Troca Rápida de Ferramentas: estudo de casos em diferentes segmentos industriais

Abstract

Este artigo propõe uma análise e aprofundamento do atual estado da arte no que diz respeito aos tempos de preparação de máquinas, uma vez que este é um importante aspecto de ganho de competitividade e melhoria de desempenho organizacional. Por meio da condução de um levantamento bibliográfico, relacionaram-se os principais aspectos relevantes ao tema, destacando-se variações de metodologias e métodos de implementação surgidos nas últimas décadas. Com o intuito de verificar o grau de aplicação desses conceitos, foram conduzidos seis estudos de caso em empresas dos segmentos industriais metal-mecânico, eletrodoméstico e automotivo. A coleta de dados com as empresas foi feita por meio de visitas às plantas fabris e entrevistas técnicas. O artigo encerra, avaliando várias características do atual estágio de aplicação da Troca Rápida de Ferramentas nas empresas, tais como processo de implantação, dificuldades encontradas e resultados obtidos.

Set-up reduction in an interconnection axle manufacturing cell using SMED

“…Getting tools and fixtures ready: The work team leader must know the number of the part that is going to be programmed as well as get the corresponding tools and coil ready so that the operator can continue with their activities and not lose time. 15 25 30 10 25.0%…”

“…Despite the fact that SMED is nothing new, few studies on the application of it are available and those that are have had the exchange of ideas as their focus [12][13][14][15]. For this reason, the objective of this document is to present the implementation of a pilot SMED process that was carried out in a metalworking factory in the city of Bucaramanga, Santander, Colombia during 2012.…”

Lean Manufacturing in the Developing World

“…Plenty of research on SMED have been widely described and presented with the exchange of Dies as the main focus (Monden 1984;Johansen and McGuire 1986;Sepheri 1987;Quinlan 1987;Noaker 1991;Gilmore and Smith 1996;McIntosh et al 2000;Fogliatto and Fagundes 2003;Satolo and Calarge 2008). Van Goubergen and Van Landeghem (2002) analyzed how equipment design can improve existing setup times.…”

“…This perspective is also supported by Hicks (2007) from a information management perspective and by Pardi (2005) from a socioeconomic perspective. Satolo and Calarge (2008) analyzed the applicability of the SMED methodology and concluded that there are large differences among the firms that implemented it. More importantly, the differences were based on organizational barriers, resistance to change and difficulties in identifying opportunities for improvement.…”

“…More importantly, the differences were based on organizational barriers, resistance to change and difficulties in identifying opportunities for improvement. For Satolo and Calarge (2008), implementing the SMED methodology is doomed without proper staff preparation and training, and without the publication of results among those involved. Their contribution is very important in organizational terms, complementing Moxan andGreatbanks' (2001) andMcIntosh et al' (2001) studies about the difficulties in achieving results due lack of organizational strategy.…”