Aplicação de filosofias e práticas da manufatura enxuta em uma indústria metalúrgica de grande porte

Abstract

The technological evolution of humanity has always been related to moments of great pressure and crises, and in the midtwentieth century in Japan after the defeat in the second world war, a production model was born that aimed to compete with American manufacturing and still rebuild the economy. The Toyota Production System (TPS) created at this time would serve as the basis for Lean Manufacturing (LM) as we know it today, where the focus is on maximizing efficiency with consequent reduction of waste. The present study aims to implement the concepts of ME in a large metallurgical company located in the north of the state of Paraná in order to increase efficiency. and this work arises from the company's strong demand to remain competitive in an increasingly competitive market where profit margins are under pressure, largely due to scarcity of resources and reduction of the consumer market. For implementation, the work is divided into two fronts: Single Minute Exchange of Die (SMED) and Total Productive Maintenance (TPM). For SMED, the work characterizes the setup steps and separates them into internal and external, using a collaborator to perform all external steps. For TPM, the work determines the tools with the greatest criticality and greatest impact on the sector's efficiency, and also implements autonomous maintenance actions for press employees. At the beginning of the work, the general average efficiency of the sector was 41.88% and after the implementations, a new efficiency of 72.76% was achieved and a 32.22% reduction in waste related to setups was also noted of the Stamping sector. After analyzing the data obtained with the MES system and the database generated by the toolmakers, a list of four critical tools is generated, being the stamps with the greatest impact on the efficiency of the sector. In this way, a preventive maintenance plan is generated for them in order to prevent the machines from being stopped waiting for corrective maintenance. Finally, it is observed that with the adoption of LM philosophies, the sector showed an increase of 73.73% in its efficiency associated with a greater sense of responsibility of employees to improve this number.