Implementation of the System Handled in a Production Cell: Casa Study in a Metallurgical Company / Análise da Implantação do Sisma Célula de Produção: Estudo de Caso em uma Empresa Metatema Puxado em ulúrgica

Cristiano Ricardo da Silva; Samuel Vinicius Bonato; Errol Fernando Zepka Pereira Junior; Cynthia Mikaela Chemello Faviero Lopes; Felipe Kopp Leite

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<line> Centro Unv*rsitário Santo Agostinho </line>

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<line> www*.fsanet.com.*r/revista </line>

<line> IS*N Impresso: 1806-*356 ISSN E*etrôn*co: 2317-2983 </line>

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<line> Imple*entation of the System Handled i* a *roductio* Ce*l: Casa **udy in a Metall**gical </line>

<line> Compa*y </line>

<line> Análise da *mpla*t*ção do Sis*ema Puxado em **a Cél*la de Prod*ção: *studo *e *aso em </line>

<line> u*a Empresa Metalúrgi*a </line>

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<line> C*istiano Ricard* ** Silva </line>

<line> Bac*arel em Adminis*ração pel* Complexo de *nsino Superior d* Ca*hoeirinha </line>

<line> E-mai*: cristian*ri*ardo406@**ail.com </line>

<line> *am*el Vinicius *o**to </line>

<line> Douto* em Engenharia de *r*dução pel* Universida*e Federal do Rio Gr*nde *o Sul </line>

<line> Profess*r da *ni*ersi*ade Feder*l d* R*o Grande </line>

<line> E-*ail: *vbonato@gmail.*om </line>

<line> Errol Fernando Zepka Pereir* Junior </line>

<line> Mestre e* A*m*n*st*ação *ela **iversidade Fede*a* do Ri* Grande </line>

<line> Dou*orando e* *d*inistração na Universi*ade Fe*e*al de Sant* *a*ari*a </line>

<line> E-mail: z*pkaef@gmai*.*om </line>

<line> Cynth*a Mikae*a Chemell* Favi*ro Lopes </line>

<line> D*utora em *dmini*tração pe** Universi*ade Federal do *io G*a*de do Sul </line>

<line> E-mail: cynth*a.*aviero@*mail.co* </line>

<line> *elipe *opp Leite </line>

<line> Mestre em Ad*inist**ção pela Universidade Fe*eral do R*o Grande </line>

<line> Doutorando em Ad*inist*a*ão na Univ*rsidade F*der*l *e Sa*ta Catarina </line>

<line> E-*ail: felipe.kopp18@gma*l.com </line>

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<line> Ende*eço: *r*stian* Ricardo da Silva </line>

<line> Edi*or-Chefe: </line>

<line> Kerley </line>

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<line> R. Si*v*rio M*noel da Silva, 160 - C*lin*s, Cachoeirinha </line>

<line> *odrigues </line>

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<line> Ender*ço: Samuel Vi*ici*s Bonato </line>

<line> Art*go recebid* em 14/05/2023. Última </line>

<line> versão </line>

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<line> Av. *tá*ia, */n - km Campus Carreiros - Rio Gra*de, RS </line>

<line> r*ceb*da em 27/05/2023. Aprovado em *8/05/2023. </line>

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<row> Endereço: Errol Fernando Zep*a Pereira **nior </row>

<row> R. Eng. Agronômico Andrei C*i**ia* Ferreir*, */n - </row>

<row> Tr*nd*d*, *lorianóp*lis - SC, *8040-900, *rasil. </row>

<row> Ender*ç*: Cynthi* Mikaela Chemello Favier* L*p*s </row>

<row> Farroupil*a, Porto Alegre - R*, 9**1*-1** </row>

<row> Endereço: Fel*pe Kopp Leite </row>

<row> R. Eng. *gr*nômi*o Andrei *ristian F*rreira, */n - </row>

<row> Trindade, Florianópolis - SC, 88040-900 </row>

</column>

<row> **aliado pelo sis*ema Triple Review: Desk Re*i*w a) </row>

<row> pelo E*itor-Chef*; e *) D*uble Blind Review </row>

<row> (avaliação c*ga por do*s *valiadores da área). </row>

<row> R*visão: G*a*atical, Normativa e de For*ata*ão </row>

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<line> C. R. Silva, *. V. B*nato, E. F. Z. Pe*eira Junio*, C. M. C. F. Lo*e*, F. K. **ite </line>

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<par>

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<line> The *ndu*t**al l*nds*a*e has *volv*d from mass *r**uction *o </line>

<line> dema*d-drive* *y*tems </line>

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<line> co*petitive market. Compani*s face constant change, prompting a *eed for efficiency </line>

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<line> flex*bility in operations. The Toyota p*oduct*on system, developed i* the 1950s, *mph*sizes </line>

</par>

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<line> *a*te re*uction and pull-based p**duc*ion. </line>

<line> This ar*icle explore* how the Toyota system is </line>

</par>

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<line> applied in a me**llurgical compan* to reduce waste </line>

<line> and i*prove </line>

<line> *rocesses through *aizen. </line>

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<line> The general </line>

<line> objective o* this ar*icl* is to analyze the pulle* produc*ion system *nd its </line>

</par>

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<line> cont*ibut*on to *educi*g </line>

<line> inventories in the pr*duction process in * me*allurgical c*mpany. </line>

</par>

<par>

<line> This study was *perational*zed through a </line>

<line> q*alitative ana*ysis, with the aid of </line>

<line> **e case study </line>

</par>

<par>

<line> r*search metho* within a metallurgic*l *roduc*i*n context. The study pa*ticipant* </line>

</par>

<par>

<line> specific sec*or o* t** company and dat* colle*tion invo*ves doc*mentary analysis </line>

</par>

<par>

<line> s*co*d*ry d*ta. Data an*lysis includes c*nt*nt an*lysis, focus*ng *n red*cing lea* ti*e </line>

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<line> inventori** in the pr**uction proces*. T*rough the i*ple*en**tion of the pull s*s*em and the </line>

<line> value flow, the p*oduction pr*cess was opti*ized, red*cing stock*, fa*ili*ating *uality contr*l, </line>

</par>

<par>

<line> and a*lowing the rapid id*ntif*ca*ion *f anomalies. *he </line>

<line> deve*opme*t *f a future st*t* fl*w </line>

</par>

<par>

<line> *ap sh*wed how To*ota Produ*tion Sy*tem tools, *uch </line>

<line> as 5S, visual manage*ent </line>

</par>

<par>

<line> *pplied to promote cont**uous improv*ment in t*e manufacturing process. </line>

</par>

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<line> The implem*ntation of *he pul* *ys*em in the secto* brough* **prove*ents suc* as production </line>

<line> on c*stom*r *emand, r*d*ce* and *uali*i*d stocks, ensuring timely delive*ies in line wit* *he </line>

<line> philosophy of *he Toyota Pr*duc*ion Sy**e*, which prio*itizes pr*duction accord*ng *o the </line>

<line> customer's needs. </line>

<line> Keyw*rds: *oyota S*stem. Value S*ream. Lean P**ductio*. </line>

<line> RESUMO </line>

<line> O *enári* industrial evoluiu da produçã* em mas** para sistem*s orie*t***s *e*a pro*u*a em </line>

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<line> *ercado comp*tit*vo. ** empresas e*frentam mudanças constantes, o *ue *er* uma </line>

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<line> necessidade de eficiênc*a e flexibil*dade </line>

<line> nas operações. O S*s*em* Toy*ta de Produ*ão, </line>

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<line> *ese*v**vido na década *e *950, enfatiza a reduç*o </line>

<line> de desperdícios e a *ro*u*ão puxa*a. </line>

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<par>

<line> Es*e artigo e**lo*a *omo o siste*a *oyota é </line>

<line> aplicado </line>

<line> e* uma *****sa meta*úrgica para </line>

</par>

<par>

<line> reduzir de*perdícios e melhorar processos atrav** do Kaizen. O **j*tivo ge*al deste *rt*go é </line>

</par>

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<line> de **odução pux*do e sua contribuição *ara a reduç** de *s*oqu*s </line>

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<line> processo prod*tivo em um* empr*sa metalúrg**a. Este estud* foi operaci*nalizado p*r me*o </line>

</par>

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<line> u*a a*álise qualitat**a, *om auxílio do m*t**o de pes*uisa </line>

</par>

<par>

<line> conte**o de pr**ução metalúrgica. O </line>

<line> p*rticip*nt* do estudo * um setor especí*ico </line>

</par>

<par>

<line> empr*sa e a coleta *e *ad*s en*olve aná*ise d*cumental dad** e </line>

<line> **cundár*os. A análise </line>

</par>

<par>

<line> de lead time e esto*ues *o processo </line>

</par>

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<line> pro*u*ivo. *trav** da impleme*tação </line>

<line> ** sist**a puxado * d* fl*x* de valor, o processo </line>

</par>

<par>

<line> p*odutivo foi otim**a*o, red*zi*do e*to*ues, facilit*nd* o c*ntrol* de q***idade e p*rmitindo </line>

</par>

<par>

<line> a *den*ificação rápida de anomalias. A elaboração de u* mapa *e fluxo do </line>

<line> estado futuro </line>

</par>

<par>

<line> most*ou como as ferramenta* do Sistema Toyota de P*odução, c*mo 5S, </line>

<line> gestão visua* </line>

</par>

<par>

<line> K**ban pod*m *er apl*cadas </line>

<line> p*ra promo*er </line>

<line> * m*l*oria *ontínua </line>

</par>

<par>

<line> implement*ção do sistema *uxad* *o set** t*oux* *elhori*s, *omo pro*ução sob demanda *o </line>

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<par>

<line> c*ien*e, e*toqu*s r*duzidos e qualificados, assegur*ndo **t*egas </line>

<line> oportunas *m *onsonânc** </line>

</par>

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<line> com a filosofia d* Sistema Toy*ta de Produção, q** </line>

<line> priori*a a *r*duçã* confor*e </line>

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<line> *e*essida*e do cliente. </line>

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<par>

<line> Palav*as-chav*: *istema **yota. *luxo de Val*r. *rodução *nxuta. </line>

<line> Rev. F*A, Teresin*, v. 2*, n. 4, art. 1, p. 3-*9, abr. 202* www4.*s*n*t.com.br/r*vista </line>

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<line> Impl*ment*tion of the System Handled in a *roduction C*ll: *asa *tud* in a Metal*urgic*l Com*any </line>

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<line> 1 INTRODUCTION </line>

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<line> Since the begi*n*ng of the indu*trial era, the mar*et has **en un*ergoing consta*t </line>

<line> ch*nges, h**ing evolved from a *yst*m of mas* *roduction t* modern pro*uction system* o* </line>

<line> demand, in an *ncr*a**ngly agg*essive and compet*tive scena*io. Th* in*ust*y has been </line>

</par>

<par>

<line> exp*rie**ing, *or some time, a pr*cess of *evol*tion i* t** parameters that define </line>

</par>

<par>

<line> environment in *hich it ru*s (Zambon, *ecch*ni, Egidi, S*p*rit*, & Colanton*, 2019). </line>

</par>

<par>

<line> In *he *urre** con*ext, the new f*rm of *om**titio* s*pplies an *nc*easingly turbulent </line>

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<par>

<line> environment. The intensi**c*tion </line>

<line> of co*p*titi*n gives rise to "comp*titive press*re" th*t * </line>

</par>

<par>

<line> mot**a*ed companies to **re*t their fo**e* to*a*ds the se*rch *o* mor* effi*iency in *heir </line>

</par>

<par>

<line> o*erations and managem*nt processes. </line>

<line> C*mpanies *eed to compet* in severa* dimensi*ns, </line>

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<par>

<line> such ** costs, quality, t*me, f*exibility *nd innovation. Si*ce then, comp*nies h**e discovered </line>

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<par>

<line> the need to implement, in a </line>

<line> continuous and s**tema*ic w*y, in*reasingly flexible and </line>

</par>

<par>

<line> inte*rated *roduction systems, aiming to meet th* nee*s p*sed *y </line>

<line> th* market i* the </line>

</par>

<par>

<line> contemporar* *ompe***ive env*ronment (Mill**ei* & Martinich, </line>

<line> 2*14). In this en*ironment, </line>

</par>

<par>

<line> chang*s are constant a*d compel co*pani*s to become fle*ible and p*omp*ly return to *arket </line>

<line> The Toyota *roducti*n sy*tem originated in th* 1950s i* Ja**n, w*th Mr. Ta*ic*i Ohno </line>

<line> as its p*ecu*sor. Its premise was ** increase productiv*ty *y continuously improvi*g proc*sses </line>

<line> by r*du*ing or cutting *as*e. This multi-step production sys*em, cha*act*r*stic ** many </line>

</par>

<par>

<line> systems, **ntemplates the metho*s o* pushing and pulling, </line>

<line> t*e *ormer, </line>

<line> widely </line>

</par>

<par>

<line> as th* planned quant*ty *f produc*ion, decide* by </line>

</par>

<par>

<line> forecasts and available stocks (Yamamoto, Milstead, & *Io*d, 201*). In thi* m*thod, </line>

<line> pro*uc*ion is carried out *ccordi** to demand and sto*k, *nd the *ntire proces* is carried *ut </line>

</par>

<par>

<line> in a *equenti*l and orderly </line>

<line> mann*r. Wh*n * pu*hed product*o* system i* </line>

<line> used, inventories </line>

</par>

<par>

<line> suf*er a very significant in*re*se a*d w*th fixed as*ets stopp*d, pro*lems appear, </line>

</par>

<par>

<line> indiv*dua* efficiencies crea*e a* illusion *f c*ntrol. </line>

</par>

<par>

<line> In the pulled system, *n the o*her hand, the final process removes *he necessary </line>

</par>

<par>

<line> q*a*ti*ies from the prev*ou* process a* a </line>

<line> g*ven time, and th*s pro**d**e is repeated in </line>

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<par>

<line> reverse </line>

<line> *rder, passing th*ough all previous processes (Ya*am*to et al., 2*19). In pulled a </line>

</par>

<par>

<line> production </line>

<line> system, * progra*min* logic i* *rea*ed, that i*, w*en it is *ot </line>

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<par>

<line> s*ocks th*o*gh * con*inuous flow of pa*ts, supermarket* must be created with contr*l*ed </line>

<line> v*lumes o* mat*rial*, which se*ve as poi*t* of information generation. prev*ou* p*oce*ses. </line>

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<line> C. R. Silva, S. V. Bonat*, E. F. Z. Pereira Junior, C. M. C. F. **pes, F. K. Lei*e </line>

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<par>

<line> Therefore, b*sed ** *he Toyot* pr*duction system (TPS), *nd its c*ntributio* </line>

</par>

<par>

<line> promotes the *eduction of invento*ies and *educe* waste </line>

</par>

<par>

<line> producti*n process, with the </line>

<line> analysis o* the value *low map (VSM) , this ar*icle was </line>

</par>

<par>

<line> deve*ope* thr*ugh *n analysis ** the productio* system </line>

<line> pulled in a produ*tion cell o* </line>

</par>

<par>

<line> met*llurgic*l company, i* or*er to co*bine </line>

<line> th* concepts seen in the*ry with the effe*tive </line>

</par>

<par>

<line> o*e**ti*n in *he pu**ed system presen* in t** company sector, to promote improveme*t ideas </line>

<line> for a future *tate map by p*rforming K*izen. </line>

<line> In this c*s*, the gener*l obj**tive o* t*is art*cle is to analyze the pul*e* p****ctio* </line>

</par>

<par>

<line> system and its cont*ibutio* to *educing inventori*s in t*e *roduction process in </line>

</par>

<par>

<line> me*al*urgical *om**ny, b*sed on the </line>

<line> following spe*ific *b*ectives: (i) implementi*g </line>

</par>

<par>

<line> impr*veme*ts to improv* t*e r**ults *f th* </line>

<line> production system ; (ii) present the resu*ts </line>

</par>

<par>

<line> ob*ained after t*e firs* improvement i* *he *alue flow; and (i*i) relate the ben*fits obtained by </line>

<line> the compan* by co**aring them from the perspect*v* of t*e pull *ystem. </line>

<line> 2 THEORETICAL FRA*EWORK </line>

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<line> In t*is section, the foll**ing topics *ill be covered that relate to the anal*sis of </line>

</par>

<par>

<line> implementation *f the pull system in a met*llurgy production cel*, namel*: Toyota Produ*t*o* </line>

<line> **ste* (TPS), *alue Str*am Map, basic principles of Lean, Kaizen, Just in Tim* (JI*), Lead </line>

<line> Time, Takt Time and *to*ks and types of stocks. </line>

<line> 2.1 Toyo** Produc**** S*stem (T*S) </line>

<line> *oyo*a Production **stem (TPS), L*an Prod*ction, J*st *n Time (JIT), Lean </line>

</par>

<par>

<line> *anufacturing, or even Le*n Prod*ct*on, are equivalen* terms us*d </line>

<line> *o name *he logic of </line>

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<par>

<line> mana*ing, planning and controlling </line>

<line> produc*ion, o*igin*lly de*elo*ed by Toyota *otor </line>

</par>

<par>

<line> Com*an* in 1945 in Japan, afte* the defeat of this countr* in t** second worl* war. *rom t*e </line>

<line> c*n*e*tua* f*undations de*eloped by thi* *ompan*, oth** Japanese au*omobile i*dustries, and </line>

</par>

<par>

<line> some *ester* manufacturing sectors and *v** the North *meric*n automo*ive s*c*or, </line>

</par>

<par>

<line> over time they have evolve* in** * concept considered *s a production syste* m*x and wor* </line>

<line> philos*phy (Pi*c**oz*i, Aquila*i, & Gatti, *018). </line>

</par>

<par>

<line> The probl*m at </line>

<line> cost* and produce sma*l </line>

</par>

<par>

<line> quan*i**es of many types </line>

<line> o* cars. T*e *uthor assures t*at the f*ndamenta* principles of Lea* </line>

</par>

<par>

<line> Production were developed *rom these needs. The "lean" con*ept became popu*arly kn*wn, </line>

<line> Rev. F*A, Te*esina, v. 21, n. 4, ar*. 1, p. 3-1*, a*r. 2024 ww*4.fsanet.com.br/revist* </line>

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<par>

<line> I*plemen*atio* of *he System Handle* in a Production Cel*: Casa S*udy in a M*ta*lurgical Company </line>

</par>

<par>

<line> fol*owing th* publ*c*tion of t*e work "*he M*chine that Changed the *o*ld", *y Womack, </line>

<line> J*nes a*d Ross *n 1990, where the authors p*pu*arized the u*u*l lea* produc*io* pri*ciples </line>

</par>

<par>

<line> and practic*s starting from th* System Toyota *e Produção, which </line>

<line> *n its philosop*y, *ims </line>

</par>

<par>

<line> essentiall* to increase *rod*ction capa*ity </line>

<line> t**ough the use of fewer reso*rces and th* </line>

</par>

<par>

<line> reduc**on of *aste (Pereira, B*nato, Pereira J*nior, Czarneski, & D'Ávila, 2019). </line>

<line> 2.2 Val*e Stream Map </line>

<line> It i* very important to have the product value flow **ll d**ined, as it allows an </line>

<line> ove*vi** of th* processes that add value, since, for a given product the value has been </line>

<line> *re*i*ely *pecified, the v*l*e flow map*ed, t*e steps that do not add value elimi*ated value, it </line>

</par>

<par>

<line> is essential tha* the </line>

<line> process fl*ws, *moothly </line>

<line> and contin*ously, withi* *he three </line>

</par>

<par>

<line> *r*tical mana*eria* *asks: problem solvin*, i*formation management an* phy*ical </line>

<line> transformation (Rahm*n, Moh*mad, Rah*an, Hamd*la, Larasati, & Ito, 2020). </line>

</par>

<par>

<line> After identifying the value according to the fir*t </line>

<line> principle, mappin* the pro*uc* value </line>

</par>

<par>

<line> *h**n a*d el*minating waste according to the s*cond *rinciple, t*e ne*t s*e* of lean thinking is </line>

<line> to make th* opt*m*ze* flow ** va*ue flow harmo*ious** until t*e arriva* of *he pro*uct to the </line>

</par>

<par>

<line> final custom*r, **defining the </line>

<line> fun*tio*s and depar*ments, allowing them to co*tr*bu*e to the </line>

</par>

<par>

<line> creation of val*e for the c*stomer. </line>

</par>

<par>

<line> The *alue Stream Map (VSM) is a procedu*e </line>

<line> for *indin* all *pecific acti**ties tha* </line>

</par>

<par>

<line> occ*r along the val*e stream for a pr*duct or famil* of prod*cts. It is * *articula*ly interesting </line>

<line> tool *or th* co*t*nuou* re*uction of waste. Th* idea is ** obta*n with i* * clear visualiz*ti*n of </line>

<line> *he *anuf*ctu*ing *rocesses *nd s*me of their was*es, a* well as effect*ve *nalysis guidel*nes </line>

<line> that a*d in the proje*t *o optimize the *low and cut these wa*tes. Th* VSM is a tool cap*ble of </line>

</par>

<par>

<line> looking at the **ocesse* of ad**ng value ho*izon*all*, </line>

<line> empha*izing acti*iti*s, ac*ions and </line>

</par>

<par>

<line> connection* i* the *ens* </line>

<line> it *low fr** suppl*ers to final </line>

</par>

<par>

<line> *ustom*rs (Ra*m** et al., 2020). </line>

<line> The inf***atio* flow is th* *ovement of *nformation from cu*tomer*' re*u*rement* t* </line>

</par>

<par>

<line> *he points *here the i*formation *s needed to guide each stage o* the </line>

</par>

<par>

<line> ba*ed *n the principles of *ass p*oduc*ion usually h*ve *arallel informat*on flow: forecasts, </line>

</par>

<par>

<line> **hedules, delivery o*ders, etc. </line>

<line> *n gene*al, these a*e sent at each st*ge of the </line>

<line> proces*. *he </line>

</par>

<par>

<line> concept </line>

<line> of l*an pr*d**tio* a*s* *ims *o si***ify the flow of in*ormation, looking to set ** </line>

</par>

<par>

<line> unique points o* programming *or produc*ion and *efine loops *ulled from information. </line>

<line> R*v. FSA, Teresin* *I, v. 21, n. 4, art. 1, p. 3-19, abr. 20*4 www4.fsanet.com.br/revis*a </line>

</par>

</page>

<page>

<par>

<line> C. R. **lva, S. V. B*nato, E. F. Z. Pereira Jun*or, C. M. C. F. Lopes, F. K. Leite </line>

</par>

<par>

<line> T*e material flow *s th* physic*l movement of it*m* *long the com*lete value flow. In </line>

<line> mas* production, products range from large batches to *e*tralized proce*ses, through p**h*d </line>

<line> p*ogra**ing. The use of VSM, must *e m*de from the drawing of the c*rren* state, which *s </line>

</par>

<par>

<line> obtai*e* from the collection of inform*ti*n on the </line>

<line> shop f*oo*, f*r each fam*ly of product*. </line>

</par>

<par>

<line> *ased o* *h* information *ontained in the current </line>

<line> of **e future state </line>

</par>

<par>

<line> developed. How*ver, *he des*gn of *he cur**n* and future state does not occur in a com*l*tely </line>

<line> sepa*ate an* s*quentia* m*nner. Fina*ly, a work pla* must be dr*wn up and i*s consequent </line>

<line> impleme*tat*** *esults i* the achievem*nt o* th* projected future sit*ation (**ang, Kim, </line>

<line> Sadri, Dowey, & Dargusch, *019). </line>

<line> 2.3 Kaizen </line>

<line> The main key ** the suc*ess of J**a*e*e production *ethods i* calle* K*iz*n </line>

<line> (*ontinuo** improvement). Th* Ja*anese pr*duction system is designed t* enc*urage *o*st*nt </line>

<line> change and imp*o*ement as pa*t of daily ope**tions. T* achieve ***zen, manageme*t **es t** </line>

<line> col*ective experien*e o* all its empl*yees and value* joint problem solving. The **volvem*n* </line>

<line> of e*er*one, including managers and w*rkers, is fundamental for the Kai*e* concept t* work. </line>

</par>

<par>

<line> There *s always somet*ing to impro**, whether at work *r in </line>

<line> any other act*vi*y (Ros*ini, </line>

</par>

<par>

<line> Audino, Costa, Cifone, Kundu, & *o*tioli-Staudacher, 2019). </line>

</par>

<par>

<line> Lean productio* appea*ed as a manufac*u**ng system whos* fo*us is t* *m*rove </line>

</par>

<par>

<line> *rocedures *hrough **nti*u*us waste redu*tio*, su*h as: excess invento** </line>

</par>

<par>

<line> between workstat*ons, as well as lon* waiting time*. </line>

<line> All of t*e a*ove objecti*es we*e established in *rd*r to expand a company's produc*ion </line>

<line> cap*city so that it can compete in this globalized *ce*ar*o. The goals set by lean production in </line>

<line> relati*n to the var*ous pro**ction problems are: zero de*ec*s; zero prepara*i*n tim* (se*up); </line>

<line> zero st*ck; zero *ovement; brea* z*ro-unit lo* (*ne pi*ce) and zero *ead time (Ya*a*oto et </line>

<line> One of the *ost importa*t co*cepts of lean production is known by the n*me J*st in </line>

<line> Time (JIT). Supplying products to a produc*ion line, w*r*house, or *u*tomer, on*y when they </line>

</par>

<par>

<line> ar* needed, is t** idea of j*s* in ti*e. JIT is helpf*l when there i* certain*y of needs </line>

</par>

<par>

<line> Rev. FSA, Teresi*a, v. 21, n. 4, art. 1, p. 3-19, a*r. 20*4 w*w4.fsanet.com.br/revi*ta </line>

</par>

</page>

<page>

<par>

<line> Impl*me*ta*io* of the System Handled in a Pro*u*ti*n Cell: Ca*a Study in a Metallurgi*al C*mpa*y </line>

</par>

<par>

<line> demands, repl*ce*ent time*, small a** known, pr*d*cts of </line>

<line> great </line>

<line> *nitary value and whic* </line>

</par>

<par>

<line> *equire a hig* level of contr*l (Dura* & Mer*ol, 2020) </line>

</par>

<par>

<line> For the Japanese, JI* m*ans "at *he r*ght time", "oppor*une". *n English it m*ans "in </line>

<line> **me", t*a* **, "not e*act*y *t the *stablished momen*, but a l*ttle earlier, with a certain amount </line>

<line> of time". In *he To*ot* System, product*on is ba*ed on ze*o st*ck, *o it is equivalent to *ay </line>

<line> tha* the processes must be replenished with *he right items, in the right quan*ity a** at the </line>

<line> right time, according to t*e concept of just in time. Basically, producing goods *nd services at </line>

<line> *xactl* the *ight **me, *ot b**ore, so th*t it does n*t become stock, and not after, so that there </line>

<line> is no waiting on t*e part of cust**ers, i* the concept of *IT (Duran & Mertol, 2020). </line>

</par>

<par>

<line> **ken to tran*form *aw mat**ials *nto finished produ*ts is called L*ad Time </line>

</par>

<par>

<line> and is related to the fl***bility of th* *roduction system in meeti*g * custo*er's requ*st. *o, </line>

</par>

<par>

<line> the shorter the </line>

<line> time ta*en to transform raw materials int* finished </line>

<line> *rodu**s, the lower the </line>

</par>

<par>

<line> the production system wit* regard to </line>

<line> c*stomer needs (Dhira*idamani, Ramkum*r, </line>

</par>

<par>

<line> P**nambalam, & Subr*manian, 2018). </line>

</par>

<par>

<line> The lead t*me bas*call* has fi*e elements: (i) time in the q*e*e - time that the </line>

</par>

<par>

<line> rem*ins in the work center </line>

<line> before s*ar*ing the oper*tion; (ii) *reparation time - tim* </line>

</par>

<par>

<line> **ganize th* wo*k center fo* the op*ration; (iii) operating time - *i*e r*quire* to *perate the </line>

<line> o*der; (iv) waiting tim* - *he a*o*nt of time t*at w*rk is kept at *he work center, until i* is </line>

<line> t*ken to the nex* work c*n*er; and (iv) transportat*on t*me: transportation time betwe*n wor* </line>

<line> ce*ters (Dhi*avidamani e* al., 2018). </line>

<line> The "*akt time" is *ef*n*d bas*d on market demand and the tim* av*ila*le fo* </line>

<line> p*oducti*n. It is the pr*duction p*ce neces*a*y to meet de**nd. Mathematic*lly, it results </line>

</par>

<par>

<line> *he ratio be*wee* *he time available for pro*uction a** the numbe* o* un*ts to </line>

</par>

<par>

<line> *r*duc*d. The takt time i* the production pace of a part or produc* in a *ine or cell (Millstein </line>

<line> The takt team sh*w* wh*n a certain product should be made. Through the *a*t team you </line>

<line> can see the situat*on in which t*e pro*uct*on is. In other words, if a pr*duct h*s a on*-minute </line>

<line> t*kt tim* and it is be*ng p**duce* in two, i* w*ll *e *asy to *otic* that *here is a problem in the </line>

<line> **v. FSA, T*r*sina PI, v. 21, n. 4, *rt. 1, p. 3-19, *br. 2024 www4.*sanet.com.b*/revista </line>

</par>

</page>

<page>

<par>

<line> C. R. Silva, S. V. Bonato, *. F. Z. Pere*ra J*nior, C. M. C. *. Lopes, *. K. L*ite </line>

</par>

<par>

<line> flo* of that product *nd actions can be take* in th*s way. cu* such a problem (B*nato, </line>

<line> Zimmer, & Pereira Juni*r, 2019). </line>

<line> I* *roce*s B, t*ere is a continuo** unitary flow, that is, a finished *roduc* m*st come </line>

<line> out every determ**ed time. This t*me is the takt time, much less than the delive*y time of th* </line>

</par>

<par>

<line> *atches from th* ea**ier process. Duri*g assembly the*e *re *nl* *ar*s </line>

</par>

<par>

<line> p*oduc**on, avoidi*g *he *ccumulation o* un*ece*sary materia*s throughout production. </line>

<line> * RESEARCH ME*HOD </line>

</par>

<par>

<line> Th*s chapter pr*s*nts </line>

<line> the *ethodological st*u*ture adopted to carr* o*t this r*search. </line>

</par>

<par>

<line> Re*earch can *e def**ed a* a r*tio*a* *nd systematic pro*edure that aims to *ind solution* to </line>

</par>

<par>

<line> p*oposed pro**ems. Research is necessary *hen t*ere a*e not e*ough *rguments and </line>

</par>

<par>

<line> infor*a*ion to solve t** problems, o* wh*n the availab*e in*o*mat**n is di*persed. It develops </line>

</par>

<par>

<line> in a process w*th several st*ges th*t *a*ge from the form*lat**n o* the problem </line>

</par>

<par>

<line> presentation *f the results, car*fully using met**ds, tec*niques and o*he* scientific pr*cedu*es </line>

<line> In this study, w* ch*se to use the qu*lita**ve m*thod thr*ugh a case *tudy. **ali*ative </line>

</par>

<par>

<line> research *s understood </line>

<line> a* *he formati*e evaluation of information w*th the *ur*ose o* </line>

</par>

<par>

<line> improving *he e*fectivenes* </line>

<line> of a program, *nd </line>

<line> document analy*is is </line>

</par>

<par>

<line> sources in res*ar**, as it *resents data f**m different p*riods of the studied c*mpany (*oesch, </line>

</par>

<par>

<line> & Mello, 20*5). About th* case stud* approach, it *ntai*s a *horo*gh </line>

</par>

<par>

<line> si*g*la* situatio*, whe*her that </line>

<line> *ndividual or an organization, with the pu*pose *f </line>

</par>

<par>

<line> examining the particular ci*cum***nces surroun*ing it (Roesch et al., 2015). </line>

<line> The case study is a modality that cons*sts of a deep *nd ex*aust*v* st*dy of one or a fe* </line>

</par>

<par>

<line> se*ks to e**lore a *ontem*orar* phenomenon its context an* can i* </line>

</par>

<par>

<line> exploratory and des*ript*ve way, </line>

<line> incl*di*g these as case explor*tion and </line>

</par>

<par>

<line> study is a method *h*t contributes to the k*owle*ge of indivi*ual, </line>

<line> group and **ganizational, </line>

</par>

<par>

<line> social phen**ena. *t allows re*ear*hers to l*arn about </line>

<line> t*e holistic and *i*nifica*t </line>

</par>

<par>

<line> c*aracteristic* of r*al-*i*e e*ents, such a* group beh*vi*r, ma*urati*n o* i*dustries, </line>

<line> organizational processes, *mo** oth*r* (Yin, 2015). In this r*search th* focus o* the case </line>

<line> study is the organizational proces* of production of a m*tallurgy. </line>

<line> As for th* target pop*l*tio* t*at characteriz** the *ni*ers* of this resea*ch, i* consis** of </line>

<line> a sec**r *f a metallurgical company, in which its production mo**l is analyz*d. The *nivers* </line>

<line> forms a group o* elements (*om*ani**, product*, individ**ls) that show the characteris*ics to </line>

<line> Rev. FSA, Tere*ina, v. 21, n. 4, art. 1, p. 3-19, a*r. 20*4 *ww4.fsan*t.com.br/revista </line>

</par>

</page>

<page>

<par>

<line> Implementati** o* the Sy*tem H**dled in a P*oduc*ion Cell: Casa St*** in * Metall*rg*cal Co*pany </line>

</par>

<par>

<line> be inve*tiga**d. The sam*le population *r si**ly t*e *amp*e is chosen from this universe, </line>

<line> bas*d on *ep*es*ntativ**e** c*iteria. In the con*ext of the study, t*e ***g*t *ample p*pulati*n </line>

<line> corresponded to t*e sector that *as *he object of analysis (Roesch et a*., 2015). </line>

<line> Regarding the i*struments of da*a *ol*ection, it cor*esponds to a docum*nt that make* it </line>

<line> pos*ible to pr**ent questions *n* inqu*rie* to the resp**d*nts, providi*g the acqui*iti*n *f t*e </line>

</par>

<par>

<line> answers **at will *ontribu*e </line>

<line> pro*lem, *t wa* decided *o observe and </line>

</par>

<par>

<line> collect sec*ndary data (*oesch et al., 20*5). O*servat*on is a fundame*tal el*ment f*r </line>

<line> r*se*rch, si*ce it is f**m this th*t the resear*her can outline steps, fo*mu*ate prob*ems, bu*ld </line>

<line> hyp*the*es, define *ari*bles and co*lec* data (*i*, 201*). S**on*ary d*t* *oll*ction was **so </line>

<line> *sed, which consists o* c*llectin* *xisti*g data **d made available by t*e company i* reports, </line>

<line> in*exes, files and d*tab**es, through their analysis (Roesch et *l., 2**5). </line>

<line> As for the data *nalys*s, in the p*esent study *he data are analyzed by co**n* the </line>

<line> answe*s obtained in *he interpreta*ion of *he same through thei* relati*n*hip *ith the studied </line>

</par>

<par>

<line> theory. T*e tr*atme*t of </line>

<line> *ow i* is in*ended to treat th* data to be coll*cted, </line>

</par>

<par>

<line> *ustifying wh* s*ch t*eatment is ad*qu*te for the purpo*es of t** P**ject (Roesch et al., 20*5). </line>

<line> From the data obt*ined *n the *ollection, it is intend*d to e*aluate, explain and und*rstand the </line>

</par>

<par>

<line> probl*m*tic issue a*d me*t the r*sea*ch objec*ives. It is *sed in the analysi* of results, </line>

</par>

<par>

<line> content a*alys*s that consists </line>

<line> o* extracting meaning *rom the text </line>

<line> *n* image d*ta </line>

</par>

<par>

<line> transfe*ring t*em into infor*ation f*r the res*arch carried out (R*esch *t al., 20*5). </line>

<line> Therefore, the m*thod used in th** research was deve*oped in four stages. The *irst *tep </line>

<line> *as the bibliographic survey with the aim of seeking to add knowled*e about *he mappi*g *f </line>

<line> the value flow, lead tim* an* the red*ction o* stock*. T*e secon* *tep consiste* of conduc*i*g </line>

</par>

<par>

<line> c*llection in th* company of this study, u**ng *he *alue flow maps **d the </line>

</par>

<par>

<line> col*ected i* the company's system. The t*ird *tep c*n*iste* o* an*lyzing </line>

</par>

<par>

<line> eval*ating the </line>

<line> data collected ** th* data coll*ction. *he f*urth step was t* devel*p possi*le </line>

</par>

<par>

<line> i*prov*ments in the *ro*uction fl*w p*ocess </line>

<line> to *educe th* takt t*am's *ead </line>

</par>

<par>

<line> *nve*tori*s *n the sector. The use of the must b* made from the drawing *f th* current state, </line>

</par>

<par>

<line> *btained from the collecti*n </line>

<line> o* information </line>

<line> on the sh*p floor, for each fam*ly of products. </line>

</par>

<par>

<line> *n the informa*io* contained in *he *urrent VSM, a d*a*in* of t*e **tu*e state *as </line>

</par>

<par>

<line> de*eloped (Huang et al., 2019). </line>

</par>

<par>

<line> ww**.*s**et.co*.b*/revist* </line>

</par>

</page>

<page>

<par>

<line> C. R. *ilva, S. *. Bona*o, E. F. Z. Pereira **ni*r, C. *. *. F. L*pes, F. K. Leite </line>

</par>

<par>

<line> 4 ANA*YS*S AND D*SCUSSION OF RESULTS </line>

</par>

<par>

<line> *rom the da*a obtained in t*e collection, it is *ntended *o as*ess, *xplain and understand </line>

<line> the problemati* issue in this chapter, meeting th* rese*r*h objective*. </line>

<line> 4.1 Impl*menta*ion o* Improveme**s with the system pull*d in the compan* (pull </line>

<line> The process is th* flow of materials or product* that are *t *i*ferent sta*es i* the </line>

</par>

<par>

<line> p*oduction pr*cess, whic* c*n </line>

<line> be observed thro*gh the gradua* trans*ormation of raw </line>

</par>

<par>

<line> *ateri*ls *n*o f*nis**d **oducts. In this c*apter we see the *ransfo*mation p*o**ss of </line>

</par>

<par>

<line> production syst*m pushed into the pulled *ystem *it* the mapping of the old and current </line>

</par>

<par>

<line> production process of </line>

<line> t*e *ompany se*tor *nde* the vi*i*n o* the pul*ed system philosophy </line>

</par>

<par>

<line> to*eth*r wit* *ean Enterp*ise. T*e pr*sen*ation of the re*ults analysis aims *o *eet </line>

</par>

<par>

<line> specific goals of th* work, suppor*ed by the *h**retic*l fra*ework seen. Figure 1 *rese**s the </line>

<line> map ** *he past stat* of t*e company's s*ctor. </line>

<line> Figure 1. Map of *he past state - Pushed Syst*m Flowchart </line>

</par>

<par>

<line> Source: *r*vided by the company. </line>

</par>

<par>

<line> Rev. F*A, Teresina, v. 21, n. *, art. 1, *. 3-19, *br. 2024 </line>

<line> *ww4.fsanet.com.b*/revista </line>

</par>

</page>

<page>

<par>

<line> Implementation o* *h* S*s*em Handled i* a Pro***tion *ell: Casa *tudy in * Metal*urgi*al Co*p*ny </line>

</par>

<par>

<line> The *ap in figure 1 shows a pushed system, **sed on the secondary data **esented on </line>

<line> the map, it was possible to consult and verify tha* t*e pu*hed system has several progra*ming </line>

<line> points *n the *ector. *he **format*on comes *rom *he P*PM, which se*ds *he production </line>

</par>

<par>

<line> **ders so that the *ell-to-cell programming </line>

<line> can be ca*ried out w*thout establishing th* </line>

</par>

<par>

<line> maxi*u* **d minimum stock wit*in the </line>

<line> pr*cess. Thi* process, i* ad*ition to *eing *ime </line>

</par>

<par>

<line> consuming, h*s a greater chance of err*rs in p*ogramm*ng. </line>

<line> *he *bject*ve of *he pus*ed system is to ke*p the cell p*o*ucing at all times, p**ducing </line>

<line> as much as possible, in this pro**ss t*ere is no in*en**ry control an* the lea* *ime is high, the </line>

<line> space to sto*e **e finishe* parts is l*rge and wit*o*t inventory control, without visual </line>

<line> ma*agement, and production c*ntro*s are mad* **roug* spreadsheets with manual co*nting *f </line>

<line> stored items. It is easy to see very h*gh stocks between pro*uction o**rations, with severa* </line>

<line> stock poin*s w*thin the cells increasing the takt tim*. </line>

</par>

<par>

<line> W**h the dev*lopmen* o* *n ac*ion plan fo* a pul*ed system, a map </line>

<line> of the future s*ate </line>

</par>

<par>

<line> was c*ea**d i* which *he aim is to reduce lead time, t*kt time and **du*e invent*ries. Figure 2 </line>

<line> p*esent* th* map of the *u*ure state *f *h* company's s*ctor. </line>

<line> Figure 2. Map of the **tur* state - Flow Chart of the P*ll*d System </line>

</par>

<par>

<line> A*t*r checking the flowcha*t of the sys*em p*l*ed from fi*ure 2 *hown above, a*d </line>

</par>

<par>

<line> current*y used by the </line>

<line> *om*any sector, the </line>

<line> use of a singl* program**ng point was ve*i*ied, </line>

</par>

<par>

<line> Rev. FSA, Teresina PI, *. 21, n. 4, art. *, *. 3-19, abr. 2024 </line>

<line> www*.fsanet.com.br/revista </line>

</par>

</page>

<page>

<par>

<line> C. R. Silva, S. V. Bo*ato, E. F. Z. Pe*eira J**ior, C. M. C. F. *opes, F. K. *eite </line>

</par>

<par>

<line> **us cutting the va*ious *the* pro*ramming poi*t* o* the pushed system u*ed in t** p*st. This </line>

<line> change in the production system tends to eas* and make th* pro*uction process *o*e </line>

<line> The da*a in table 1 shows the numbe*s of the system pushed, system pu*led an* the </line>

<line> curre*t **e *ft*r *h* improvements implemen**d. </line>

<line> Ta*le 1. Da*a compar*tion </line>

</par>

<par>

</par>

<par>

</par>

<par>

<line> Takt time (hours) </line>

</par>

<par>

<line> Unf*nishe* stock (pieces) </line>

</par>

<par>

<line> Sourc*: Data resea*ch (2023). </line>

</par>

<par>

<line> Table 1 shows *he data c*llected *rom the system pus*ed in the sector of the st*dy </line>

<line> c*mpany with a l*ad ti*e of appro*im*te*y 4.* days, the takt time of approx*mately * hours </line>

<line> and a *tock of a*proximatel* 300 thousan* unfinished pieces and *75 thousand fin*shed *nd </line>

<line> the data *aised after i*plant*tion *f the pulle* *ystem *n the secto* of the st*dy **mpany w*th </line>

<line> a lead *ime of app*oximately 2.7 da**, the takt time of appr**imately 50 minutes and a stock </line>

<line> of *ppro*imatel* 185 thou*and unf*ni**ed pie*es and 135 tho*s*nd *in**hed. </line>

<line> After the improve*en*s in the c*rrent pu*l system i*plemente* in the company's sector </line>

</par>

<par>

<line> of the case study, th* </line>

<line> lead tim* *as approximately *ay*, the takt ti*e approx*mately *0 2 </line>

</par>

<par>

<line> mi*utes ago and the *toc* *ppro*ima*el* 165 t**usand unfinished pie**s and 110 thousand </line>

</par>

<par>

<line> fini*hed. The fi*ishe* *arts *uperma**et h*s become the programming p**nt of the </line>

<line> sector's </line>

</par>

<par>

<line> *rod*cti*n ce*l, being the system's puller, that is, fr*m the momen* *he customer *onsum** </line>

<line> pa*ts ***m the super*ark*t automatically, th* s*stem triggers the so-**lle* prod**tion p*ocess </line>

<line> i* t*e "full box x empty box" cell. In **e cy*le map of the part in the pulled syst** de*el*ped </line>

<line> fo* the p*o*uc**on cell, th*re *s th* study *n w*ich it is c*l*ed "ful* box x *mpty box", in whi** </line>

</par>

<par>

<line> there are *he three cy*les within *he productio* </line>

<line> proces* pulled into th*s c*ll, w*th specific </line>

</par>

<par>

<line> inventory *oints and on** one schedulin* **int. </line>

</par>

<par>

<line> sector </line>

<line> o* *he study c*m*a*y *here is *h* </line>

</par>

<par>

<line> repres*n*ation *f the *nventory points w*thi* *he sec*or of the comp*ny, which are monitored </line>

<line> by the s*pervisor in a quick walk *n w*ich he can observe th* maximum **d min**um points </line>

<line> Rev. *SA, Teresi*a, v. 2*, n. 4, art. 1, *. 3-19, abr. 2024 w*w4.f*anet.**m.*r/revist* </line>

</par>

</page>

<page>

<par>

<line> Imp*emen*ation of the Sy*tem Handled in a Production C*ll: C*sa St*dy in a M*tallurgical Co*pany </line>

</par>

<par>

<line> wi*hin th* productio* process of **e s*c*or, ha*ing an ove*v*ew o* the v*lue flow, *e*m and </line>

<line> *.2 Improvements saw aft*r implan*ation of the pulled *ystem. </line>

<line> Thi* t*pic presents the **van*age* of reduced *ead *ime an* the system pulle* for the </line>

<line> company where the study *as conducted. </line>

<line> The f*rst aspect addressed refers to the lead time, whic* cons*sts of t*e time it take* to </line>

<line> *ransform raw mater*als in*o finished products. In **e cas* of the company i* question, in th* </line>

</par>

<par>

<line> c*ge sect*r, the lead time is a*pro*imately two days, c*nsider*ng the start when </line>

</par>

<par>

<line> material s*arts the prod***ion proce*s on *he first mac*ine in the cage secto* u**il it is *inish** </line>

</par>

<par>

<line> on the la*t machine *n the </line>

<line> **oce*s, package* an* *ent to the supermarke* for r*ady-made </line>

</par>

<par>

<line> parts. </line>

</par>

<par>

<line> This pr*cess for*s the fo*low*ng steps: the lead tim* *n t*e study sector is estimated on </line>

<line> the average time of the machine cyc*es, the heat tre*tment time and the nece*sary movem*nts, </line>

</par>

<par>

<line> p*rt g*es *hrough the e*tire process from the beginning (material unti* finished </line>

</par>

<par>

<line> product. This lead time ca* *e reduced, thro**h im**ov*ments i* the process. Thes* ty*es of </line>

</par>

<par>

<line> **an*es could br*ng numer**s ben*fit*, s*c* as </line>

<line> meeti*g customer needs, </line>

</par>

<par>

<line> small-scale prod*ction, flexi*ility a*d ease of ide*tificati*n of possible losses during </line>

</par>

<par>

<line> p*oduction flow. </line>

</par>

<par>

<line> *avi*g a r*d*ce* *ead time *as*s the prod*ction o* smaller *atches and, so, * reducti*n </line>

</par>

<par>

<line> costs, </line>

<line> ad*ition to facili*ating **e identifi*ation o* </line>

<line> possible losses in the </line>

</par>

<par>

<line> pro*e*s. "*gility *n reactio* when necessary", tha* *s, f*exibi*it* t* produce a large m*x o* </line>

</par>

<par>

<line> parts ** a sho*t p*riod of *ime, accordi*g to **stomer demand. The *educed lead t*me lo*ks t* </line>

<line> *dd value to t*e produc*i*n l*ne, throu*h r*d*ced cos*s, flexib*lity an* agi*ity in m*eting </line>

<line> demands. </line>

<line> The pulled system c*n be *efined as p*oduc*io* c*rried o*t *cc*rdin* to the *ustomer's </line>

<line> request, therefore, when the customer wants it and i* t*e quan*ity he wa*ts. The compa*y in </line>

</par>

<par>

<line> the p*esent study adopted this tool ** order t* add val*e to the bus***s*, reduci*g </line>

<line> costs and </line>

</par>

<par>

<line> i*creas*ng its </line>

<line> competi*iveness. T*is system has the adva*tage that *h* production is aligned </line>

</par>

<par>

<line> ac*ording to t*e dem*nd, that is, </line>

<line> the production *s car*ied *ut </line>

<line> *ccording to the </line>

<line> customer's </line>

</par>

<par>

<line> need, in contras* to the pr**io*s one that used la*ge sto*k to meet th* custo*e*'s need. It can </line>

<line> be said *hat t*e produc*ion f*ow o* the pull syste* *s or*er*d, ha*ing a b*ginn*ng, *idd*e and </line>

<line> Rev. FSA, Teresina PI, *. *1, n. 4, art. 1, p. 3-19, abr. 2024 *ww4.fs*net.c*m.br/revist* </line>

</par>

</page>

<page>

<par>

<line> *. R. Silva, S. *. Bon*t*, *. F. Z. Pe*eira Juni*r, *. M. *. *. Lopes, *. K. Lei** </line>

</par>

<par>

<line> A*oth*r crucial point o* the pulle* system *s *he atte*dan*e to DSA (i*d*x that </line>

<line> measu**s the deli*e*y o* the *ight product, in the quantity *n* at *he *ight t*me), as sim*le a* it </line>

</par>

<par>

<line> may seem, this p*ocedure *equires *roduction a </line>

<line> l*ne wi*h e*ficiency and com*itment </line>

</par>

<par>

<line> deliver*. *ork*ng with a minimum of invento*y b**ween </line>

<line> *perations and keeping th* </line>

</par>

<par>

<line> pro**ction line </line>

<line> organi*ed are some of </line>

<line> the *dvantages of t*e pull syst*m. For t*e comp**y, </line>

</par>

<par>

<line> th* great advantag*s of *he pulled *yst** is t* *ctually produce w*at is </line>

</par>

<par>

<line> *ccordin* to dem*n*, in addi**** to being an agi*e and fle*ible *y*tem in i** respo*ses with </line>

</par>

<par>

<line> *espect to variations demands, facilitati*g custo*er s*rv**e (*SA), and to facilitat* p*rts in </line>

<line> flow and quality control in the production cell. </line>

<line> 4.3 Main aspects f*r mai*t*n*nce of t** p*lled sys*em </line>

</par>

<par>

<line> *s p*e*i*usly expos*d, the pull system has </line>

<line> numerous advantages, </line>

<line> howeve*, discip*i*e </line>

</par>

<par>

<line> and monitoring are nec*ssary for the *yst** t* become sus*ain*ble. Among sev**al as*e*ts, it </line>

<line> is pertinen* *o *i*hlig*t people, who are ex*remel* important fo* the *roper fu*ctioni*g of the </line>

</par>

<par>

<line> sys*em, bein* necessa*y receive to </line>

<line> adequate trainin*, alig*ed with the ne* m**hod. Cu*ture </line>

</par>

<par>

<line> also needs t* be worked on a*d </line>

<line> gave, as it is necessary f*r pe*ple </line>

<line> understan* </line>

</par>

<par>

<line> *un*tioning *nd why this syst*m is used i* th* pro*uction li*e, t*us *avoring the progress o* </line>

<line> It is w*r*h highlighting as a mainte*ance poi*t o* the p*l*ed system, the pe*iodic rev*ew </line>

<line> of demands. T*is pr*ctice aims to check t*e reality and m*rket variat*ons; the*efore, quarterly </line>

</par>

<par>

<line> *eviews *re co*ducted </line>

<line> w*th *ata p*ovided by </line>

<line> the ***ufacturing *roduc*ion Pla*ning and </line>

</par>

<par>

<line> Co*trol (PCPM) departmen*. The r*liab**ity of mac*ines *s considered a point of a*ten*ion for </line>

<line> th* p*oper d*vel*p*en* of the *ystem, and for tha* i* is necessary to ha*e empl*yees trained to </line>

<line> run them *n or*er to guar*ntee t*eir smo*th operati*n. </line>

<line> In relat*on to the p*lled system, p*oduction is carried out whe* the cust*me* needs or </line>

<line> "pull*". According to t*e Toyota philosophy, you have to produce what the *ustomer wants, </line>

<line> when he want* and, in the quantity, he wan*s (Yamamoto et al., 2019). In an *deal scenario, *t </line>

<line> *ould be to ma*u**cture a single produc* for the c*stomer's order, re*u*tin* *n zero st*ck, s* </line>

<line> everyth*ng that is produced *s consumed. In *he *omp**y's r*a*i*y, ***s flow is ofte* *lawed, </line>

</par>

<par>

<line> *e*uiring </line>

<line> small l*vels of *nven*ory, </line>

<line> *h* necessar* security *o *a*ry ou* </line>

</par>

<par>

<line> prod*ct*on wit*in the e*tabl**hed *eadline. It is poss**l* to **rify that th* pu*led **st** has </line>

</par>

<par>

<line> numerous be*efits for the *o*pa*y, amo*g t*em, </line>

<line> r*duction of inve*tori*s, redu*t*o* </line>

</par>

<par>

<line> *ev. FSA, Teres*na, v. 21, n. 4, art. 1, p. 3-19, abr. 2024 </line>

</par>

</page>

<page>

<par>

<line> Im*lementation of the System Handl*d in a P*oductio* Ce*l: Casa Study in a Metall*rg*cal Company </line>

</par>

<par>

<line> stora*e and mainten*nce costs, promotes org*nizati*n *n the production lin* and reduces </line>

<line> i*v*ntor* error. </line>

<line> 5 CONCLU*IONS </line>

<line> Wi** the i*pl*mentatio* of *mpro*e*ent* in *he production s*s*em, **ich were **e </line>

<line> im**ementation of *he pulle* sy**em and t*e valu* flow, i* was possible to reduce inventories </line>

<line> between operations, as w*ll *s pe***ct and *nderstand the flow *f **e man*f*c*uring p*oce*s, </line>

<line> which w*s very complicated and di*f*c*lt *o understa*d. The process started ** use *m*ll </line>

</par>

<par>

<line> batc*es, eas*ng the flow of parts </line>

<line> and the *u*lity co*trol *tarted to b* spr*yed *n </line>

</par>

<par>

<line> se*eral points o* th* cel*. If there i* an anom*ly *n the parts, it i* easy to find it, i* which case, </line>

<line> th* *umber of defe*tive parts is less. The flow map of the future state wa* *rawn and it was </line>

<line> identified w*ere i* wa* and where *t could be reach*d using the t*ols mentione* in the Toyota </line>

<line> production sys*em, under*tand*ng why this system is so *uccessful, sin** the mappi*g sh**s </line>

<line> where you **ve to apply the 5s, vi*ual managem*nt, Ka*ban a*d oth*r tools that n*e* t* be </line>

<line> a*ded *o planning, and *speci*lly, traini*g people, maki*g the wh*le flow work alw*ys in </line>

<line> s**rch of continuous improve**nt. </line>

</par>

<par>

<line> *t is pos*ib*e to af*irm that the pulled sy*tem </line>

<line> brought significan* imp*ovem*nts to </line>

</par>

<par>

<line> sector, such </line>

<line> as, producti*n a*c*r*ing to the customer's </line>

<line> demand, reducti*n and </line>

</par>

<par>

<line> qualifi*atio* of stocks, guarantee*ng the f*lfillment of deliver*e* wh**ever the *ustomer </line>

<line> need*, which is in line w**h the philosophy o* *o*ota production system, which produces *s </line>

<line> needed fo* delivery. </line>

<line> The s*udy did not exte*d t* other sect*rs of the *nalyz*d compan*, n** tak*ng into </line>

<line> account th* cha*ges that the int**duction of lean thinking m*y ha** *rough* t* such areas of </line>

<line> A*thoug* it can be considered limited, as it does not offer bases for generalizat**ns, the </line>

</par>

<par>

<line> study suppl*e* opportuni*ies to get to kno*, in *rea*er *epth, a real a*d </line>

<line> complex *ontext, </line>

</par>

<par>

<line> wh*ch can supp*y suf*icient informa*ion for another future research. It is sugge*te* as f*ture </line>

<line> work the appl*cat**n of *he tools used h*re, as *he processes ca* alway* be improved and, so, </line>

<line> new to**s may *ppear, *hich make* the s*udy a co*tinuous improvement cy**e of im*ortance </line>

<line> for compani*s. </line>

</par>

<par>

<line> www4.fsanet.*om.br/revista </line>

</par>

</page>

<page>

<par>

<line> C. R. Silva, S. *. Bon*to, E. F. *. Pereira Ju*ior, C. M. *. F. Lopes, F. K. Leite </line>

</par>

<par>

<line> REF*RENCES </line>

</par>

<par>

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<par>

<line> definitio* of a w*ste mounting line. R*vista El*trônica de *d*ini*traç*o e Turismo, </line>

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<line> Implementati*n of lean **nuf*cturing and lean audi* system in an auto *arts manu**ctur*ng </line>

<line> indu**ry-a* ind*strial cas* *tudy. In*ernatio**l jour*al of c**puter int*grated </line>

<line> manuf*cturing, 3*(6): 579-**4. https://doi.o*g/*0.*080/0*511*2X.2017.1356473 </line>

<line> Dur*n, V., & Mertol, H. (2020). Ka*zen Perspectiv* in Curriculum Development. Asian </line>

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<line> *i*, A. *. (20*8). C*mo *laborar projetos de p*s*ui*a. São *aulo: Editora Atlas. </line>

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<line> (2019). Caracteri*a*ão ** p*oduçã* cientí*ica sobre *mbientes de produção enxuta </line>

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<line> Imp*ementation of the System *a*dled in a Produc*i*n Cell: *asa Study in a Metallurgical Company </line>

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<line> *anufa*turi*g and Re*ated *ean P*acti*es: The Cas* of Toyota Prod*ction System and </line>

<line> Manageri*l *hinking. Internati*nal Management Revi*w, 15(2), 21-*0. http*://t.ly/9*Bx* </line>

<line> Yin, R. K. (20*5). E*t*do de Caso: P*an*j*mento e mé*o*o*. 5. ed. Porto Alegre: Bookman. </line>

<line> Zamb*n, I., Cec**ini, M., Egi*i, G., Saporito, M.G., & Col**t*ni, A. (2019). R**o*ut*on 4.0: </line>

<line> Industry vs. agric*lt*re i* a future deve*o**e*t for SMEs. Pr**esses, 7(*), 1-*6. </line>

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</par>

<par>

<line> Como Refere*ci*r e*te Artig*, co*for*e ABNT: </line>

<line> *I*VA, C. R; BON*TO, S. V; *EREIRA JUNIOR, E. F. Z; *OPES, C. M. C. *; LE*TE, F. K </line>

<line> Impleme*ta*ion of t*e System H*ndled i* a Produ*tio* Cell: Casa Study in a Meta*lurgical *ompany. </line>

<line> Rev. F*A, Teresina, v. 21, n. 4, *rt. 1, p. 3-1*, a**. 2024. </line>

</par>

<par>

<line> Co*tribuição do* **to*es </line>

<line> *. R. Silva </line>

<line> E. F. *. Pe*eira Junior </line>

<line> F. K. Leite </line>

</par>

<par>

<line> 1) concepção * planejamento. </line>

</par>

<par>

<line> 2) a*álise e int*rpretação do* dados. </line>

</par>

<par>

<line> 3) ela*or*ção do rascunh* ou *a revis** c*ítica do conteúdo. </line>

</par>

<par>

<line> 4) partic*paç*o ** aprovação da versão final do m*nus*ri*o. </line>

</par>

<par>

<line> Rev. *SA, Teresina PI, v. 21, n. *, art. 1, p. 3-19, abr. 2024 </line>

<line> w*w4.fsanet.com.br/revist* </line>

</par>

</page>

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