Implementação da cultura lean manufacturing na linha de produção performance de uma indústria de bicicletas do polo industrial de Manaus

Abstract

This study aims to analyze how the implementation of Lean Manufacturing culture can facilitate the optimization of the final production in a bicycle industry in the industrial hub of the Manaus Free Trade Zone. And specifically, describe the continuous improvements generated in production with the reduction of losses and optimization of the unpacking sector after the implementation of PDCA and 5S tools, score the benefits generated for the performance sector - responsible for assembling bicycles, and compare the previous process of unpacking and after the insertion of Lean Manufacturing culture. The methodology used in this work is the case study, in which the study was conducted in a bicycle industry located in the industrial hub of the Manaus Free Trade Zone, Amazonas, Brazil. The Lean Manufacturing methodology has a simple and standardized approach that brings quick answers, and the involvement of the teams is fundamental for success. Lean generates an efficient work environment, with groups of high quality ideas, bringing enormous professional fulfillment to those involved. However, despite the Lean philosophy being presented in different ways, the tools to be emphasized in this work are the 5S and the PDCA cycle applied to the bicycle unpacking and assembly process, that is, the performance line. The results obtained after the implementation of the Lean tools were 35.9% in the improvement of the performance of the assembly line studied. What is worth mentioning is that the production became capable, in the sense of meeting the factory and productivity demands, while the waste time was evidenced in the reduction of the work time of the exclusive unpacking sector, reduction of the transport time (in the path from the unpacking operator to the production line operator), reduction of costs in the maintenance of a sector, reduction of rework in organizing the parts and pieces as to the sector and/or category, and also, the reduction in the production time of bicycle assembly. However, it is noted that the production capacity in the performance line remained similar to the previous year, but it was possible to observe a large reduction in waste and a high level of organization in the work environment. In addition, after the application of the 5S tool, the environment became more organized and the arrangement of materials is positioned appropriately. Therefore, it is noted that the Lean Manufacturing culture was not only responsible for the optimization of space and the production cycle, but also for reorganizing the production area and promoting the reduction of waste generated in the previous pattern.