lean seis sigma - Fatec Taquaritinga

INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008
LEAN SEIS SIGMA
Graziele Moro MANI*
Fabiana Serralha Miranda de PÁDUA**
RESUMO
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buscar ou desenvolver novas metodologias e técnicas de gestão para se manterem competitivas. O
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SRUpPSRGHPVHU XWLOL]DGDV GHIRUPDLQGLYLGXDO6HLV6LJPDHLean (QWUHWDQWRDV YDQWDJHQVGD
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teve como objetivo demonstrar a importância da junção dos métodos Lean 0DQXIDFWXULQJ e Seis
Sigma para reduzir desperdícios e custos de forma a aumentar a qualidade e velocidade de entrega
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por uma pesquisa de campo em uma empresa de grande porte de bens de capital em Araraquara (SP).
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podendo analisar as causas dos defeitos Lean SDUDRHVWDEHOHFLPHQWRGHDo}HVGHPHOKRULDPHOKRUDQGR
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INTRODUÇÃO
Com o mundo cada vez mais globalizado as empresas estão inseridas num cenário de competição. Em
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moderno para novas técnicas de gerenciamento como o Lean Seis Sigma. A fundamentação do consiste
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XWLOL]DomRGHIHUUDPHQWDVGDTXDOLGDGHSDUDLGHQWL¿FDUHPLQLPL]DUDVFDXVDVHHIHLWRVGRVSUREOHPDV
Seis Sigma
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satisfação e lealdade dos clientes. Ë uma iniciativa organizacional projetada para criar processos de
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___________________
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INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008
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Etapas
Atribuições
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que é defeito para o produto deste processo.
Medição (Measure)
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Análise (Analyse)
Selecionar as etapas de desempenho inferior e cuja melhoria promoverá um maior retorno
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Melhoria (,PSURYH)
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variabilidade das variáveis de saída a que se referem.
Controle (Control)
Realiza-se uma forma de controle estatístico sobre as variáveis de entrada de forma que
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Os benefícios do Seis Sigma são os principais atrativos que despertam o interesse das empresas pelo
programa. O método tem como objetivo eliminar ou reduzir atividades que não agreguem valor ao
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de custos e aumento do lucro da empresa. Com essa otimização e controle de processos torna-se
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Lean Manufacturing
De acordo com o Lean Institute%UDVLORWHUPR/HDQ0DQXIDFWXULQJWDPEpPFRQKHFLGR
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INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008
como Lean ProductionLean Thinking0DQXIDWXUD(Q[XWDRX6LVWHPD7R\RWDGH3URGXomRVXUJLXGH
estudos do 0DVVDFKXVHWWV,QVWLWXWHRI7HFKQRORJ\0,7QR-DSmRDSyVD6HJXQGD*XHUUD0XQGLDO
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clientes.
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H6/($1,167,787(%5$6,/
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esforços e vem cada vez mais usufruindo de ferramentas como o Lean para promover e garantir a
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no mercado em que atua. O /HDQ 0DQXIDFWXULQJ p XPD ¿ORVR¿D GH JHUHQFLDPHQWR TXH SURFXUD
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'$<&+280
Lean Seis Sigma
'HDFRUGRFRP:HUNHPDRSURJUDPDUHVXOWDQWHGDLQWHJUDomRGRLean com o Seis Sigma
é uma estratégia poderosa. O Lean EDVHLDVH QD ¿ORVR¿D GD SURGXomR TXH HOLPLQD GHVSHUGtFLRV
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INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008
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Promover um evento de lançamento que representa um marco para iniciar o engajamento dos
líderes da organização.
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RV SULQFLSDLV DJHQWHV GR SURFHVVR FRPR RV 'HSOR\PHQW Managers Master Black Belts e os
primeiros Black Belts.
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os primeiros projetos Lean Seis Sigma.
Os Master Black Belts e Black Belts devem receber treinamento intensivo. Normalmente são
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trabalhar nas atividades de projetos.
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fechamento de etapas de projetos e eventos de comunicação.
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empresa e é responsável em orientar os esforços para o determinado objetivo. Reporta-se ao
diretor geral.
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x Black belt VmR RV PHPEURV GD HTXLSH FRP H[SHULrQFLD H FRQKHFLPHQWRV GH OLGHUDQoD JHVWmR
equipes e projetos Lean Seis Sigma. Em alguns casos dedicam-se somente para projetos. Eles
lideram a equipe e fornece-lhes a formação necessária para os projetos. Há também o Master
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mais focados e de desenvolvimento mais rápido.
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obtidos no processo.
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Estudo de caso
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e celulose e serviços de usinagem e caldeiraria pesada. A divisão da empresa analisada é o ramo de
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produtos e matérias primas para a fábrica.
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de melhor.
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Contribuir para o CTQ (&ULWLFDOWR4XDOLW\GRDWHQGLPHQWRGHSUD]RIDEULOSODQHMDGRQRVSURMHWRV
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Optou-se por utilizar o conceito de OHDGWLPH como linha base de medição dos processos de
abastecimento. /HDGWLPHWHPSRGHFLFORpRWHPSRGHFRUULGRHQWUHDDGRomRGHXPDSURYLGrQFLDH
sua concretização.
A redução dos tempos envolvidos nos processos de produção é um fator importante para aumentar a
ÀH[LELOLGDGH8WLOL]DVHOHDGWLPH de abastecimento para o tempo entre a colocação de uma solicitação
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que irá utilizá-la.
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Implantação
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x &KDPSLRQ PHPEUR GD GLUHWRULD GD HPSUHVD UHVSRQViYHO SRU JDUDQWLU R VXSRUWH QHFHVViULR DR
projeto.
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participação e integração de sua equipe ao projeto.
x Mentor/Black BeltUHVSRQViYHOSHODRULHQWDomRGRWLPHQRXVRGDVIHUUDPHQWDV/HDQ6HLV6LJPD
e pela revisão do projeto.
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operacionalização do projeto e por sugerir as melhorias necessárias no mesmo.
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que o processo em que estão envolvidas passa a ser medido e analisado de uma forma mais profunda
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determinantes para o sucesso do mesmo.
Etapas do Projeto
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FLQFRHWDSDV'H¿QLomR0HGLomR$QiOLVH0HOKRULD,PSURYHPPHQW) e Controle. Essas etapas serão
detalhadas a seguir.
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de abastecimento da mesma vinha apresentando atrasos para a fabricação. No mapa de processo
o abastecimento inicia no momento que o planejamento emite a requisição de compra e termina
quando o setor de qualidade estabelece a conformidade dos requisitos da matéria prima. Este
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INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008
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dos fornecedores e a data de utilização para a produção. O primeiro levantamento apontou os
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com a empresa.
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quanto ao cumprimento de seus prazos. Cada etapa terá o seu sigma próprio e todos consolidados
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utilização do conceito de lead-time. Esse processo não apresenta uma linha de base de tempo de
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prima com seu respectivo OHDGWLPH e o prazo de atendimento. O OHDGWLPH varia de acordo com o tipo
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dos equipamentos.
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projetos já estavam em andamento quando a ferramenta foi implantada. Com a utilização da nova
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com que a organização cumpra pontualmente os compromissos assumidos em seus contratos e por
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das características de cada programa de melhoria visando a integração do Lean com o Seis Sigma
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dos consumidores e com isso alavancar os negócios empresariais.
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implementadas respeitando-se os conceitos e princípios de cada uma delas.
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