implementação da manufatura enxuta na general ... - Ppga.com.br
implementação da manufatura enxuta na general ... - Ppga.com.br
implementação da manufatura enxuta na general ... - Ppga.com.br
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110<<strong>br</strong> />
Os resultados obtidos confirmam Teboul (1991), “as medi<strong>da</strong>s de produtivi<strong>da</strong>des<<strong>br</strong> />
obti<strong>da</strong>s pela relação entre as quanti<strong>da</strong>des produzi<strong>da</strong>s e os fatores humanos, levandose<<strong>br</strong> />
em consideração o conjunto <strong>da</strong> produção, seja ela boa ou má, privilegiam o volume<<strong>br</strong> />
à custa <strong>da</strong> quali<strong>da</strong>de.”<<strong>br</strong> />
b) Indicador: Down Time<<strong>br</strong> />
CAPACIDADE<<strong>br</strong> />
DE RESPOSTA<<strong>br</strong> />
Antes <strong>da</strong> <strong>implementação</strong> do<<strong>br</strong> />
GMS / BPD<<strong>br</strong> />
Após a <strong>implementação</strong> do<<strong>br</strong> />
GMS / BPD<<strong>br</strong> />
Ano Ano - – 2000 2000 Ano –- 2003<<strong>br</strong> />
15<<strong>br</strong> />
= =<<strong>br</strong> />
X=7,36<<strong>br</strong> />
X=4,79<<strong>br</strong> />
DOWN<<strong>br</strong> />
TIME<<strong>br</strong> />
12<<strong>br</strong> />
9<<strong>br</strong> />
6<<strong>br</strong> />
3<<strong>br</strong> />
0<<strong>br</strong> />
jan fev mar a<strong>br</strong> mai jun jul ago<<strong>br</strong> />
jan fev mar a<strong>br</strong> mai jun jul ago<<strong>br</strong> />
Down Time<<strong>br</strong> />
(Absoluto) *<<strong>br</strong> />
Down Time<<strong>br</strong> />
(Relativo) %<<strong>br</strong> />
8,5<<strong>br</strong> />
100<<strong>br</strong> />
5,2<<strong>br</strong> />
61<<strong>br</strong> />
6,9<<strong>br</strong> />
81<<strong>br</strong> />
5,5<<strong>br</strong> />
65<<strong>br</strong> />
7,6<<strong>br</strong> />
89<<strong>br</strong> />
6,3<<strong>br</strong> />
74<<strong>br</strong> />
7,4<<strong>br</strong> />
87<<strong>br</strong> />
11,5<<strong>br</strong> />
135<<strong>br</strong> />
5,7<<strong>br</strong> />
100<<strong>br</strong> />
3,8<<strong>br</strong> />
67<<strong>br</strong> />
4,3<<strong>br</strong> />
75<<strong>br</strong> />
2,6<<strong>br</strong> />
46<<strong>br</strong> />
6,6<<strong>br</strong> />
116<<strong>br</strong> />
4,7<<strong>br</strong> />
82<<strong>br</strong> />
5,7<<strong>br</strong> />
100<<strong>br</strong> />
4,9<<strong>br</strong> />
86<<strong>br</strong> />
(*) minutos / linha / para<strong>da</strong>s<<strong>br</strong> />
Figura 23 - Comparação Down Time<<strong>br</strong> />
A <strong>com</strong>paração ilustra<strong>da</strong> pelo gráfico <strong>da</strong> Figura 23, mostra que, houve uma<<strong>br</strong> />
melhora de 36,8% após a <strong>implementação</strong> do GMS/BPD. Observou-se que melhorou a<<strong>br</strong> />
capaci<strong>da</strong>de de resposta <strong>na</strong> agili<strong>da</strong>de para atender o cliente. Os motivos <strong>da</strong>s para<strong>da</strong>s e<<strong>br</strong> />
o tempo envolvido, passaram a ser rigorosamente controlados e registrados para<<strong>br</strong> />
ocorrer à melhoria contínua (DEMING, 1986).<<strong>br</strong> />
Uma vez reduzido à porcentagem de Down Time tem-se <strong>com</strong>o conseqüência<<strong>br</strong> />
um aumento <strong>da</strong> produtivi<strong>da</strong>de, além <strong>da</strong> redução de mão-de-o<strong>br</strong>a ociosa, um dos<<strong>br</strong> />
grandes desperdícios <strong>da</strong> Manufatura Enxuta em concordância <strong>com</strong> (OHNO, 1997).