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Manual operations in manufacturing companies are still a common practice. This often results in high costs, high cycle times and therefore in lower productivity, particularly for companies operating in western countries. This is why many manufacturing companies relocated their production facilities in low age countries. This study was developed at a leading Portuguese material construction manufacturing company. The objective was to improve the packaging and labeling processes, that were identified as main bottlenecks in the factory. Lean was used to streamline these processes before being automated. This allowed for annual savings of 12432 €, with human operators being reallocated to other departments where they are more useful. Furthermore, cycle times were reduced by 42,9%, non-value-added activities were minimized, and operations with potentially high ergonomic risks were eliminated. In addition, a reduction of 84,3% in lithographed packaging was achieved, with a cost reduction of around 36 000 €/year, which is expected to continue in the forthcoming years.
This project was carried out at a company in the electric mobility sector, which manufactures chargers for electric vehicles, specifically in the wiring section. The main objective of the developed work was to improve the production processes in order to enhance responsiveness to the growing demand. After analyzing the processes in the section, the objectives were outlined to enable the improvement of some practices in the production department, such as the ones related to the organization of the raw material supermarket, as well as the calculation of the wiring consumption by chargers, and the implementation of a production control system. After the improvement actions were implemented, it was possible to observe a 14,9% reduction in the changeover process of the cable cutting process; weekly wiring consumptions were estimated, and procedures were defined to generate orders of raw material and supply to the workstation, which led to the elimination of stock shortages. In addition, worker autonomy increased and production downtime was reduced.
