Wagner Cardoso
Uniara, São Paulo, Brasil
E-mail: wagner_engprod@yahoo.com.br
Edson Bassi
Uniara, São Paulo, Brasil
E-mail: edsonbassi@yahoo.com.br
Jéssica Fernanda Bertosse
Uniara, São Paulo, Brasil
E-mail: jessicafbertosse@hotmail.com
Rafael Mestre Saes
Uniara, São Paulo, Brasil
E-mail: rafael.m_saes@hotmail.com
Jorge Alberto Achcar
Uniara, São Paulo, Brasil
E-mail:ahcar@fmrp.usp.br
Submission: 06/09/2017
Revision: 06/03/2018
Accept: 15/03/2018
ABSTRACT
A
century that defined the price of its product was the company. Today, in the
21st century, who defines the price is the market. That is why one of the
managers' roles today is to look after maintenance and seek continuous
improvements in order to reduce costs so that profits are maintained or raised.
This article deals precisely with this, through the statistics applied to
performance and quality indicators. Before starting the kaizen process, this
article discusses the implementation of 5S in the target company of the case
study in order to organize and standardize the processes. After 5S, the kaizen
was implanted and data were collected that were treated statistically. It was
concluded that the system was confirmed by the statistical results after the
treatment and analysis of the data, and that the main purpose of these two
tools, 5S and Kaizen, is to improve competitiveness and why not say, Have more
assurance of the company's sustainability.
Keywords: Kaizen; 5S; Statistic;
Productivity; Quality
1. INTRODUCTION
Introducing
quality programs has become the strategy of many companies in the search for a
differential, that is, adding value in products through their quality in order
to seek competitive advantage (COSTA; REIS; MIRANDA, 2005). The requirements of
quality, delivery times, the needs of smaller lots, better prices, among
others, are the need of companies in search of continuous improvement in
function of the fashion trend, which promote substitutions for new articles and
colors. (HAFFAR, 2002).
In
this scenario of constant changes, high competitiveness and the need to serve
the consumer properly, with products and services have been key factors for the
insertion of programs known as 5S, which is the initial step for the
implementation of quality programs and Kaizen to help companies become more
efficient and productive. (Gupta; Jain,
2014; COSTA; REIS; MIRANDA, 2005).
Based
on studies by Gupta and Jain (2014), it can be affirmed that the introduction
of the "5 S" and Kaizen, bring great changes in the organizations,
for example, increased efficiency, reduced waste, improved visibility of
processes, increased employee safety and morale, and reduced delays, which is
demonstrated in Haffar's (2002) survey, in response to two important questions,
according to Table 1:
Table
1: How do you get product quality?
Items |
%
Response |
Process Knowledge |
70,4 |
Quality control |
69,4 |
Quality of Raw Material |
64,3 |
Comparison with Competition Products |
49,0 |
Quality of Equipment |
41,8 |
Source: Haffar (2002).
According
to table 1, it is possible to state that having process knowledge is
fundamental to the application of support tools ("5 S" and Kaizen,
for example) to achieve a systematic improvement in the reduction of waste.
Tools
should always be seen as a means to achieve goals or objectives. Means are
tools that can be used to identify and improve quality, while the goal is where
you want to go (end).
The
importance of the study on the tool "5 S" and Kaizen in a confection
is due to the sector's relevance in the Brazilian economy, which according to
ABIT (2016) is the second largest employer in the manufacturing industry, with
33,000 formal companies across the country, and the fourth largest garment park
in the world.
The
"5 S" has the ability to modify individual and organizational habits,
providing a pleasant environment through the creation and maintenance of good
habits in organizational routines and improving the quality of organizational
life of employees. (COUTINHO, AQUINO, 2015).
Kaizen
is one of the most recognized techniques of continuous improvement, and its
application in the industry aims to increase its productivity through a
simplified system of incremental improvements and lead to the success and
growth of the organization. (BHOI, DESAI, PATEL, 2014).
2. METHODOLOGY
The
objective of this work was to implement the "5 S" program in a
medium-sized confectionery industry located in São Paulo in order to maintain
the motivation, the involvement of all employees and the culture of
standardization of the results achieved, which is the basis for continuous
improvements (kaizen) in the management of external sewing workshops, which has
a direct influence on the productivity of a garment company.
The
analysis was based on the observation of the productive process in the company
as a whole, and in the external sewing workshops. The nature of this research
is applied, according to Silva and Menezes (2005). Its purpose is descriptive,
according to the authors Martins, Mello and Turrioni (2014), because it aims to
describe the behavior of the variables involved in the research. From the point
of view of the technical procedures, the research is a case study according to
the authors Gil (2002) and Miguel (2007) this procedure clarifies the reason
why a decision or a set of decisions were taken, as implanted and with what
results have been achieved.
3. THEORETICAL REFERENCE
3.1.
Program
"5 S"
Any
program of quality and productivity improvement should begin with the change of
habit of all employees regarding the organization, cleanliness, health and
hygiene and order of the workplace (SILVA, 2003).
The
"5 S" are seen as an important participatory program and drive for
quality. The program provides the necessary knowledge to all participants for
the proper performance and maintenance of their functions. In this way, because
it is an integrated program, where its senses act interconnected, it provides
surprising results in all aspects, both in the life of the employees and in the
organizational environment, to lead the company with effective productivity
gains (SANTOS et al 2006).
The
name "5 S" comes from five Japanese words beginning with the letter
"S" taking as an alternative in Portuguese the use of the term
"sense", they are: Sense of Use or Discard; Sense of Storage;
Cleaning Sense; Sense of Health or Hygiene; Sense of Self-Discipline. Oliveira
et al (2015) explain each:
·
Sense
of Use (Seiri): consists in distinguishing necessary and unnecessary items
based on the degree of necessity, which determines where the item should be
stored or discarded;
·
Storage
Sense (Seiton): consists of defining the form of storage identification as well
as the quantity and distance of the point of use. Factors like frequency of use,
size, weight and cost of the item influence this definition;
·
Cleaning
Sense (Seiso) means much more than improving the visual appearance of an
equipment or environment. It means preserving the functions of the equipment
and eliminating risk of accident or loss of quality. Elimination of sources of
contamination, the use of clear, harmonious colors and the relay in cleaning
tasks, contribute to the motivation and maintenance of this sense;
·
Sense
of Health and Hygiene (Seiketsu): means creating favorable conditions for
physical and mental health, ensuring a non-aggressive environment, free of
polluting agents, maintaining good sanitary conditions in common areas
(bathrooms, kitchen, restaurant, etc.) for personal hygiene and to ensure that
information and communications are clear, easy to read and understand;
·
Sense
of Self-Discipline (Shitsuke): this concept preaches education, obedience to
working rules, especially with regard to organization and safety. It is a
change of conduct that ensures the maintenance of the other senses, already
implanted.
It
should be noted that these senses move the organization from the current
position to a desirable future position, adopting changes in behavior, and
interpersonal relationships contributing to the development of the company
(SANTOS et al., 2006).
3.2.
Kaizen
Kaizen
is a combination of two Japanese words kai + Zen, meaning "Change for the
Better," which has the sense of Continuous Improvement involving all
employees (BHOI; DESAI; PATEL, 2014; IMAI, 1994).
Kaizen
philosophy is based on the reduction of waste, and activities that do not add
value, solving problems, learning with mistakes and correctness, teaching,
knowing, sharing each knowledge, thus contributing not only to personal and
individual growth, also professional and organizational, making continuous
improvement (ALESSANDRA; MESQUITA, 2003; QUDDUS; AHSAN, 2014).
A
better understanding of the concern for continuous improvement, which is the
essence of Kaizen, can be obtained by understanding the PDCA Cycle (HORNBURG;
WILL; GARGIONI, 2007). The PDCA cycle of Figure 1, acting in process control,
is one of the most important concepts of the Kaizen, is a managerial method
composed of four basic phases described by Aguiar (2002).
Figure 1: PDCA
process management method.
Source: Aguiar (2002, p. 23).
Aguiar
(2002) explains the 4 steps of PDCA:
·
Plan
(Planning): In the
planning the goal of interest is defined and the means (action plans) necessary
to reach the proposed goal are established;
·
Do
(Execution): For
the execution of the action plans, people are trained in these plans. The plans
are then implanted and data is collected that can provide information on
achieving the goal;
·
Check: With the use of the data collected in
the Execution stage, an evaluation of the results in relation to the
achievement of the goal is done;
·
Action: A step where the user has detected
deviations and will act to make definitive corrections, so that the problem
will never happen again.
Kaizen
also requires the standardization of improvement, consolidating the new level
reached after the resolution of each problem. (IMAI, 1994). Only after the
stabilization of the current process, through the maintenance cycle or SDCA
cycle.
The
"S" of "Standart" replaces the "P" of Planning
because the goal, and the methods used to achieve them, is precisely the
standard goal and operational procedures of the company (AGUIAR, 2002).
The
application of the PDCA cycle is effective in managing a process, and it allows
for two types of action: temporary and corrective. Temporary actions aim to
correct problems immediately. Corrective actions are permanent because it
consists of an investigation of the problem with the elimination of its causes,
therefore it is the main tool for the process of continuous improvement in the
process (SOKOVIC; PAVLETIC; PIPAN, 2010).
4. CASE STUDY
4.1.
Company
Characteristics Analyzed
The
company studied at work is the parent company of a family company that produces
and sells garments for large chain stores and magazines. The manufacturing unit
where the study was developed is located in the city of São Paulo (SP). Its
production processes consist of cutting the fabric, sewing parts, passing, and
reviewing the parts that were developed exclusively for each order of delivery
to the magazines.
The
big challenge is to make the purchase of the fabric and supplies, cut and send
for the making of the pieces in external and internal workshops, within the
deadlines agreed with the magazines to avoid fines for not submitting the
orders and the company be penalized with its exclusion within the framework of
suppliers.
4.2.
Identifying
the Problem and its Actions
The
methods used for the data collection were: direct observation; participant
observation; document analysis, and semi-structured interviews with the
external workshops, where the problems that affect the company's production
system were identified. A working group was convened at the company to apply
Kaizen, using the PDCA, which resulted in an attached action plan, and the main
causes were:
·
Failure
to read and interpret the product data sheet;
·
Delay
and accumulation in the delivery dates of the cuts sent to the external
workshops;
·
Failure
to send the pilot part when the cut sent is divided with more than one external
workshop depending on the time and production capacity of the workshop,
·
Loss
and lack of activities in external workshops;
·
Lack
of provisions in the cuts that are sent by the company to the external
workshops;
·
Delays
in sending production samples from external workshops for quality control in
the company and approval of production;
·
Failure
to systematically audit quality in the external workshop, and to receive the
pieces made in the company;
·
Failure
of the rebate procedure of the parts that were rejected by the quality control
in the company;
·
Lack
of information for the external workshops of reduction in the shipment of
pieces due to the lack of requests of magazines and big stores;
·
Lack
of an early route of the company's drivers to deliver and remove the parts in
the external workshops.
A
quality committee was created to promote a change in company culture, and this
group visited the factory where the following problems were identified and
recorded with photos, which were directly affecting the production and delivery
of orders:
·
Difficulty
in finding production orders, materials, equipment;
·
Unavailability
of information;
·
Disorganized
work areas and lack of storage;
·
Excess
of rework due to not doing the first time correct;
·
Bottleneck
in the receipt of raw material, parts of the workshops.
The Quality Committee, in order
to begin the journey towards excellence, decided to implement the "5
S", with the practical objective of reorganizing the company, seeking a
better quality of life for employees, reducing waste, reducing costs and
increasing productivity, according to the problems encountered by the
committee. Excellence is a skill conquered through training and practice, where
the activities to be developed in the company were defined:
·
Training
of all employees in the methodology of the "5 S", and disseminated
the photos that were taken in all sectors of the company;
·
Definition
of "day and place of disposal";
·
Definition
of the "5 S" audit procedure in all sectors of the plant in order to
keep the program running.
Table 2 below shows the results
of the implementation of the "5 S" program in the company.
Table
2: Photos of the result of the implementation of the "5S" in the
company.
Before |
After |
|
|
|
|
Source:
Authors (2016).
4.3.
Analysis
of production data using statistical software
The
Management of the external workshops of sewing aims to increase the productivity of the company and to meet the
requests of the large networks of stores and magazines on the agreed dates and
in the contracted costs, with the analysis of the model that is implanted in
the company, through the analysis of the indicators of performance.
The
results of the improvement process implemented can be evaluated not only
through the quantitative indicators proposed, but also qualitatively,
considering that:
·
There
was a reduction of operational problems;
·
There
has been an improvement in the motivation of the employees, reinforcing their
involvement and their interest in achieving the goals established by the
company;
·
There
was an adjustment in the sewing process in external workshops.
Summarizing,
this work proposed and implemented the "5 S" and Kaizen and measured
the appropriate performance indicators in a process of sending and receiving
pieces of sewing workshops according to the following analyzes:
Figure 2:
Graph of the total of pieces sewn.
Source:
Authors (2016).
Figure 3:
Graph of total cut pieces.
Source:
Authors (2016).
It
is important to remember that figures 3 and 4 are the production data of sewn
parts and cut parts that were reported in the Linx ERP system. The following is
the statistical analysis of the production of sewn parts and the production of
cut parts to verify that the planning module for the cutting and management of
the sewing workshops are in tune to the order fulfillment.
Table
3: Descriptive statistics; Sewing Exte; Sewing Inte; Total Costur; Cortad Parts
Variável Média EP(média) DP Variância
Minimo
Q1 Mediana
Q3 Máximo |
Costura
Externa 52334 5965 18862 355779379
27811 32710
50576 70513
83080 |
Costura
Interna 18389 1661 5252
27582349 9625 15485 17611 21956 28967 |
Total
Costura 70723 6167 19502
380315667 41715
55660 70929
86828 102248 |
Peças
Cortadas 79979 4860 19441 377935205 54269 63986
75353 91639
123781 |
(DP: desvio-padrão; Q1 e Q2: quartis: EP: erro
padrão) Fonte: Autores (2016).
Note:
There is a difference between the cut pieces (average of 79,979 pieces) in
relation to the sewn pieces (average of 70,723 pieces), meaning a bottleneck in
the operations of ironing, revision and dispatch to fulfill the orders within
the agreed time.
Figure 4:
Graphic of the histogram of sewing and cut pieces.
Source:
Authors (2016).
Note:
In Figures 5 and 6, it is observed that statistically the average of the total
of sewn pieces is close to the average of cut pieces. This is also proven from
the results of ANOVA (analysis of variance) given in Table 3 (p-value =
0.807> 0.05) where equality of averages is not rejected assuming a level of
significance equal to 5%.
Figure 5:
Sewing boxplot chart and cut pieces.
Source:
Authors (2016).
Figure 6:
Graphic of the individual value of sewing and cut pieces.
Source:
Authors (2016).
Note:
From the normal probability graphs (points close to the line) of Figure 7, it
is observed that data related to the production of the inner and outer seam
pieces follow a normal distribution.
Figure 7: Plot
of probability of sewing and cut pieces.
Source:
Authors (2016).
Table
4: ANOVA with a classification: Total Sewing; Cutting Parts1
FV GL SQ QM F P |
Factor 1
15479201 15479201 0,06
0,807 |
Error 18
4520749018 251152723 |
Total 19
4536228220 |
(FV: fonte de variação; GL: graus de
liberdade; SQ: soma de quadrados; QM: quadrado médio;F: distribuição F de
Snedecor; P: valor-p)
Figure 8: Plot
of residual seam probability.
Source:
Authors (2016).
Note:
Assumptions of the ANOVA model (residue normality and constant variance) are
verified as shown in the residue chart given in Figure 8. There is reason to
say that the model is appropriate.
5. FINAL CONSIDERATIONS
Due
to competition, companies are expanding their vision and strategic performance.
Every productive process is only carried out with the participation of all,
each one contributing with some resource. Employees contribute their technical
knowledge, operational capabilities and skills, providing decisions that
streamline organizations (SILVA; LIOTTO; BRUCH, 2011).
The
implantation of the "5 S" in the company was of total importance in
the management of the people and in the changes occurred in the organizational
culture. According to the authors, it is necessary that everyone knows and
understands the importance of "5s" and their results and that they
understand, agree and comply with the requested procedures and rules, since
there is only dedication when people understand and commit to what they are
doing. For this was very important the participation of all in the activities,
pointing needs, criticism and solutions.
The
process of continuous improvement, Kaizen, is directly linked to two factors:
the culture and the total involvement of top management with the participation
of those responsible for the process. Based on the number of ideas suggested
and implemented, the system was confirmed by the statistical results so that
the company could improve its competitiveness and, why not say, to guarantee
its sustainability.
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Gestão Org., v. 13, n. 2, p. 176-186.
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Elaborar Projetos e Pesquisa, 4 ed.
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S. K. (2014) The 5S and kaizen concept for overall improvement of the
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APPENDIX
A - PLAN OF ACTION
Acronym:
DI - Industrial Directorate; DC - Commercial Directorate; PCP - Production
Planning and Control; AD- Administrative Assistant; CO- Control Offices;
SE-Sector of Expedition; GD-Development Management; RH-Human Relationships.
Table 5: Plan of Action for case study.
ÁREA: |
Oficinas
de Costuras |
RESPONSÁVEL:
|
Diretor
Industrial |
DATA: |
07/04/2014 |
|
|
|||||||
META:
|
Atendimento
no prazo |
ITEM
DE CONTROLE: |
Atendimento
no prazo |
|||||||||||
EQUIPE: |
DI, DC, PCP, AD, CO, DC, SC, SE, GD, RH |
FÓRMULA
DE CÁLCULO: |
|
|||||||||||
CAUSA |
O QUE FAZER |
QUEM |
QUANDO |
COMO |
Por que |
ONDE |
STATUS |
|||||||
(Ação ou contramedida) |
(Resp.) |
(Prazo) |
(Detalhamento da ação) |
(Motivo da ação) |
(Local) |
(Cor) |
||||||||
1 |
Falha de Leitura e
Interpretação da Ficha Técnica |
Rever a Ficha Técnica |
DP |
22/4 |
Revisando
e modificando a ficha técnica, e retirando informações de clientes,
compradora, prazo de entrega valor da mão de obra, colocando a referência da
cor da linha de costura dos diversos fornecedores, fazendo desenho em
separado da posição das etiquetas, fazendo desenho das peças com as dimensões
que as facções devem contar na produção, fazendo uma tabela da quantidade de
elástico, rendas, etc. |
Facilitar o
entendimento da peça, e a facção poder utilizar a ficha técnica no processo
de costura e na revisão final. |
Produto |
|
||||||
DP |
30/5 |
Fazendo
o treinamento da nova ficha técnica com todas as oficinas de costuras,
levando uma peça com uma ficha técnica para treinamento, com todas as
informações necessárias. |
Oficinas |
|
||||||||||
2 |
Atrasos e acúmulos nas
datas de entrega dos cortes enviados a facção |
Montar um planejamento
e controle das oficinas de costura. |
PCP |
11/4 |
Fazendo
um planejamento da capacidade das oficinas x quantidade de peças enviadas por
OP's, através de um mapão de controle, de acordo com a data de entrega do
pedido, e fazendo o follow-up junto às oficinas para garantir as entregas nos
prazos acordados. |
Estabelecer uma
sistemática de planejamento, controle e cobrança das oficinas para garantir
as entregas nos prazos acordados. |
Dir |
|
||||||
DI |
30/4 |
Revendo
o Mapão e Fazendo a cobrança, o planejamento e envio das peças para as
facções diariamente de acordo com o mapão que foi atualizado e entregue na
primeira hora do expediente pela AD |
|
|||||||||||
AD |
17/4 |
Enviando
a ficha técnica por e-mail para as oficinas de costura com a indicação no
e-mail das quantidades a serem produzidos, valor da mão de obra em R$/peça e
prazo de entrega, ao CO, ajustarem por telefone com a oficina. |
|
|||||||||||
3 |
Falha no envio da peça
piloto quando o envio do corte é dividido em mais de uma facção |
Enviar peça piloto em
todos os cortes para as oficinas de costura |
CO |
11/4 |
Enviando
a peça piloto lacrada para toda a OP's, inclusive os cortes que em foram
feitos à divisão em função dos prazos de entregas e das capacidades de
produção das oficinas de costuras. |
Evitar
peças com não conformidade e dentro da qualidade esperada da empresa. |
Dir |
|
||||||
4 |
Perda/falta de
aviamento nas facções |
Criar
um procedimento para fazer conferência nos aviamentos que as facções recebem. |
DC |
17/4 |
Informando
as facções que devem fazer a conferência dos aviamentos no prazo máximo de 24
horas após o recebimento dos cortes com a finalidade de informar ao CO
qualquer divergência entre o que foi emitido pela empresa e o que foi
recebido pelas oficinas |
Estabelecer
uma sistemática de contagem dos aviamentos para garantir as entregas nos
prazos acordados. |
Dir |
|
||||||
5 |
Falta de aviamentos
nos cortes que são enviados pela empresa para a facção. |
Somente
enviar cortes com todos os aviamentos para as oficinas, a exceção são as
etiquetas que o magazine não enviou. |
DC |
11/4 |
Estabelecendo
um procedimento de enviar somente 100% dos cortes completos para as oficinas,
com exceção das etiquetas que são enviadas pelos magazines, e criando um
procedimento para enviar para as oficinas de costura. |
Evitar
excesso de transporte para a facção corte ficar parado na facção com data de
entrega acordada, excesso de ligação para garantir as entregas nos prazos. |
Dir |
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6 |
Atraso no envio das
amostras de produção das oficinas (10 peças) para controle na empresa. |
Criar
um procedimento para controle e retorno das peças de controle que foram
enviadas das facções a empresa. |
DC |
17/4 |
Estabelecendo
o período de 24 horas para a CO retornar as oficinas de costura sobre as 5
peças produzidas para controle (as peças devem chegar lacradas pela oficina
junto com a peça piloto que foi enviada para amostra), e criando um
procedimento. |
Estabelecer
uma sistemática de retorno das peças para aprovação do lote de fabricação
para garantir as entregas nos prazos acordados. |
Dir |
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7 |
Falha na sistemática
de auditoria de qualidade na facção |
Rever
procedimento da piloteira |
DC |
17/4 |
Fazendo
um procedimento de auditoria nas facções pela piloteira com a finalidade de
verificar se as peças no processo de costura estão de acordo com o padrão de
qualidade da empresa, se as peças que estão prontas estão aprovadas de acordo
com o plano de amostragem após a comunicação oficial as oficinas. |
Estabelecer
uma sistemática de inspeção das peças em processo e acabadas para garantir a
entrega nos prazos acordados |
Dir |
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Estruturar equipe de
inspeção nas oficinas de costuras. |
DI |
20/5 |
Montando
uma estrutura de inspetoras de qualidade para fazer inspeção nas oficinas de
costuras das peças prontas para envio a empresa, utilizando o plano de
amostragem. |
Estabelecer
uma sistemática de inspeção das peças acabadas para garantir a entrega nos
prazos acordados |
Dir |
|
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8 |
Falha na sistemática
de auditoria de qualidade de recebimento de peças das oficinas |
Rever e estabelecer o
procedimento para estabelecer critérios de aprovados ou reprovados os lotes
de produção das facções. |
CO |
7/4 |
Refazendo
o plano de amostragem, treinando o controle de qualidade de recebimento no
novo critério de acordo com o plano de inspeção NBR 5426 (Nível geral de
inspeção III, com NQA de 6,5%). |
Estabelecer
uma sistemática de inspeção para todos os magazines e os critérios de
aprovação e rejeição dos lotes recebidos das facções. |
CQ |
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Quando
o lote foi aprovado de acordo com a amostragem do lote, as peças com defeitos
encontradas devem ser concertadas e seguir junto com o lote para filial, ou
para o processo de passadoria e inspeção final. |
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Quando
o lote foi rejeitado de acordo com a amostragem do lote, se o defeito for
grave devolver todas as peças para a facção. |
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Quando
o lote foi rejeitado de acordo com a amostragem do lote, se o defeito for
leve fazer a inspeção interna 100%, identificar a quantidade de peças com
defeitos para serem consertadas internamente ou retornar para a facção de
acordo com a data de faturamento do pedido, |
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9 |
Falha no procedimento
de desconto das peças que foram rejeitadas pelo controle de qualidade |
Rever e estabelecer os
procedimento e critérios de desconto das peças que precisam ser concertadas |
DC |
17/4 |
Fazendo
um procedimento de desconto das peças que precisaram ser revisadas 100% pois
foram rejeitadas no CQ de recebimento e no concerto interno ou externo das
peças que foram retiradas da inspeção |
Estabelecer
uma sistemática de punição das oficinas que enviaram peças com problemas de
qualidade para garantir as entregas nos prazos acordados. |
Dir |
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10 |
Falta de informação da
queda de venda para as facções |
Informar
as oficinas da redução das peças a serem costuradas |
DC |
30/5 |
Informando
ao DI que em função das vendas as facções num período determinado a produção
vai ser reduzida e as mesmas podem dar férias a seus funcionários ou pegar
serviços de outros fornecedores |
Estabelecer
uma sistemática de programação de produção junto com as oficinas de costura. |
Dir |
|
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11 |
Falta de uma rota
antecipada dos motoristas para as facções |
Racionalizar
o uso do transporte para o atendimento das facções. |
SE |
17/4 |
Fazendo
o planejamento do transporte em função do mapa de controle das facções que
devem priorizar as datas de entregas e envio de novos cortes para o
atendimento dos pedidos. |
Diminuir
o custo do transporte, e garantir as entregas dos pedidos nos prazos. |
Expedição |
|
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12 |
Falha no comportamento
dos funcionários da empresa junto às facções |
Criar
um canal de comunicação |
DC |
17/4 |
Fazendo
um e-mail (ouvidoria@empresa.com.br) para receber os comunicados das facções
com problemas de comportamento dos funcionários da empresa. O RH deve filtrar
os e-mail e procurar meios de resolver estes conflitos |
Estabelecer
uma sistemática de comunicação com as oficinas de costura para problemas de
comportamento |
Dir |
|
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13 |
Falta de um critério
de premiação das facções |
Estimular
as oficinas de costura a entregar dentro dos prazos acordados e na qualidade
requerida. |
DI |
30/6 |
Fazendo
um estudo de premiação das oficinas que entregarem na data acordada, na
qualidade exigida dentro do plano de amostragem e montagem de um critério de
avalição para a substituição das oficinas problemáticas. |
Garantir
as entregas dos pedidos nos prazos e na qualidade esperada. |
Dir |
|
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14 |
Falha de corte no
tecido chifon, com diferenças de medidas para a costura. |
Fazer
e cortar o enfesto corretamente |
SC |
25/4 |
Fazendo
o treinamento e auditoria pelo SC nos cortes de chifon para garantir o método
correto de enfestar e cortar, e utilizando régua de madeira para evitar
problemas no corte. |
Aumentar
a produtividade das oficinas de costura e garantir as entregas nos prazos
acordados. |
Corte |
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15 |
Perda de produtividade
na costura em função do envio do viés em pedaços para cada operação de
costura. |
Rever
a modelagem das peças |
GD |
17/4 |
Fazendo
constar no risco a soma de todas as peças de viés com uma perda estimada de
5%, e ajustando o consumo para efeito de custo. |
Aumentar
a produtividade das oficinas de costuras em função de diminuir as emendas de
viés e evitar desperdício. |
Desenvolvimento |
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