This study aims to analyze how the implementation of Lean Manufacturing culture
can facilitate the optimization of the final production in a bicycle industry in the
industrial hub of the Manaus Free Trade Zone. And specifically, describe the
continuous improvements generated in production with the reduction of losses and
optimization of the unpacking sector after the implementation of PDCA and 5S
tools, score the benefits generated for the performance sector - responsible for
assembling bicycles, and compare the previous process of unpacking and after
the insertion of Lean Manufacturing culture. The methodology used in this work is
the case study, in which the study was conducted in a bicycle industry located in
the industrial hub of the Manaus Free Trade Zone, Amazonas, Brazil. The Lean
Manufacturing methodology has a simple and standardized approach that brings
quick answers, and the involvement of the teams is fundamental for success. Lean
generates an efficient work environment, with groups of high quality ideas,
bringing enormous professional fulfillment to those involved. However, despite the
Lean philosophy being presented in different ways, the tools to be emphasized in
this work are the 5S and the PDCA cycle applied to the bicycle unpacking and
assembly process, that is, the performance line. The results obtained after the
implementation of the Lean tools were 35.9% in the improvement of the
performance of the assembly line studied. What is worth mentioning is that the
production became capable, in the sense of meeting the factory and productivity
demands, while the waste time was evidenced in the reduction of the work time of
the exclusive unpacking sector, reduction of the transport time (in the path from
the unpacking operator to the production line operator), reduction of costs in the
maintenance of a sector, reduction of rework in organizing the parts and pieces
as to the sector and/or category, and also, the reduction in the production time of
bicycle assembly. However, it is noted that the production capacity in the
performance line remained similar to the previous year, but it was possible to
observe a large reduction in waste and a high level of organization in the work
environment. In addition, after the application of the 5S tool, the environment
became more organized and the arrangement of materials is positioned
appropriately. Therefore, it is noted that the Lean Manufacturing culture was not
only responsible for the optimization of space and the production cycle, but also
for reorganizing the production area and promoting the reduction of waste
generated in the previous pattern.
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