AUTOMATION AND EFFICIENCY IN THE
OPERATIONAL PROCESSES: A CASE STUDY IN A LOGISTICS OPERATOR
Dener Gomes do Nascimento
Fatec – Carapicuíba, Brazil
E-mail: dener_1717@hotmail.com
Giovanni Henrique da Silva
Fatec – Carapicuíba, Brazil
E-mail: giovanni_sp_fire@hotmail.com
Submission: 03/01/2017
Accept: 13/01/2017
ABSTRACT
Globalization
has made the automations become increasingly feasible and with the
technological development, many operations can be optimized, bringing
productivity gains. Logistics is a major benefit of all this development,
because lives a time extremely competitive, in which being efficient is a
requirement to stay alive in the market. Inserted in this context, this article
seeks from the analysis of the processes in a distribution center, identify
opportunities to automate operations to gain productivity and offer a better
working condition for employees.
Keywords: Automation,
globalization, logistics, productivity
1. INTRODUCTION
This article about automation and
efficiency in the operational processes flows focused on a case study of a
logistics operator.
The process of development of
efficiency and effectiveness in operations in companies not only involves
managing people doing their management, but also the assessment of processes that
have in the operation, in order to make them more productive and automated.
When not carried out this investigation correctly and efficiently, the company
is subject to be less competitive in the market, leaving to leverage the
service that provides.
With the advancement of technology
and each day more globalization consolidates itself, causing the interaction
and integration of persons and services occurs, it is necessary to have more
agility of businesses in developing methods, tools and improvements in their
processes.
According to Guarnieri et al.
(2006), the growing demands of competitiveness in the market ensures that
companies adopt methods, ways and more efficient equipment in order to
significantly improve their productivity, as well as its quality in services.
In this sense we can say that the
logistics, to have a fundamental role contributes in a greater control of the
activities of moving and storage, thus facilitating, for an efficient flow of
goods, i.e., from the initial loading of materials from a supplier, until the
sale of the manufactured product to the final consumer.
The objective of this study was to
evaluate the flow of operational activities, noting which steps of the process
can be automated with the implementation of equipment that will contribute to a
good operational performance, making the process more productive and
consequently be reduced cost for the company. Other
objectives were also present: performing the literature review based on
articles that have similarity with the theme of work; identify the definitions
of stock and its management tools and perform the mapping and analysis of the
material flow within the distribution center, as well as the analysis of
productivity that might be in some of the steps checked.
Thus, this article seeks to assess:
how you can enhance the level of service operations; how to automate the
process within the operation studied; what steps within the company need
improvements that bring results beneficial to the organization; what the gains
that this study will bring to the company and employees involved in the
activities evaluated?
With this, it was possible to
analyze the importance of equipment that assist in the process of packaging and
unitization agreement within the distribution centers, such as differential
factor for greater efficiency in processes with increased productivity and cost
reduction.
It was the assumption that many
companies do not meet in their operational processes the opportunities they
have to perform significant improvements from the automation that can result in
increased productivity and cost reduction, through a thorough analysis in the
steps that make up the operational activities and thereby achieve a better
result in the tasks in everyday life, leaving to maximize your level of
service.
Thus, the present study is justified
by the fact that the companies still do not implement analyzes in their
operational processes by evaluating which points of improvements can be
implemented from tools that assist the operational processes, to get a better
performance in operation managed to maximize profits and minimize costs.
2. RESEARCH METHODOLOGY
It was a qualitative research,
literature review in which he also worked with quantitative data. On the
approach to the problem is to be classified as a qualitative research.
According to Lima (2001), Mean by
qualitative research as the research-focused research whose primary concern is
to understand the phenomenon, describing the object of study, interpret their
values and relationships, not removing the thought of reality of social actors
and where a researcher and researched are subject applicants, and consequently,
active in the development of scientific research. As soon as this article seeks
to explain, the case based on the phenomena observed.
It
was done a case study, because according to Gil (1999) this method assumes that
the study of a case study can be representative of many others, or similar
cases. The project is deepened in the planning of the stock.
3. THEORETICAL FUNDATION
The logistics has a fundamental role
in relation to the processes of warehousing and distribution of goods from the
supplier to the end customer, always seeking to maximize profits and minimize
costs; below we have the concept and definitions of author’s experts in the
area.
The concept of logistics for Ching
(2006) consists in performing the function of responding across the movement of
materials within the internal and external environment of the company, starting
with the arrival of raw materials to the delivery of the final product to the
customer.
According
to Bowersox and Closs (2010), the logistics involves managing the order
processing, inventory, and combination of storage, material handling and
packaging all delivered by a network of facilities.
As
for Martins and Campos (2010), the logistics is responsible for planning,
operation and control of the flow of goods and information from the source
supplier to the customer.
Thus, whitin the modern business,
the reason for logistics activity is to achieve the satisfaction of its
consumers
According
to Carvalho (2002), defines itself as a logistics supply chain management
planning and program flow of storage efficient and economical materials,
semi-finished and finished products as well as the data generated to them, from
the origin to the final destination in order to meet the expectations of our
customers.
According
to the authors cited above, we can identify who within the logistics segment
the main area of the management of resources is the stock.
As
cited by the authors the logistics plays a fundamental role in the days of
today in the process of distribution of goods, being responsible for planning,
organizing and carrying out the most diverse processes in this chain of
relationships between customers and final customer.
3.2.
Distribution Centers
To
ensure that the process of warehousing and distribution of goods occur
businesses require that these materials are properly stored in distribution
centers that are fundamental for the sending of the most varied products.
The
physical distribution of products is one of the logistical challenges, so the
choice of the location and function of storage facilities is a differential,
and all the processes that promote an efficient flow of materials and finished
products are part of an integrated set of decision-making (RODRIGUES;
PIZZOLATO, 2003).
Figure
1 shows the relationship that is established between the distribution center as
the primary intermediary of suppliers and final customer, making this bridge of
connection for the sending of goods:
Figure 1: Distribution Center.
Source:
Adapted from Bowersox and Closs (2010)
As
the authors cited, the Distribution Center has functions of extreme importance
in the logistics process, from the location in which it will be implemented as
your operational processes, which are run efficiently bring breathtaking
results throughout the chain.
3.3.
Functions
of a Distribution Center
The
distribution center has a role and essential functions within the logistics
chain, as the authors:
Rodrigues
and Pizzolato apud Calazans (2003) stated that the main functions of a
Distribution Center are:
·
Receipt;
·
Movement of goods;
·
Storage;
·
Separation of requests;
·
Despatcher.
The
Figure 2 illustrates the steps described above:
Figure 2: Functions of a Distribution Center.
Source:
Adapted from Rodrigues and Pizzolato (2003
The
Figure 2 is intended to demonstrate the functions that are established within
the operating process in the Distribution Center, from receipt through to
dispatch and at all stages, have particular tasks that are detailed in the
course of the study.
3.4.
Layout
(Physical Arrangement)
In
any warehouse or distribution center, makes it necessary a layout very well
defined for the processes and stages of operation can function properly.
The
physical arrangement is the physical layout of equipment, materials and people
in the most appropriate manner to the process, meaning the placement of
elements involved to provide a better operational performance. The layout influences
the distribution and location of components in a work environment, and to
achieve the perfection you need planning, the layout has to exist (VIANA,
2012).
The
author also stresses that the goals of the layout in a warehouse must be:
·
Maximize the use of space;
·
Provide a movement of materials more efficient;
·
Provide a storage more economical, in relation to the
cost of space, damage to materials, and labor time of the warehouse and wear of
material handling.
In
addition, the layout projection consists in only five steps that are necessary
to define:
·
The location of all obstacles;
·
Which are the areas of shipping and receiving;
·
What will be the storage areas and separation of
requests;
·
The location of stock.
To
Rodrigues (2009) the operational layout refers to the physical arrangement that
is premised on increasing the accessibility of materials and the traffic flows
of material handling, and affirms that a layout well planned brings advantages
such as:
·
Simplifying the handling;
·
Rationalizes both the use of the storage area for the
use of the labor force;
·
Maximizes uptime of equipment handling, which can
reduce the amount of faults in the materials.
·
The author also points out that to have a good layout
should be taken into consideration:
·
The location, measures and amount of docks, which are
the places intended for shipment and unloading of vehicles;
·
The width and layout of streets that are longitudinal
corridors and sleepers that are transverse corridors;
·
The volumetric capacity, extent and location of the
square, which is the total area of the warehouse for the stacking of materials;
·
The volumetric capacity, extent and location reserved
for greater security of materials of high benefit.
It is
difficult to establish generalizations regarding the physical arrangement,
because he will have to meet the different needs of each tank, in order to
facilitate the movement of materials (BOWERSOX; CLOSS, 2010)
Within
the operations analysis of the spaces for a good definition of layout it is
necessary because according to the authors, it is imperative that there is a
plan to prepare a good layout, making it an extremely competitive.
3.5.
Packaging
and Unitization
For a
productivity gain of the packing process and unitization of products, it is not
only necessary, but should be executed in the best way for a good operational
performance.
According
to the SECEX (2003), Secretary of Foreign Trade, describes the unitization
agreement as being the grouping of one or more items of general cargo to be
transported as a single unit and indivisible. The unitization agreement does
not constitute packaging, and has the purpose of facilitating the handling,
handling, storage and transportation of goods. The advantages of unitizations
most often is related to the optimization of time and cost reduction, the main
ones being:
·
Reduction of faults and theft of goods;
·
Encouraging the implementation of the system
door-to-door;
·
Optimizing the operating time of loading and
unloading;
·
International Standardization of recipients of
unitization agreement;
·
Reducing the number of volumes to manipulate;
·
Reducing the cost of loading and unloading;
·
Cost reduction with packaging.
As
stated before, you can reduce the cost of packaging with the unitization
agreement, but bearing in mind that the logistics involves a correct
relationship between packaging and modal, some considerations on packaging are
fundamental.
SECEX
emphasizes that as the load is often exposed to physical damage, and the
characteristics of resistance, size and configuration of materials that
involve, determine the necessary equipment for your drive.
A
concept proposed by Moura and Banzato (2000) defines packaging:
Set of arts, sciences and techniques used in the
preparation of the goods, with the objective of creating the best conditions
for transport, storage, distribution, sale and consumption, or alternatively, a
means of ensuring the delivery of a product in a reasonable condition at the
lowest overall cost (2000, p.11).
According
to the authors the packing process and unitization of the products is a primary
factor for the accommodation, handling and storage of products.
For
the choice of a package, one must take consideration on the type of material
and its quantity must be accurate. The greatest damage to products occur when
handled, apart from rail transport, therefore the packaging must meet with
excellence beyond the protection, an interaction between product and customer
(VIANA, 2009).
Material
handling is nothing more than transport over short distances that usually
occurs in various organizations, this procedure can be applied in loading and
unloading of various operations with vehicles, containers, containers and
others (VIANA, 2009).
According
to the author reveals some objectives of the package as shown in Figure 3:
Figure 3: Goals and interaction of packaging in logistics system.
Source:
Adapted from Viana (2009)
The
participation of the pallets in the unitization agreement is fundamental; Viana
(2009) defines it as:
A platform arranged horizontally to loading,
consisting of beams, blocks or simple face on supports, whose height is
compatible with the introduction of forks of forklift, pallet jack and other
systems, and enables the arrangement and the grouping of materials, allowing
the handling, storing, handling and transport in a single charge.
The
author also highlights the following advantages in the use of pallets as a form
of unitization agreement:
·
Best use of space in storage, and a vertical, by
stacking if possible;
·
Reduction of labor in the material handling, resulting
in cost savings of handling and time spent;
·
Compatible with all modes of transport, such as
maritime, land and air transport;
·
Possibility to be handled by an extensive amount of
material handling;
·
Allows a uniform provision of stock, which reduces the
obstruction in the courtyards and corridors of the warehouse.
·
The author also points out the difficulties that can
occur with the use of pallets:
·
Use of packaging not standardized, in other words, of
various sizes;
·
Restricted weight according to the types of material;
·
Because they are usually made of wood, have a short
life, because the attack of plagues.
In
the unitization are typically used packs of plastic film, called stretch-wrap,
whose goal is to stabilize the load. The systems of packaging in plastic film
when operated automatically decrease labor cost. (BOWERSOX; CLOSS, 2015). The
load is involved in a plastic film stretched, resulting in a single load,
packaged under pressure (PAOLESCHI, 2010).
3.6.
Material
Handling
Material
handling is concentrated in deposits, and in recent years has been recommended
some considerations to guide the material-handling system, according to
Bowersox and Closs (2010) they are:
·
Investments must be made in handling equipment’s,
preferably the static equipment like shelves;
·
The handling equipment’s should be the more standard
possible;
·
The handling equipment’s should be used in the most
intensely as possible;
·
The system should be designed to provide a flow of
products more seamless as possible.
The
authors explain that mechanized systems offer a wide variety of material
handling equipment; the most common are forklifts, pallet jacks, trailer
cables, vehicles for towing, conveyor belts and roundabouts
Forklifts:
This is a vehicle for lifting loads by forks, motorized and recommended to
operate in medium distances in terms of industrial layout. The operation of
this vehicle is simple; the forks collect the pallets through the devices of
their own basis for handling, and by elevation run, the activity of stack and
these characteristics make it one of the most versatile handling. The models
may vary according to the characteristics or requirements of the materials, but
in general are divided into three classes: the front of counter-arrested, front
that balances the load within its own base and sides (DIAS, 2009).
Pallet
Jacks: Equipment of low cost and high efficiency for the movement of materials,
its normal operation covers the loading and unloading, separation of requests,
and handling of small loads at greater distances within the warehouse, your
power supply can be the electricity for the electric pallet jacks, and can also
be manual labor for manual pallet jacks (BOWERSOX; CLOSS, 2010).
Trailer
Cables: Are devices of drag, stretched on the ground or installed in structures
carriers, their advantage is the continuous movement, however does not have the
versatility of forklifts, and are usually used in the separation of
applications.
Vehicles
for Towing: This is a tow vehicle that consists of a tractor unit towing skip
hoists, its advantage is the flexibility, however is not as economically
efficient as the cables of trailer because they need to be operated by a
driver, which is sometimes idle.
Conveyor
Belt: Are basic equipment of many systems of separation applications, where
according to your type of actuation can be accomplished by gravity or
electricity, with movements of rollers or belts
Roundabouts:
Unlike most of the equipment, the roundabouts are devices that deliver the
desired items to the request through a series of containers arranged in a
pattern oval, its advantage is the reduction of labor used in separation
(BOWERSOX; CLOSS, 2010).
The
investment in equipment that offer automation, become attractive by consuming
less the workforce directly and are faster and more accurate, considering that
its only weak point is that it needs a high investment cost.
3.7.
Logistics
Productivity
The
relationship between resources used as labor and time of forklifts and the
volume of output of an operation as a loading or unloading from a truck are
what define productivity logistics. All logistical operations are affected by
the packaging, as for example the productivity of separation applications, use
of space available in the warehouse, on the loading of a vehicle and even in
the carriage. The amount of volume or packages are loaded or discharged per
hour and the quantity area per hour in a warehouse or distribution center are
factors expressed by almost all indicators of productivity of logistics
operations (BOWERSOX; CLOSS, 2010).
Currently
in Brazil, the management of productivity in companies is becoming an issue
increasingly applicant, in order that the business scenario is under the
influence of strong globalization, businesses that do not have productivity or
efficiency in the productive process will hardly succeed or even survive. This
concept also tends to emphasize the importance of tangible resources such as
equipment and machinery, quantity of raw materials and labor, and in a manner
consistent can be identified by analyzes the factors that constitute the
bottlenecks in productivity, thus to eliminate them (MACEDO, 2012).
3.8.
Stock:
Definitions
The
stock within enterprises has the premise of being responsible for allocating
the goods, thus we see as the authors:
Stock
is a current asset that should offer return on invested capital. The return on
investment in stock is the marginal profit on sales that would not happen
without the stock (BOWERSOX, 2007).
Stock
is the composition of materials warehouse, which is not used in any given
moment in the company, but that must exist in the light of future needs. This
means that both for the production process and provision of service always
existed a stock whether it is large, medium or small (CHIAVENATO, 2005).
According
to Ballou (2006), stock are the sum of raw materials, supplies, components,
in-process materials and finished products that appear in many points of the
channel of production and logistics companies.
Noticing
that the stock is used for several purposes such as:
·
Best level of service;
·
Encourage economies in production;
·
Scale economies in the acquisition of transport;
·
Protects against the price increase;
·
Serves as a contingency plan to increase the price.
3.9.
Function
of the Stock
Based
on Chiavenato (2005), the main functions of the stock of inventory are:
·
Ensure the supply of materials businesses;
·
Neutralize the effects of delay or delay in the supply
of materials;
·
Provide economies of scale through the purchase with
lots rentals;
·
The flexibility of the productive process;
·
Speed and efficiency in serving the needs.
3.10.
Tools
that Help the Inventory Management
To
have a good inventory management should evaluate what are the main tools and
systems that assist in this process, in this topic we will cover what are these
tools and how they can bring significant results for establishing a process
efficiently and effectively, seeking the best performance of services rendered.
3.11.
Inventory
The
inventory is a tool for the identification, classification and counting of
products which are in stock. To do this requires planning and control of
inventory is essential in any business for a good result in its processes (DAY,
1997).
According
to Melo (2013) the inventory is one of the tools of administration of inventories,
which consist in processes of counting, understands the count of all materials
that have in deposits or warehouse of a company and later confrontation with
the accounting balances. It is a check on the systems of storage, which aims to
identify differences that are caused by various problems as failures in the
handling, loss, theft and loss, where your goals are to raise the status of
inventory and audit to understand the situation of same and the procedures
developed in storage.
The
author describes the inventory according to three criteria: amplitude,
frequency and form of execution:
As to
the amplitude, it has:
·
General: the process considers all materials from
stock;
·
Partial: it considers only certain materials present
in stock;
·
Specific: When some divergence physicist accounting
arises, is held a count to make adjustments.
·
In relation to frequency of counting has:
·
Periodical: Done at predetermined intervals
determined, for example, when the company performs the closing of half-yearly
balance sheets or annual basis. It is held a general count;
·
Beacon or cyclic: conducted in defined periods for
certain materials previously chosen for that, when it reaches a certain period,
all items have been counted.
As to
the form of execution has:
·
Closed doors: it is vetoed the entry and exit of
material;
·
Semi – closed Doors: The entry of certain groups items
is closed, releasing for the rest;
·
Doors open: The physical count is performed
simultaneously with the movement of the area.
3.12.
ABC
Curve
The
ABC curve, as Chiavenato (2005), also known as turn of Pareto is based on the
principle that a greater share of investment in materials within the company is
concentrated in a small number of items.
According
to Dias (1997), organizations are looking for tools that can facilitate the
activities for their employees, customers in a shortest possible time
optimizing the flow of products upon receipt, storage, sorting and loading, the
classification ABC or curve of Pareto is essential in this process, since
separates the items by classes according to their importance within the stock
from its value or move.
After
this classification, companies are adopting greater attention to items of
classes A, since their monetary values are higher. Already the items of Class B
receive a smaller attention and the items of class C, which is treated by
means, semi-automatic, because you do not need to control very accurate (DIAS,
1997).
It
can be said that through the ABC curve, it is possible to check the level of
attention that each item deserves or needs to have available to satisfy the
customer.
According
to Benato et. al. (2009), Just In Time aim the demand, with the maximum
possible quality, without waste, making the connection between supply and
demand when necessary, i.e., deliver goods and services at the necessary time,
not before not to turn into stock, and not afterwards so that customers have to
separate.
Figure
4 illustrates how the system just in time works:
Benato
et.al. (2009), defines the objective of Just in Time as a system to supply
products for production and customers when needed, in which it is a system that
aims to the stock zero, proposes that the company plan, therefore, the customer
will be the point of pulled of requests, because it is only going to produce
what you sell, thus producing in excess.
Source:
Benato et al. (2009)
3.14.
The
FIFO Methodology
First
in, first out, is the assessment made by order of the entries. To start out the
material that came first in the stock, being replaced by the same chronological
order in which it was received.
Both
companies that have their input of products continuously and orderly manner and
for companies that have a high turnover of stock, ranging product costs
(ANDRADE; SCHRAMM; SILVA, 2014), mainly use this type of assessment method.
The
same authors also point out that for a smooth functioning of the method,
operators of parts should perform a caster, putting the existing materials in
front of the materials that have recently entered, to facilitate their handling
and control. Highlight the following advantages of this method
- The items used are taken from the stock and the
low is given in controls in a logical and systematic manner;
- The results reflect the actual cost of the items
used in the output;
The
movement has been established for the materials, continuously and orderly,
represents a necessary condition for the perfect control of materials,
especially when these are subject to deterioration, decay, changes in quality.
3.15.
Mapping
and Review of Operational Flow
A
stock management should be efficient to meet the needs of customers, for that
to happen, operations must be defined in order to make it clearer understanding
the process and thus allow for improvements in processes.
The stock
management requires the use of some techniques or methods to assist in
decision-making, and within a vision from management, these methods are of
utmost importance for entrepreneurs, because with an accurate sense of the
existing costs in your stock and the value of your merchandise you can obtain
orders of entrances and exits and know which products are more profitable and
their respective periods of purchase ideas (LOPES et.al, 2014).
Picking and separation consists in the
consolidation of various materials in an application, and can be carried out by
equipment or by handling with employees; following to the dispatch where all
the necessary documentation is issued, a final conference of the request to
ensure that it is delivered without breakage and finishes with the inventory,
where all items are numbered to identify possible losses and have greater
accuracy of information for issuing statements of result for its analysis
(VERÍSSIMO; MUSSETI, 2003).
4. CASE STUDY
4.1.
Knowing
the Company
The
case study was conducted in a logistics operator, a global leader in logistics,
which offers customized solutions for various industry sectors. In the United
States is the only logistics operator that integrates the supply chain seeking
operational excellence for the satisfaction of its customers.
The
company not only acts as a service provider, but also as a responsible
corporate citizen and compromised with the environment and social projects with
a sustainability policy, very well defined, conscious of its role together with
the environment and support the society with jobs and internal campaigns and
volunteering.
The
study was done in one of the customers whose operator provides service, which
is responsible for the distribution of equipment and solutions in the print
line, making the control and management of documents, with specialized teams
and properly prepared for small medium and large businesses and resellers
authorized distributed throughout the national territory.
With
equipment and specialized solutions for each area, this customer has technical
structure itself operating, having as a challenge to establish the standard of
excellence in technology at the service of society.
In
addition to the equipment another line of product and services that they have
are the lines of consumption: authorized distributors sell digital cameras,
camcorders and inkjet printers.
4.2.
The Data Collection Instrument
The
data collection was carried out from the direct observation, in which we
evaluated the steps in the process of operation from the entrance to the
process of dispatch, passing by the activity of inventory, thereby identifying
the functionality of each stage, as well as the volume of work within the study
period and amount of resource to meet this demand.
According to Mentzer et.al. (2001),
sorts the whole process with beginning middle and end, defining the process as
a set of job activity in a particular time and place, and through structures
(flows), seeks to standardize the steps of activities, and thus obtain better
performance for which there is no breakage.
From
this principle was developed the flow below for the process of direct
observation:
Figure 5: Flow to process mapping.
Source:
Own researchers (2016)
The
purpose of this mapping is to bring a perfect understanding of operational
processes in order to obtain a thorough overview of each step of the flow.
With
the flow to the operational mapping was developed a framework for analysis of
the processes, identifying what the media profile, number of people, quantities
of pieces, quantity of pallets, where these components are the labor involved
in the process and the demand of each activity within the period evaluated, as
can be seen in Figure 6:
|
Iten |
Activity Description |
|
Product Type |
|
Qtd. Person |
|
Qtd. Pieces |
|
Qtd. Pallets |
|
Avarage Pieces |
|
Avarage Pieces |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Receipt |
|
Supply/ Equip. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Rework |
|
Supply/ Equip. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Handling |
|
Supply/ Equip. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Storage |
|
Supply/ Equip. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Separation |
|
Supply/ Equip. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Check |
|
Supply/ Equip. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Shipping |
|
Supply/ Equip. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Dispatch |
|
Supply/ Equip. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Figure 6: Process Analysis.
Source:
Own researchers (2016)
4.3.
The
Data Collection Process
It
was held to visit the company within the sector of study for the data
collection process by means of direct observation, where he evaluated all
processes of the operation.
The
process of observation was carried out from the mapping of the flow that was
defined, in which the steps to be followed by the data collection instrument
developed helped in understanding and understanding of each sector.
Below
a description of how you performed each step:
1°
Step - The initial activity of operation consists in the receiving
process, where is occurs frequently, all days with varied volume of merchandise
from the information passed by the client, not the the control by the service
provider as to what will be delivered, what if down is scheduled from customer
information after the purchase of products made by him;
2°
Step – Following to the second step we have the process of reworking of
materials, which after received is available in the staged for it to be carried
out the process of beating of goods, where the materials are grouped according
to their specifications, is subsequently performed the labelling of products
and finally the process to strech the pallets to offers them for storage
3°
Step - The third step in the process is the movement of goods to the
storage area, where the materials are intended to stock to be stored by
employees as the standard of goods;
4°
Step - The fourth step consists in storing the products in accordance
with the profile of storage they have, for items that are placed in positions
of the process is carried out by employees with the use only of manual pallet
jack, since the products of the rack the process is carried out by operators of
forklift, in accordance with the quantity to be stored items are grouped with
other materials that are already covered in stock;
5°
Step - Now the fifth step in the process is the separation, an activity
that occurs through a pick-list, which contains the location information that
the item is stored, item to be separated and quantities of parts that the
employee should separate, after finalized the separation materials are arranged
on pallets in the check area;
6°
Step - The sixth step is the check process, where employees faced the
separation that was performed with data from the pick-list, making the clanking
of items and quantities of parts that was separated, after this process closes
the volumes that have been generated, after the conference is the materials for
the staged for shipment;
7°
Step - The seventh step is to dispatch, a process which consists in the
separation of applications conferred according to the volumes outlined by the
lecturer, the separation of materials occurs by romaneio of dispatch that is
generated in accordance with the carrier specifies that there is no request
after billing invoice number;
8°
Step - The eighth step assessed was the activity of inventory, which
consists in counting the items listed in stock, making the clanking of physical
and system, the count and done on a cyclical basis (daily), which should be
counted all stock within the month, for completion of this activity is
necessary to the use of lifting platform for the count of sites of structure
and for the positions of floor uses a manual pallet jack
5. ANALYSIS OF RESULTS
This
section will be presented the analysis of the results obtained after data
collection have been performed through mapping done and the application of the
instrument of collected data from developed.
5.1.
Results
Obtained
From
the observation was possible to obtain familiarity with the operational
activities by identifying the role of each step and the performance of each
employee and equipment for these processes to be carried out, making them
increasingly agile bringing better performance for operation.
It
was observed each step in process mapping. It is observed in the data
collection instrument duly filled in with the information on the quantity of
resources used to make each one of them and the volume of parts and pallet
assessed during the period of one week.
|
Item |
Descrição da Atividade |
|
Tipo de Produto |
|
Qtd. Person |
|
Qtd. Pieces |
|
Qtd. Pallets |
|
Avarage Pieces |
|
Average Pallets |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Receipt |
|
Supply/ Equip. |
|
2 |
|
7460 |
|
96 |
|
1492 |
|
19,2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Rework |
|
Supply/ Equip. |
|
2 |
|
7460 |
|
96 |
|
1492 |
|
19,2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Handling |
|
Supply/ Equip. |
|
2 |
|
7460 |
|
188 |
|
1492 |
|
37,6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Storage |
|
Supply/ Equip. |
|
2 |
|
7460 |
|
155 |
|
1492 |
|
31 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Separation |
|
Supply/ Equip. |
|
3 |
|
7200 |
|
172 |
|
1440 |
|
34,4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Check |
|
Supply/ Equip. |
|
2 |
|
7200 |
|
77 |
|
1440 |
|
15,4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Dispatch |
|
Supply/ Equip. |
|
2 |
|
5480 |
|
66 |
|
1096 |
|
13,2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Inventory |
|
Supply/ Equip. |
|
1 |
|
10500 |
|
320 |
|
2100 |
|
64 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Figure 7: Process Analysis Completed.
Source:
Own researchers (2016)
1°
Step – Receipt - Activity performed by 2 employees of receipt, that
within the period assessed 1 week, there was the receipt of 7460 pieces, for a
total of 96 pallets delivered in cases of import and purchase national, with an
average of 1492 pieces and 19 pallets.
2°
Step – Reworking of Materials – Activity performed by 2 employees, where
did the reworking of the 7460 parts and 96 pallets received, with an average of
1492 parts and 19 pallets.
3°
Step – Movement of goods to the storage area - Activity performed by 2
employees and also by employees of receipt in synergy, which performed the
reworking of the 7460 pieces received, however due to the reworking of
materials the quantity of pallets has increased going for 188 pallets, due to
consolidation of items and accommodation in an appropriate way of products for
the storage of materials, with this the average pieces remained in 1492, but
the pallet was 37.6 for pallets.
4°
Step – Storage - The activity was carried out by the 2 lecturers
together with 2 forklift operators, where they stored 7460 pieces, but the
number of stored pallets reduced from 188 to 155, since some items on the
pallets were already in stock, so it was grouped with Which was entered,
causing the average in pieces to remain me 1492 pieces and the average pallet
was for 31 pallets.
5°
Step – Separation - Activity carried out by 3 separators that during
the evaluated period carried out the separation of 7200 pieces, having moved
between pallets stored in structure and floor spaces 172 pallets, with an
average of 1440 pieces and 34.4 pallets.
6°
Step – Conference - This activity was carried out by 2 lecturers, where
they carried out the conference of the separated materials in the total of 7200
pieces, which with the consolidation of the separated pieces resulted in the
total of 77 pallets, with an average of 1440 pieces and 15.4 pallets.
. 7°
Step – Expedition - Activity carried out by 2 dock lecturers, in which
5480 pieces were dispatched, totaling 66 pallets, with an average of 1096
pieces and 13.2 pallets.
8°
Step – Inventory - Activity carried out by 1 inventory assistant, who
during the period counted 10500 pieces, a total of 320 pallets, these being of
structure and place of floor, with an average of 2100 pieces and 64 pallets.
In
the evaluation of the processes of operation found that 100% of them for
handling and use of pallets, being 87% of the steps required to use stretch to
the movement, accommodation of merchandise and store of materials occurs.
Currently,
employees of the operation in steps perform the process manually: 1 -
Receiving, 2 - Rework, 3 – Handling to Storage Area, 4 - Storage, 5 -
Separation, 7 - dispatch and 8 - Inventory.
To
perform these processes beyond the time spent for the execution, other factors
were analyzed in observation, which are the wear of the collaborator,
ergonomics and the lack of pattern in the service performed, once implemented
by various people and with a factor of fatigue contributor the result after I
finish the process is not uniform, and variations in the final result.
Starting
from the principle of observation and analysis of the results of the
feasibility of automating the process, would be of great benefit to the
operation, because would bring productivity gains, reducing the time spent,
contributing significantly to the quality of service and performance of employees.
The
suggestion of the researchers is the automation from the implementation of a stretch
in the sector, which would firm in its level of service that is made more
effective and contributing to the performance of employees involved in the
process.
Figures
and tables must be included in the main text and, individually, numbered and
captioned with a brief title. They must be black and white with minimum shading
and numbered consecutively using Arabic numerals. Captions should be put below
figures and above tables. Leave one line before (tables) and after (figures).
6. FINAL CONSIDERATIONS
This
article aimed to verify from the analysis of the operational processes
improvement opportunities, in which the company may be evaluating how to become
more efficient in their sector.
Perform
this observation in the processes of the operation brings great significant
results, because the familiarity with the process results in a critical
observation, showing the real situation in which employees are inserted.
They were
completed all the objectives proposed in this study, in which we had as a
challenge to identify, within the activities of the operation, what could be
improved from the automation of some stage, which would contribute to the
company and its employees. It was possible to achieve these goals, by means of
a survey of the theoretical framework, in which the authors studied contributed
to the direction that article had.
A
great challenge we had was to have a perception of what would or can improve
the company in which contributes in a satisfactory manner the organization and
its employees.
The
suggestion of researchers is automating the process through the implementation
of a shoe that wrap the pallets automatically with the plastic film strech,
which would help the company in its level of service and quality of work of
employees who will directly reflect on your performance.
For a
forthcoming research and continuity of work, it would be a relevant market
analysis of equipment, identifying its viability economically, making a
comparison of the real situation in the company and the simulation with the
implementation of the equipment of strech.
REFERENCES
ANDRADE; P. R. M.; SCHRAMM, F.; SILVA, V. B. S.
(2014) Aplicação de Ferramentas para a Gestão de Estoque em uma Empresa Privada
de Transporte Público. Curitiba. ENEGEP.
2014. Disponível em: <http://www.abepro.org.br/biblioteca/enegep2014_TN_STO_195_107_25655.pdf>
Acesso em: 17/09/2016.
BALLOU, R. H.
(2006) Gerenciamento da Cadeia de
Suprimento: Logística empresarial. 5ª
ed. Porto Alegre: Bookman.
BENATO,
G. L. (2009) Horizontalizarão dos
Estoques de Matéria e Componentes: Um Estudo de Caso Numa Empresa de
Manufatura Enxuta do Ramo Automobilístico. São Paulo. USP. Dissertação de
Mestrado em Engenharia da Produção. Faculdade de Educação USP. São Paulo. 2009.
Disponível em:
<http://www.teses.usp.br/teses/disponiveis/18/18140/tde-26012010-104105/pt-br.php>
Acesso em: 19/09/2016.
BOWERSOX, D. J. et.al. (2007) Gestão
da Cadeia de Suprimento e Logística. 2ª ed. Rio de Janeiro: Elsevier.
BOWERSOX, D. J. CLOSS, D. J. (2010) Logística
Empresarial: O processo de Integração da Cadeia de Suprimento. 1ª ed. São
Paulo: Editora Atlas S.A.
CHIAVENATO, A. (2001) Teoria
Geral da Administração. 6ª ed. Rio de Janeiro: Elsevier.
CHIAVENATO, A. (2005) Administração
de Materiais: Uma abordagem introdutória. 3ª ed. Rio de Janeiro: Elsevier.
CHING, H. Y. (2006) Gestão de
Estoques na Cadeia de Logística integrada. 3ª ed. São Paulo: Atlas.
DIAS, M. A. P. (1997) Administração
de materiais: edição compactada. 5ª ed. São Paulo:
Atlas.
DIAS, M. A. P. (2009) Administração
de materiais: Princípios, Conceitos e Gestão. 6ª ed. São Paulo:
Atlas.
GIL, A. C. (1999) Métodos e
Técnicas de pesquisa Social. 3ª ed. São
Paulo: Atlas.
GIL, A. C.
(2002) Como elaborar Projetos de
Pesquisa. 4ªed, São Paulo: Atlas.
GUARNIERI, P.;
CHRUSCIAK, D.; OLIVEIRA, I. L.; HATAKEYAMA, K.; SCANDELARI, L.; BELMONTE, D. L.
(2006) WMS - Warehouse Management System:
adaptação proposta para o gerenciamento da logística reversa. In: Produção, v. 16, n. 01.
LIMA, P. G.
(2001) Tendências Paradigmáticas na
Pesquisa Educacional. Dissertação (Mestrado em educação). Universidade
Estadual de Campinas, Faculdade de Educação, Campinas, São Paulo.
LOPES, C. R.; et.al. (2014) Avaliação da Metodologia
de Gestão de Estoque de Micro e Pequena Empresa no Município de Anápolis.
ENEGEP. Disponível em: < http://www.abepro.org.br/biblioteca/enegep2014_TN_WIC_195_103_25532.pdf>
Acesso em: 24/09/2016.
MACEDO, M.
M. (2012) Gestão da Produtividade nas Empresas. Organização sistêmica, v. 1, n. 1, p.
110-119, fev. Disponível em:<http://www.grupouninter.com.br/revistaorganizacaosistemica/index.php/organizacaoSistemica/article/view/65/39>. Acesso
em: 29/09/2016.
MARTINS, P. G.; CAMPOS, P. R. (2010) Administração de Materiais e Recursos Patrimoniais. 3ª ed. São
Paulo: Saraiva.
MELO,
J. E. C. (2013) Gestão de Estoques: Analise e Melhoria do
Processo de Inventário Físico em uma Industria Siderúrgica. São Paulo: UNESP Trabalho de Graduação
em Engenharia de produção Mecânica. Universidade Estadual Paulista, UNESP,
Guaratinguetá, 2013. Disponível em: <http://hdl.handle.net/11449/119945>
Acesso em: 21/09/2016.
MENTZER, J. T. (2001) Defining
supply chain management. Journal of
Business Logistics, v. 22, n. 2.
MOURA,
R. A.; BANZATO, J. M. (2000) Embalagem,
unitização e conteinerização. São Paulo: Imam.
PAOLESCHI, B. (2010) Almoxarifado
e Gestão de Estoques. 1. ed. São Paulo: Érica Ltda.
RODRIGUES, G. G.; PIZZOLATO, N. D. (2003) Centro de
Distribuição: armazenagem estratégica. ENEGEP. Disponível em: < http://www.abepro.org.br/biblioteca/enegep2003_tr0112_0473.pdf>
Acesso em: 19/09/2016.
RODRIGUES,
M. G. V. (2005) Metodologia de Pesquisa:
Elaboração de Projetos, Trabalhos, Acadêmicos e Dissertações em Ciências
Militares. 2ª ed.
Rio de Janeiro: ESAO.
RODRIGUES,
P. R. A. (2009) Gestão Estratégica
da Armazenagem. 2ª ed. São Paulo: Aduaneiras Informação Sem Fronteiras.
SECEX - Secretaria de Comércio Exterior (2003) Logística. Brasília: Ministério
do Desenvolvimento, Indústria e Comércio Exterior. Disponível em: <
http://www.desenvolvimento.gov.br/arquivo/secex/logistica/logistica.pdf >.
Acesso em: 14/09/2016
VERÍSSIMO, N.;
MUSETTI, M. A. (2003) A tecnologia de informação na gestão de armazenagem. Anais eletrônicos do XXIII ENEGEP -
Encontro Nacional de Engenharia de Produção. Ouro Preto.
VIANA, J. J. (2012) Administração
de Materiais. 1ª ed. São Paulo: Atlas.