{"id":7835,"date":"2020-11-26T20:49:53","date_gmt":"2020-11-26T20:49:53","guid":{"rendered":"https:\/\/blog.infraspeak.com\/?p=7835"},"modified":"2023-02-07T17:12:43","modified_gmt":"2023-02-07T17:12:43","slug":"8-desperdicios-do-lean-manufacturing","status":"publish","type":"post","link":"https:\/\/blog.infraspeak.com\/pt-pt\/8-desperdicios-do-lean-manufacturing\/","title":{"rendered":"Quais s\u00e3o os 8 desperd\u00edcios do lean manufacturing?"},"content":{"rendered":"<div id=\"bsf_rt_marker\"><\/div><p><span style=\"font-weight: 400;\">Em 2020, n\u00e3o se pode dizer que o lean seja propriamente uma novidade. Bem pelo contr\u00e1rio, j\u00e1 \u00e9 um m\u00e9todo bastante conhecido para aumentar a produtividade e, ao mesmo tempo, reduzir os custos operacionais. <\/span><b><i>Como?<\/i><\/b> <span style=\"font-weight: 400;\">O pensamento lean prop\u00f5e melhorias cont\u00ednuas (<\/span><a href=\"https:\/\/blog.infraspeak.com\/pt-pt\/kaizen-melhorias-continuas\/\"><i><span style=\"font-weight: 400;\">kaizen<\/span><\/i><\/a><span style=\"font-weight: 400;\">) e eliminar o desperd\u00edcio (<\/span><i><span style=\"font-weight: 400;\">muda<\/span><\/i><span style=\"font-weight: 400;\">). Quando dizemos desperd\u00edcio, estamos a referir-nos a qualquer atividade que n\u00e3o adiciona valor ao produto, e que o cliente n\u00e3o est\u00e1 disposto a pagar.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Onde \u00e9 que o leitor entra? <\/b><span style=\"font-weight: 400;\">Ainda bem que pergunta. Na realidade, h\u00e1 muitas coisas que um facility manager pode fazer para reduzir o desperd\u00edcio. Vai aperceber-se disso assim que ficar a conhecer melhor os 8 desperd\u00edcios do lean. Portanto, agora \u00e9 a nossa vez de fazer uma pergunta: est\u00e1 pronto a enfrentar os esqueletos no arm\u00e1rio?<\/span><\/p>\n<p>&nbsp;<\/p>\n<h2><span style=\"font-weight: 400;\">Qual \u00e9 a origem do <\/span><i><span style=\"font-weight: 400;\">lean manufacturing<\/span><\/i><span style=\"font-weight: 400;\">?<\/span><\/h2>\n<p><span style=\"font-weight: 400;\">O conceito de \u201clean\u201d \u00e9 relativamente novo. O termo surgiu no Ocidente apenas em 1988, e s\u00f3 em 1996 \u00e9 que se publicou o primeiro livro sobre os 5S, ou os <a href=\"https:\/\/www.researchgate.net\/publication\/200657172_Lean_Thinking_Banish_Waste_and_Create_Wealth_in_Your_Corporation\">5 princ\u00edpios que guiam o lean<\/a>\u00a0[em ingl\u00eas]. Mas, na pr\u00e1tica, o l<\/span><i><span style=\"font-weight: 400;\">ean manufacturing<\/span><\/i><span style=\"font-weight: 400;\"> j\u00e1 existia desde os anos 30 com outro nome \u2013 o \u201cM\u00e9todo Toyota\u201d. <strong>O pensamento lean, a filosofia lean e a metodologia lean bebem todas da mesma fonte: o sistema de produ\u00e7\u00e3o implementado pela Toyota nos anos 30, e que mudou muito pouco entretanto.\u00a0<\/strong><\/span><\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"font-weight: 400;\">No entanto, antes de implementar este m\u00e9todo, precisa de entender quais s\u00e3o os 8 desperd\u00edcios do lean. H\u00e1 7 que j\u00e1 estavam previstos desde os anos 30, e o 8\u00ba \u00e9 uma nova adi\u00e7\u00e3o. Depois de os identificar na sua pr\u00f3pria empresa, pode agir, elimin\u00e1-los, e reduzir o desperd\u00edcio. Ent\u00e3o, sem mais demoras\u2026\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<h2><span style=\"font-weight: 400;\">Quais s\u00e3o os 8 desperd\u00edcios do lean?<\/span><\/h2>\n<ul>\n<li>\n<h3><b>Defeitos\u00a0<\/b><\/h3>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">N\u00e3o h\u00e1 d\u00favidas de que os produtos com defeito s\u00e3o um desperd\u00edcio de tempo e dinheiro. Os defeitos podem resultar de falta de standards ou de controlo de qualidade, erros a planear a produ\u00e7\u00e3o, <\/span><a href=\"https:\/\/blog.infraspeak.com\/pt-pt\/bill-of-materials-manutencao\/\"><span style=\"font-weight: 400;\">estruturas de produto<\/span><\/a><span style=\"font-weight: 400;\"> incompletas, assim como falhas na manuten\u00e7\u00e3o. Estas \u00faltimas fazem com que os equipamentos tenham uma performance pior e um output com menos qualidade, o que influencia negativamente o OEE. Certifique-se de que h\u00e1 uma checklist ou alguma esp\u00e9cie de controle no fim de cada etapa da cadeia de produ\u00e7\u00e3o, e mantenha-se atento ao <\/span><a href=\"https:\/\/blog.infraspeak.com\/pt-pt\/oee-teep-ooe\/\"><span style=\"font-weight: 400;\">OEE<\/span><\/a><span style=\"font-weight: 400;\">. Se aumentar, est\u00e1 a produzir menos desperd\u00edcio. Se descer, fa\u00e7a um plano de a\u00e7\u00e3o!<\/span><\/p>\n<ul>\n<li>\n<h3><b>Excesso de processamento<\/b><\/h3>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">O\u00a0 excesso de processamento consiste em qualquer atividade que aumenta o custo ou o tempo de produ\u00e7\u00e3o. Por exemplo, usar materiais que s\u00e3o mais dispendiosos do que aquilo que o consumidor est\u00e1 disposto a pagar. Tal como\u2026 servir caf\u00e9 rec\u00e9m-mo\u00eddo a algu\u00e9m que fica satisfeito com caf\u00e9 instant\u00e2neo. A maioria das vezes, o excesso de processamento acontece porque o processo de fabrico n\u00e3o est\u00e1 bem pensado ou \u00e9 demasiado redundante, tanto a n\u00edvel administrativo como na linha de produ\u00e7\u00e3o. Tamb\u00e9m se podem somar outros problemas, como a duplica\u00e7\u00e3o de informa\u00e7\u00e3o e de tarefas. Uma solu\u00e7\u00e3o \u00e9 trabalhar mais no mapeamento de processos e simplific\u00e1-lo, nomeadamente se conseguir <\/span><a href=\"https:\/\/blog.infraspeak.com\/pt-pt\/infraspeak-integracoes\/\"><span style=\"font-weight: 400;\">integrar v\u00e1rias ferramentas<\/span><\/a><span style=\"font-weight: 400;\">.\u00a0<\/span><\/p>\n<ul>\n<li>\n<h3><b>Excesso de produ\u00e7\u00e3o\u00a0<\/b><\/h3>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Talvez o maior desperd\u00edcio das empresas seja produzir mais do que o necess\u00e1rio, mais r\u00e1pido do que \u00e9 preciso, ou <\/span><i><span style=\"font-weight: 400;\">antes<\/span><\/i><span style=\"font-weight: 400;\"> de ser preciso. Muitas vezes, <\/span><span style=\"font-weight: 400;\">a produ\u00e7\u00e3o n\u00e3o consegue acompanhar o ritmo a que procura flutua<\/span><span style=\"font-weight: 400;\">; e, se produzir mais do que o necess\u00e1rio, o stock vai f<\/span><span style=\"font-weight: 400;\">icar estagnado em armaz\u00e9m<\/span><span style=\"font-weight: 400;\">. \u00c9 f\u00e1cil pensar que o excesso de produ\u00e7\u00e3o s\u00f3 acontece quando n\u00e3o est\u00e1 atento \u00e0s mudan\u00e7as do mercado, mas tamb\u00e9m pode ser uma consequ\u00eancia de um processo pouco fi\u00e1vel, hor\u00e1rios inst\u00e1veis ou falta de comunica\u00e7\u00e3o. Use estat\u00edsticas para prever a procura, estimar os tempos de produ\u00e7\u00e3o, e aja em conformidade.\u00a0<\/span><\/p>\n<ul>\n<li>\n<h3><b>Tempos de Espera\u00a0<\/b><\/h3>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">\u201cTempo \u00e9 dinheiro\u201d \u00e9 uma das poucas express\u00f5es que se traduz para todas as l\u00ednguas. Quer seja esperar por pessoas, pe\u00e7as ou materiais, documentos ou ferramentas, ou para que os equipamentos voltem a ficar dispon\u00edveis, \u00e9 uma perda de tempo. Se \u00e9 facility manager ou gestor de manuten\u00e7\u00e3o, n\u00e3o precisamos de o relembrar de que faz parte do seu trabalho assegurar-se de que os equipamentos est\u00e3o dispon\u00edveis quando as equipas precisam deles. Pode evitar tempos de espera se simplificar os pedidos de autoriza\u00e7\u00e3o, centralizar a informa\u00e7\u00e3o e, claro, melhorar a <\/span><a href=\"https:\/\/blog.infraspeak.com\/pt-pt\/disponibilidade-confiabilidade-manutenibilidade\/\"><span style=\"font-weight: 400;\">disponibilidade<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/p>\n<ul>\n<li>\n<h3><b>Invent\u00e1rio\u00a0<\/b><\/h3>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">A m\u00e1 gest\u00e3o de invent\u00e1rio vai desde armazenar mais produtos do\u00a0 que consegue escoar at\u00e9 \u00e0s quebras de stock, passando por guardar computadores dos anos 90 e pe\u00e7as estragadas. Os materiais que n\u00e3o usa ocupam espa\u00e7o e, pior, fazem com que n\u00e3o encontre facilmente aquilo de que <\/span><i><span style=\"font-weight: 400;\">realmente<\/span><\/i><span style=\"font-weight: 400;\"> precisa. As empresas que seguem metodologias lean \u00e0 risca s\u00f3 fazem encomendas quando s\u00e3o absolutamente necess\u00e1rias, de forma a otimizar o uso do armaz\u00e9m. <\/span><span style=\"font-weight: 400;\">Al\u00e9m disso, talvez seja vantajoso implementar listas ordenadas de materiais para evitar ruturas.<\/span><\/p>\n<ul>\n<li>\n<h3><b>Excesso de Transporte\u00a0<\/b><\/h3>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Transportar o produto ou os materiais mais vezes do que o necess\u00e1rio gera mais desperd\u00edcio de recursos e de tempo. Os clientes n\u00e3o querem pagar mais por isso! Ali\u00e1s, nem deviam pagar mais pelo simples facto de a empresa n\u00e3o organizar a cadeia de fornecimento nem fazer uma <a href=\"https:\/\/blog.infraspeak.com\/pt-pt\/mro-manutencao-reparacao-operacoes\/\">gest\u00e3o de MRO<\/a> ou ter v\u00e1rios armaz\u00e9ns. O excesso de transporte consegue evitar-se atrav\u00e9s de melhorias no planeamento, gest\u00e3o de armaz\u00e9ns e organiza\u00e7\u00e3o do espa\u00e7o de trabalho.<\/span><\/p>\n<ul>\n<li>\n<h3><b>Excesso de Movimento\u00a0<\/b><\/h3>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Acab\u00e1mos de mencionar o excesso de transporte, e agora movimento. <\/span><i><span style=\"font-weight: 400;\">N\u00e3o s\u00e3o sin\u00f3nimos? <\/span><\/i><span style=\"font-weight: 400;\">O transporte \u00e9 a desloca\u00e7\u00e3o desnecess\u00e1ria de produtos e materiais, enquanto o movimento se refere ao movimento de pessoas. Qualquer movimento que n\u00e3o acrescente valor ao produto \u00e9 um desperd\u00edcio \u2013 <\/span><span style=\"font-weight: 400;\">por exemplo, ir buscar um equipamento partilhado ou ferramentas que est\u00e3o arrumadas noutra \u00e1rea.<\/span><span style=\"font-weight: 400;\"> Como facility manager, talvez seja aqui onde pode fazer a diferen\u00e7a para evitar desperd\u00edcio. Deixamos algumas ideias: melhorar a disposi\u00e7\u00e3o da zona de trabalho, criar controlos visuais ou adotar linhas de produ\u00e7\u00e3o em U.\u00a0<\/span><\/p>\n<ul>\n<li>\n<h3><b>Desperd\u00edcio de talento<\/b><\/h3>\n<\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">A m\u00e1 utiliza\u00e7\u00e3o do capital humano \u00e9 outro dos 8 desperd\u00edcios do lean, apesar de n\u00e3o estar inclu\u00eddo no <\/span><i><span style=\"font-weight: 400;\">muda<\/span><\/i><span style=\"font-weight: 400;\"> original. No entanto, hoje em dia sabemos que o desperd\u00edcio de recursos humanos \u00e9 t\u00e3o grave quanto todos os outros. Isto acontece quando est\u00e1 a ocupar t\u00e9cnicos com tarefas que ficam aqu\u00e9m das suas capacidades ou quando n\u00e3o tem em considera\u00e7\u00e3o o feedback dos seus funcion\u00e1rios. Quando as pessoas n\u00e3o se sentem valorizadas, quer seja por falta de realiza\u00e7\u00e3o profissional ou porque se sentem ignoradas, fazem \u201c<\/span><span style=\"font-weight: 400;\">check-out\u201d<\/span><span style=\"font-weight: 400;\">. <\/span><span style=\"font-weight: 400;\">Al\u00e9m disso, pode perder talento e ideias brilhantes para os seus concorrentes!<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"font-weight: 400;\">\u00c0 medida que a Ind\u00fastria 4.0 e a IoT se tornam uma realidade, <\/span><span style=\"font-weight: 400;\">seria de pensar que j\u00e1 h\u00e1 solu\u00e7\u00f5es e automatismos para tudo<\/span><span style=\"font-weight: 400;\">. Mas, <\/span><span style=\"font-weight: 400;\">se a sua <\/span><span style=\"font-weight: 400;\">filosofia n\u00e3o vai a par com a tecnologia<\/span><span style=\"font-weight: 400;\">, nunca conseguir\u00e1 ser t\u00e3o produtivo quanto poss\u00edvel. <\/span><span style=\"font-weight: 400;\">Aderir a uma metodologia lean vai simplificar os processos \u2013 ali\u00e1s, mesmo que n\u00e3o subscreva a 100%, h\u00e1 sempre vantagens em eliminar qualquer um destes \u201c8 desperd\u00edcios do lean\u201d.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<h2>Quer saber mais sobre Lean?<\/h2>\n<p>Leia o artigo <a href=\"https:\/\/blog.infraspeak.com\/pt-pt\/manutencao-lean\/\">Manuten\u00e7\u00e3o Lean para Tot\u00f3s.<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>O pensamento lean prop\u00f5e melhorias cont\u00ednuas (kaizen) e eliminar o desperd\u00edcio (muda) para aumentar a produtividade e reduzir os custos. O que \u00e9 que os facility managers podem fazer?<\/p>\n","protected":false},"author":54,"featured_media":7844,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":"","_wp_rev_ctl_limit":""},"categories":[373,351],"tags":[],"class_list":["post-7835","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-facility-management","category-gestao-de-ativos"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Quais s\u00e3o os 8 desperd\u00edcios do lean manufacturing? &#8226; Infraspeak Blog<\/title>\n<meta name=\"description\" content=\"O lean prop\u00f5e melhorias cont\u00ednuas (kaizen) e eliminar os 8 desperd\u00edcios do lean (muda) para aumentar a produtividade. 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