Implementação de Ferramentas Lean na Melhoria do Desempenho Operacional da Indústria de Bijuteria

Abstract

The increasing complexity of production systems and the need to efficiently respond to market demands make the adoption of continuous improvement methodologies essential in industrial organizations. In this context, this dissertation was carried out at Like a Bee, a company operating in the luxury fashion jewelry industry, with the aim of improving production system performance through the application of Lean principles and Kaizen methodologies. An initial diagnosis of the production process was carried out through direct observation in a Gemba environment, analysis of data extracted from the company's ERP system and collection of operational information. This assessment enabled the identification of several issues, including high levels of Work In Progress (WIP), difficulties in complying with the desired production mix, limited visibility of the production flow and waste associated with non-conformities and rework. Based on the identified problems, several improvement actions were implemented, including the development of Power BI dashboards for performance monitoring, the reorganization of the material request system from the Stock department, the implementation of visual management systems, the application of the 5S methodology in the tumbling sector and the development of a non-conformity monitoring document supported by Kaizen tools, specifically the Ishikawa Diagram and the 5 Why's methodology. In addition, current-state and future-state Value Stream Maps were developed to assess the impact of the implemented improvements. The results obtained, focused on the GoldSmith sector, showed a 22.49% reduction in average weekly WIP, an 11.88% increase in the production mix compliance index and a 21.22% increase in productivity. Furthermore, a reduction of 14.64% in KO non-conformities and 19.88% in rework across the entire factory was achieved. Simultaneously, the implementation of the 5S methodology improved working conditions in the tumbling sector, contributing to a more organized and safer working environment. In a final stage, a REFA analysis was conducted in the assembly sector with the aim of identifying non-value-added activities and opportunities for improvement in work organization. This analysis enabled the identification of several sources of waste and supported the development of improvement proposals focused on their elimination and on increasing operational efficiency. Overall, the results demonstrate the positive impact of the implemented actions on production system performance. Waste reduction, improved production mix compliance and greater production flow stability contributed to increased productivity, demonstrating that the application of Lean principles and Kaizen methodologies is an effective approach to promoting continuous improvement and enhancing competitiveness in highly demanding and quality-oriented production environments.