 2
Milhões de Carros
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Slide 8
Quando falamos de Lean
Em 2012, a Toyotavendeu quase 10milhões de carros,
passando a GM
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Slide 9
Quando falamos de Lean
Mas, nem semprefoi assim
Após a segunda guerra mundial, EijiToyoda e Taiichi Ohno desenvolvem oconceito da produção enxuta.
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Slide 10
Quando falamos de Lean
25 anos paraexplodir
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 não é algo
mágico, mas sim uma filosofia, uma jornada.
• A Toyota só conseguiu aumentar expressivamente seus
lucros após 25 anos de aperfeiçoamento contínuo. Se
você espera implantar o Lean e colher resultados
rápidos, seu caminho será muito difícil.
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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
• Porém, 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 GÊNESE 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 milhões de dólares para um projeto de pesquisa com o intuito de
entender o futuro da indústria automobilística;
• Em 1990, lançam o livro: “A Máquina que Mudou o Mundo”, marcando o
lançamento, para o ocidente, do conceito de manufatura enxuta;
• Após, lançam o Lean Thinking, no qual mostram a aplicação do conceito
numa fábrica da Toyota dos EUA;
• Por último, lançam o Lean Solutions, em que Lean é aplicado em serviços.
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Slide 16
FOCO: Combate aos Sete Desperdícios
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Slide 17
Encontre os desperdícios
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Slide 18
Encontre os desperdícios
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Slide 19
Exemplo de Transporte
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Slide 20
Transporte
Tipo deDesperdício
Definição Exemplos Causas Mudanças
Transporte Movimento departes que nãoagrega valor
Movendo peçaspara dentro e forado estoque
Movendo materialde uma estação detrabalho para outra
Produção em lotesgrandes
Produçãoempurrada
Estoque
Layout não
funcional
Sistema puxado
Kanban
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Slide 21
Exemplo de Estoque
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Slide 22
Tipo deDesperdício
Definição Exemplos Causas Mudanças
Estoque Mais materiais,peças ou produtosdisponíveis do queo Cliente necessitaneste momento
Matéria-prima
Produto emelaboração
Produto acabado
Suprimentos deconsumíveis
Componentes
Lead-times dosfornecedores
Setups longos
Lead-times longos
Papéis eformulários em
processo
Ordem noprocessamento
Kanban
Desenvolvimento dofornecedor
Fluxo contínuo (one-pieceflow )
Redução de setup
Kanban
Estoque
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Slide 23
Exemplo de Movimentação
Achar achave allen
de 1/2
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Slide 24
Movimentação
Tipo deDesperdício
Definição Exemplos Causas Mudanças
Movimento Movimento depessoas que nãoagregam valor
Procura por peças,ferramentas,desenhos, etc
Escolher material
Área de trabalhodesorganizada
Itens faltantes
Design ruim daestação detrabalho
Área de trabalhosem segurança
5S
Quadro de ferramentas
One-piece flow
Layout da estação detrabalho
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Slide 25
Exemplos de Espera
Aeroportos
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Slide 26
Espera
Tipo deDesperdício
Definição Exemplos Causas Mudanças
Espera Tempoocioso porquemateriais, pessoas,equipamentos ouinformações nãoestão prontos
Espera por peças
Espera pordesenhos
Espera pelainspeção
Espera por
máquinas
Espera porinformação
Espera peloreparo da máquina
Produçãoempurrada
Trabalhodesbalanceado
Inspeçãocentralizada
Atrasos naentrada dospedidos
Falta de prioridade
Falta decomunicação
Sincronização do fluxo detrabalho
Implantação de células
Balanceamento nasetapas de carga/descarga
Produção no takt time
TPM
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Slide 27
Exemplos de Super Produção
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Slide 28
SuperProdução
Tipo deDesperdício
Definição Exemplos Causas Mudanças
Excesso deProdução
Produzir mais doque clientenecessita nestemomento
Produzir mais parareduzir setups
Processamento emlotes grandes
Previsõesincorretas
Setups demorados
Programação puxada
Redução de tamanho delote
Nivelamento da carga
Redução do tempo desetup
TPM
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Slide 29
Exemplo de SuperProcessamento
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Slide 30
SuperProcessamento
Tipo deDesperdício
Definição Exemplos Causas Mudanças
Excesso deprocessamento
Esforço que nãoagrega valor doponto de vista docliente
Múltiplas limpezasdas peças
Preenchimento defolhas
Tolerânciasapertadas demais
Ferramenta oupeça de difícilmanuseio
Atrasos entreos processos
Sistema empurrado
Voz do cliente nãocompreendida
Layout ruim
Linhas em fluxo
Fluxo contínuo
4Ps
Design enxuto
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Slide 31
Exemplo de Defeitos
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Slide 32
Defeitos
Tipo deDesperdício
Definição Exemplos Causas Mudanças
Defeitos Trabalho quecontém erros,retrabalho,enganos ou faltade alguma coisanecessária
Sucata
Retrabalho
Defeitos
Correção
Falha em campo
Falha do processo
Falta de carregamentoda peça
Processo em grandeslotes
Inspeção dentro do
processo
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Slide 33
Vamos ver os princípios na prática
Jogo das canetas....
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Slide 34
Fundamentos do Lean
Meta: Qualidade –Custo – Lead Time
JIDOKA
Parar e notificarproblemas
Separação dotrabalho do
homem e damáquina
JITO que o clientepediu, no tempoe na quantidade
pedida
Heijunka – Trabalho Padrão - Kaizen
Processos Disponíveis e Capazes
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Slide 35
Os princípios do Lean
• Entenda o que é valor sob a ótica do cliente;
• Identifique a cadeia de valor e remova os desperdícios;
• Faça o valor fluir pela cadeia de modo que o valor chegue
para o cliente quando ele quer;
• Gerencie rumo à perfeição.
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Slide 36
OS 4PSToyota Way
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Slide 37
O Modelo dos 4P´s
PhilosophyPensamento de longo prazo
ProcessElimine desperdício
People & PartnersRespeito, Desafio e Crescimento
Problemsolving
Melhoria contínua& aprendizado
• Kaizen
• Genchi Genbutsu
• Tome decisões consensualmente e lentamente;Implemente rapidamente
• Forme líderes que vivam afilosofia
• Desenvolva e desafie seu pessoal, times e fornecedores
• Decisões degestão baseadas emuma filosofia delongo prazo
• Fluxo contínuo
• Sistemas de puxar
• Heijunka• Jidoka
• Padronize as tarefas
• Use controles visuais
• Tecnologia
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Slide 38
Filosofia: Principio 1Baseie suas decisões de gestão em uma filosofia em longoprazo, mesmo ao custo de metas financeiras de curtoprazo.
Nummi: Construindo a confiança junto aos funcionários• Início da década de 80:• Toyota e GM formam uma joint venture: New United Motor Manufacturing (NUMMI);
• Para isso uma antiga fábrica de caminhões da GM desativada em Fremont, California éreaberta;• Histórico de greves por parte do sindicato;• Na reabertura da fábrica o sindicato foi convidado a integrar as discussões.• Entre 1987 e 1988 ocorreu um decréscimo na produção (75% da capacidadeinstalada).
Decisão: utilização da mão-de-obra para fazer eventos Kaizen.Resultado: Conquista da confiança dos funcionários e maiores produtividades e índicesde qualidade que todas as fábricas da GM na América do Norte.
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Slide 39
Processos: Principio 2Cria processos em fluxo para que os problemas sejamexpostos
Qual é a velocidade em que a produção tem que funcionar? Qual deve ser a capacidadedo equipamento? Quantas pessoas são necessárias?
Resposta: Tudo está relacionado à taxa de consumo unitário do cliente, ou seja, aotempo takt. Ele indica a pulsação do fluxo unitário de peças, o fluxo ideal.
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Slide 41
Processos: Principio 4
Nivele a carga de trabalho (heijunka).
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Slide 42
Processos: Principio 5Construa uma cultura de parar para resolver problemas,para ter qualidade da primeira vez.
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Slide 43
Processos: Principio 6Tarefas padronizadas são a fundação para a melhoriacontínua e fortalecimento do indivíduo.
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Slide 44
Processos: Principio 7Use controles visuais para que nenhum problema fiqueescondido.
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Slide 45
Processos: Principio 8Use somente tecnologia confiável, realmente testada, quesirva ao seu pessoal e processos.
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Slide 46
Pessoas e Parceiros: Princípio 9Forme líderes que verdadeiramente entendam otrabalho, vivam a filosofia, e ensinem-na aosoutros
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Slide 47
Pessoas e Parceiros: Princípio 10Desenvolva pessoal excepcional e times que sigam afilosofia da sua empresa
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Slide 48
Pessoas e Parceiros: Princípio 11Respeite a rede estendida de parceiros e fornecedores,desafiando-os e ajudando-os a melhorar
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Slide 49
Resolução de Problemas: Princípio 12
Vá ver você mesmo e verdadeiramente entenda a situação(genchi genbutsu)
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Slide 50
Resolução de Problemas: Princípio 13Tome decisões devagar, verdadeiramente considerandotodas as opções, implemente as decisões rapidamente(nemawashi).
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Slide 52
OS 5 PRINCÍPIOS NA
PRÁTICA
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Slide 53
Entenda Valor sob Ótica do Cliente
• Pergunte-se como seus processos e produtos estãodesapontando seus clientes finais em termos de:
• Preço;
• Qualidade;
• Entrega no prazo;
• Pouca flexibilidade para administrar mudanças;• Etc...
Apenas quem sabe o que é valor pode falar emremover desperdícios
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Slide 54
VSMIdentificar o valor sob a ótica do cliente e remover os desperdícios
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Slide 55
Antes de Tudo
• Elaborar Matriz de Processos;
• Dividir o grupo em 4 Equipes;
• Lápis, borracha e papel;
• Entendam o Processo que vão mapear;
• Entendam o Produto Final do Processo;
• Percorram os Processos do Início até 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-sepropor a aplicação das ferramentas do Lean no localonde elas darão o maior impacto, trocando-se, assim, oótimo local pelo ótimo global;
• A aplicação das ferramentas deve dar aos clientes• O que eles querem;
• Quando necessitam;
• Sem atrasos;
• Sem desperdícios.
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Slide 57
Mapeamento do Fluxo de Valor
• Acompanhe a trajetória de produção de um produtodesde o início até o final, e faça uma representaçãovisual do fluxo de material e de informação.
• Identifique os desperdícios e então, desenhe (usandoícones) um mapa do “estado futuro” de como o valordeveria fluir.
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Slide 59
Por que o VSM é Importante?
Ótima ferramentade diagnóstico
Avalia o estadoatual
Permite planejaro estado futuro
Encontra os 7desperdícios
Mostra ocenário com osdesperdícioseliminados
Implementar oestado futuro
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Slide 60
Conceitos sobre Mapeamento de Fluxo de Valor
• “Sempre que há um produto para um cliente, há
um fluxo de valor.
• O desaf io éenxergá- lo.”
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Slide 62
PCP
Programa
MRP
Info Info Info Info
Produto
Fornec.
Processo Processo Processo Processo
xxx xxx xxx xxx xxx
Processo
Cliente
Programa
PedidosPedidos
xxx xxx xxx xxx xxxxxx xxx xxx xxx
Fluxo de Material
Fluxo de Informação
Mapeamento do Fluxo de Valor
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Slide 63
Selecionando Famílias de Produto
• Mapeie famílias específicas de produtos, e não toda a empresa:
• desenhar todo o fluxo em um único mapa é muito complicado e as famílias têm
comportamentos diferentes.
• Uma família de produtos é um grupo de peças que passam por etapas
semelhantes do processo como um todo;
• Escreva em forma clara características da família de produtos selecionada:• quantas peças;
• qual a demanda;
• e qual a frequência de entrega.
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Slide 64
Umafamília de produtos
Selecionando Famílias de Produto
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Slide 65
Umafamília de produtos
Selecionando Famílias de Produto
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Slide 66
O Gerente do Fluxo de Valor
• Para fugir das ilhas isoladas de funcionalidade você precisa de umapessoa responsável pelo entendimento e melhoria do fluxo de valorde uma família
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Slide 67
As Tarefas de um Gerente de Fluxo de Valor
• Reporta os progressos da implementação enxuta (RD);• É uma pessoa de linha;• Lidera a criação dos mapas do fluxo de valor;• Lidera o plano de implementação;• Monitora a implementação;• Caminha e checa o fluxo de valor;• Faz da implementação uma prioridade máxima;• Mantém e atualiza o plano de implementação;• Insiste em ser uma pessoa que “põe a mão na massa”;
• Não cometa o erro de dividir a tarefa demapeamento entre os gerentes das áreas.
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Slide 68
Mapeamento do Fluxo de Valor: Pontos Importantes
• Melhoria Contínua:
• 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 família de produtos;
• Tenha uma pessoa liderando pessoalmente o esforço demapear;
• Comece pelo nível porta a porta;
• Considere ambos os fluxos de material e informação.
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Slide 70
Mapeando o Estado Atual
“O Chão de Fábrica é reflexo da Administração.”
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Slide 71
Mapeando o Estado Atual
• Inicie pelo nível de Mapeamento de Planta Única;
• Colete informações do estado atual diretamente junto ao fluxo de produção;
• Comece com uma rápida caminhada pelo fluxo de valor
• Colete os dados: Comece pela Expedição, e em seguida, vá aos processos anteriores;
• Não se baseie em informações que não foram coletadas pessoalmente (Traga o seupróprio cronômetro)
• Mapeie pessoalmente o completo fluxo de valor;
• Desenhe a Mão e a Lápis (Permite agilidade e facilidade para realizar correções no
desenho do mapa);
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Slide 72
Supermercado Processo deManufatura
FonteExterna
Caminhãode Entrega
SetaEmpurrar
FluxoSequencial
Caixa dedados
Estoque PuxadaProdutos
Acabados paracliente
Ícones do Fluxo de Valor
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Slide 73
Fluxo deInformação
Manual
Cartão deRetirada9j
Programaçãoda Produção
Fluxo deInformaçãoEletrônica
Nivelamentode carga
Cartão deProdução
Cartão deSinalização
PostoCartões
CartõesChegandoem Lotes
Bola paraPuxada
Sequenciada
Programação“vá ver”
Ícones do Fluxo de Valor
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Slide 74
Métricas Utilizadas no Fluxo de Valor
• Tempo de Ciclo (T/C):
• Freqüência com que uma peça ou produto é realmentecompletada em um processo;
• Tempo de Troca (T/R):
• Tempo necessário para mudar a produção de um tipode produto para outro;
• Disponibilidade (Disp):
• Percentual do tempo que o equipamento estádisponível para a produção;
• Tempo de Agregação de Valor (VA):
• Tempo efetivo de transformação do produto de maneiraque o cliente está disposto a pagar;
• Lead Time (L/T):
• Tempo que um produto leva para percorrer um
processo ou fluxo de valor, do início ao fim.
• São as variáveis a serem utilizadas nas caixas de dadosdos processos.
• Normalmente o “Tempo de Ciclo”, “Tempo de Troca” e a“Disponibilidade do equipamento” são suficientes para
p
