World Class Manufacturing (WCM) em uma fábrica de componentes e módulos automotivos – aplicação na gestão de indicadores de qualidade

Abstract

The automotive sector plays an important role in the global industrial structure, and despite the unfavorable macroeconomic scenario, the vehicle market is still hot (Anfavea, 2019). With increasing sales and aiming at the global competitiveness of the auto industry, companies are driven to reduce costs, improve quality and increase their level of service. As a competitive strategy, companies should invest in using advanced and efficient problem-solving tools to eliminate loss and waste from non value-added activities. The present study deals with the application of the adaptation of the seven problem solving steps of the World Class Manfacturing (WCM) methodology to the management of quality indicators through a major improvement project (major kaizen). The company being studied is a supplier of automotive components and modules, with approximately 500 employees. The process flow of the company's indicator management method is made up of many slow, manual steps, and per day, 128 minutes are spent on this activity, requiring considerable time for NVAA activities. This research aims to identify the root cause of the high time demanded in the presentation of quality indicators, and consists of a case study, classified as descriptive and exploratory, with qualitative and quantitative approaches. Data collection was performed through participant direct observation of the process, spreadsheets and through training and studies on the subject. In order to achieve the objectives, the WCM quality tools were used to identify the root cause and as a proposal for improvement a new production pointing configuration was suggested through SharePoint (Data Sharing Platform that can be used as a site) and dashboards creation in Power Bi. The application of the tools enabled the company to obtain reliable data to assist in decision making, reducing the time with activities that do not add value by 59%, allocating the workforce to another activity that adds knowledge and growth for the company.