Dissertação PPG.EGPSA
URI permanente para esta coleçãohttps://rigalileo.itegam.org.br/handle/123456789/3
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Item Uso da ferramenta DMAIC: alto índice de falhas no processo de parafusamento de heat sink(Instituto de Tecnologia e Educação Galileo da Amazônia, 2022-12-14) RAMOS, Juan Gabriel de Albuquerque; LEITE, Jandecy Cabral; http://lattes.cnpq.br/7279183940171317The DMAIC methodology has the potential to detect failures in production processes and point out improvements to the results. In this sense, the general objective of this research seeks to point out through a case study how the use of DMAIC within a company in the Manufacturing sector of other assorted electrical equipment and components evaluating the high rate of failures in the screwing process of heat sink can be an effective tool to leverage and improve the company's production processes, thus resulting in greater profitability. Thus, the specific objectives seek to present and conceptualize what quality management is, conceptualize what production management is and how the application of its primary principles results in advantages for effective production management, elucidate what and how a process mapping in compliance with process engineering, present and conceptualize what continuous process improvement is and what are its main tools, conceptualize what the DMAIC Methodology is, and finally, carry out a case study in a company that produces and supplies automotive parts, pointing out how the use of DMAIC can be a great differential, in order to reduce failures in production processes and leverage profitability. In order to reach the objectives, bibliographic research was primarily carried out to survey the theoretical basis and later a case study was applied in Company X. Finally, it is suggested to carry out a new case study, where the DMAIC methodology can be used. applied again, in order to demonstrate its effectiveness in manufacturing companies.Item Aplicação do lean seis sigma e método DMAIC para redução da perda de açúcar em uma empresa de refrigerante. Estudo de caso: Grupo Simões(Instituto de Tecnologia e Educação Galileo da Amazônia, 2022-11-30) AMARAL, Kelen Farias de; LEITE, Jandecy Cabral; http://lattes.cnpq.br/7279183940171317The Lean Six Sigma method is the integration between Lean Manufacturing and Six Sigma, two methods that have been adding value to the production processes, generating the best results, because they provide tools to assist in the management of the indicators of the companies that use them. The use of this method in the manufacturing process is a strategic factor for competitive companies, whose focus seeks to meet the customers with a cost appropriate to market requirements, considering that the existing processes related to the manufacture of a finished product have their variability. The objective of this study was to present the application of Lean Six Sigma tools, describe the use of the DMAIC model and demonstrate its application in the syrup production and beverage filling process in one of Simões Group companies, as well as demonstrate the results obtained with the reduction of production cost through the reduction of sugar loss. The technique applied in this study followed the steps of the DMAIC methodology. This project relied on a team that, by applying VOC (Voice of Customer) methodologies, identification of Critical Attributes to Quality (CTQs), Serpent Diagram and SIPOC, was able to collect information from internal customers about the manufacturing processes of simple syrup, final syrup, and the bottling of beverages in PET bottles, as well as others related to the theme. It was possible to determine and quantify the main process waste after the full implementation of the actions proposed by the Six Sigma team, having achieved the objective of this project. When comparing the sugar loss with the previous period measured, the analyzed process reduced the average percentage of losses from 2.02% to 0.07% after the implemented actions. Thus, there was a financial contribution of the project to the company with the average annual production cost reduction on sugar waste of 33% for the company.