Publicação
Improvement of the projects’ elaboration and execution processes using Lean tools in an electronic components company
| Resumo: | This dissertation was carried out in the context of the Masters in Industrial Engineering and Management and was developed in the Bosch Production System department in an electronic components company in Braga – Bosch Car Multimedia, S.A. This company, is divided into five business units according to the type of product produced. Each business unit has a Value Stream Manager that is aware of the complete value stream and respective Key Performance Indicators (KPI’s), contributing for a continuous improvement culture. The main goal for this dissertation was to reduce the time spent on the project’s lead time and hence increase the number of projects concluded and the Owners’ motivation. The System Continuous Improvement Processes (CIP) Approach, is a systematic approach for pursuing perfection by creating and executing projects focused on the main problems of the company, improving the company’s KPI’s. This systematic approach is divided into three main steps: System CIP, Point CIP and Daily Management Meeting (DMM). In turn, the System CIP is sub-divided into two steps the System CIP Workshop, a workshop that occurs two times a year (two revisions), and the System CIP Projects where the projects are executed. In each step different problems were identified such as, the high lead time for the project’s conclusion (97 days), the low number of projects concluded in each revision (35%), the lack of training, high amount of time wasted in waiting and the lack of support for the Owner. To solve them, management boards were developed, a training cycle was started to guarantee that everyone involved in the systematic had the proper training for it and the standards missing were created and implemented. With these measures, the systematic was improved, the days needed for the projects conclusion were reduced from 97 to 72, representing a gain of 26%, allowing the inclusion of a new revision per year to create new projects and have the deliverables more rapidly. The percentage of projects concluded per revision increased to 45%, a gain of 10%. It is also expected, the increase of 33% of the company’s annual savings by creating a new revision for the systematic CIP where new projects will be created and hence more wastes eliminated. |
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| Autores principais: | Reis, Ana Sofia Alves dos |
| Assunto: | Lean office Project management Kaizen Visual management Standardization Gestão de projetos Gestão visual Padronização Engenharia e Tecnologia::Outras Engenharias e Tecnologias |
| Ano: | 2017 |
| País: | Portugal |
| Tipo de documento: | dissertação de mestrado |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | Universidade do Minho |
| Idioma: | inglês |
| Origem: | RepositóriUM - Universidade do Minho |
| Resumo: | This dissertation was carried out in the context of the Masters in Industrial Engineering and Management and was developed in the Bosch Production System department in an electronic components company in Braga – Bosch Car Multimedia, S.A. This company, is divided into five business units according to the type of product produced. Each business unit has a Value Stream Manager that is aware of the complete value stream and respective Key Performance Indicators (KPI’s), contributing for a continuous improvement culture. The main goal for this dissertation was to reduce the time spent on the project’s lead time and hence increase the number of projects concluded and the Owners’ motivation. The System Continuous Improvement Processes (CIP) Approach, is a systematic approach for pursuing perfection by creating and executing projects focused on the main problems of the company, improving the company’s KPI’s. This systematic approach is divided into three main steps: System CIP, Point CIP and Daily Management Meeting (DMM). In turn, the System CIP is sub-divided into two steps the System CIP Workshop, a workshop that occurs two times a year (two revisions), and the System CIP Projects where the projects are executed. In each step different problems were identified such as, the high lead time for the project’s conclusion (97 days), the low number of projects concluded in each revision (35%), the lack of training, high amount of time wasted in waiting and the lack of support for the Owner. To solve them, management boards were developed, a training cycle was started to guarantee that everyone involved in the systematic had the proper training for it and the standards missing were created and implemented. With these measures, the systematic was improved, the days needed for the projects conclusion were reduced from 97 to 72, representing a gain of 26%, allowing the inclusion of a new revision per year to create new projects and have the deliverables more rapidly. The percentage of projects concluded per revision increased to 45%, a gain of 10%. It is also expected, the increase of 33% of the company’s annual savings by creating a new revision for the systematic CIP where new projects will be created and hence more wastes eliminated. |
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