Gerenciamento de rotina e a redução de perdas em qualidade: análises numa linha de moldagem de processo metalúrgico
The context of the market resulting from globalization and the company’s nedd to remain competitive, made them intensify the emphasis on quality and the search for ways to achieve it. Among the various losses that are observed in the production processes, the costs with nonquality need to be managed...
| Autor principal: | Voelz, Maikel Alexandre |
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| Formato: | Trabalho de Conclusão de Curso (Especialização) |
| Idioma: | Português |
| Publicado em: |
Universidade Tecnológica Federal do Paraná
2021
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| Assuntos: | |
| Acesso em linha: |
http://repositorio.utfpr.edu.br/jspui/handle/1/25298 |
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| Resumo: |
The context of the market resulting from globalization and the company’s nedd to remain competitive, made them intensify the emphasis on quality and the search for ways to achieve it. Among the various losses that are observed in the production processes, the costs with nonquality need to be managed in search of continuous improvement. Given this, the present study aims to present and analyze techniques implemented for Routine Management in a molding line of a metallurgical process. The focus of this study is on reducing the scrap rate of castings and the impact on the process resulting from these losses. The hypothesis considered in the study seeks to systematize activities from the analysis of the cause of defects to the implementation of corrective actions, bringing together technical and operational teams on a daily basis in order to improve the referred process. The method applied in the study follows the research/action classification, implementing concepts of quality management and routine management, analyzing the company’s processes. Considering the objectives of the study, the methodology used the qualitative and quantitative approach, carried out in an organization of the mechanical metal sector. The planned and implemented actions improved the quality indicator, reducing the result by 15% comparing the year 2019 with the year 2018. In addition, it was possible to observe that with the greater participation of the operational team, there were reports of greater job satisfaction, increasing the level of engagement with the company. |
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