Análise da melhoria da confiabilidade do processo em um laboratório óptico por meio da metodologia FMEA

Abstract

The search for competitiveness in the market requires organizations to understand and use strategies, especially those that generate competitive advantage. In the area of operations, the focus on process reliability minimizes possible risks, in addition to leveraging cost savings. The present work aims to use the FMEA methodology of processes in the Anti-reflection Treatment sector through the FMEA methodology, aiming to identify the improvement of process reliability. A descriptive-exploratory case study was developed in an optical branch company that has been in the market for 25 years. This encompasses several competencies in the production chain of ophthalmic products and services, from the manufacture of lenses and frames and services of surfacing, assembly and anti-reflex treatment. This last process is the object of this research, because it is the laboratory that meets both the demands of the factory and the market. The data were collected through documentary research and participant observation concerning a year of research, being treated in a qualitative way, using the methods: five whys, to identify the origin of the cause of the failures; Ishikawa diagram, to study and analyze the failures of each process; the Severity, Occurrence, and Detection indices to assign scale to each potential failure. They were also treated quantitatively through the calculation of the RPN and the use of the Pareto Diagram to identify the critical processes. In order to meet the objectives of this research, the following anti-reflection processes were described: Initial Quality Control; Application of antiscratch by immersion; Application of anti-risk spin; Application of anti-glare; and Final Quality Control. And from the identification of the processes were established the failures of the processes and their main causes using the Ishikawa Diagram in order to determine the potential causes for the elaboration of the FMEA, which in addition to the failures and potential causes, describes the effects of these failures and whether these are documented or not by the company. Finally, in the FMEA after assigning the values of the Severity, Occurrence and Detection indices, the RPN calculation is performed, which will determine which critical processes should be prioritized initially for improvement proposals through a plan of action that seeks to eliminate or reduce causes and power failures. We conclude that the FMEA method requires that we initially define the subprocesses involved in the analysis, as well as the failures and causes of these subprocesses, so that in the end the organization is oriented to a change of culture, which permeates in assigning actions of improvements to inhibit or reduce process failures.