Value Stream Mapping (VSM) Applied to a Company of the Metal-Mechanic in 4.0 Industry Context / Mapeamento de Fluxo de Valor (MFV) Aplicado em uma Empresa Metalmecânica no Contexto da Indústria 4.0

Sérgio Luiz Kyrillos; Ridnal João do Nascimento; José Barrozo de Souza; Umberto Ollitta; José Benedito Saccomano

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

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

<line> I*SN Impresso: 180*-6356 ISSN *letrô*ico: 2317-2983 </line>

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<line> Valu* Stream Mapping (VSM) Applied to a C*m*any of the *et*l-Mech**ic in 4.0 Indust** </line>

<line> Context </line>

<line> Map*amento de Fl*xo de *a*or (MFV) Apl*cado em uma Em**esa M*talmecân*ca n* Conte*t* </line>

<line> Sérgio Luiz K*ri*los </line>

<line> Doutor em En***haria de P*odução pela Uni*ersidade *aulista </line>

<line> Pro*essor da Univers*da*e Paulista </line>

<line> E-mai*: sergiola*up*@greco.co*.*r </line>

<line> Ridna* Jo*o do Nascime*t* </line>

<line> *estre em *iências pelo IPE* </line>

<line> P*ofessor d* Instituto F*deral de São Paulo </line>

<line> *-mai*: ridnal@uol.co*.br </line>

<line> J*sé *arro*o de Souza </line>

<line> *ou*o* em Engenh*ria *e Produção pel* Universidade Paulista </line>

<line> Profes*or do Instituto *e*e*a* do *spír*to S**to </line>

<line> E-mail: josebar*o*o@gma*l.com </line>

<line> Umber*o Ollitt* *u*ior </line>

<line> Mestre em Engenhari* de Pro*u*ão pela Un**e*sid*de Pauli*ta </line>

<line> Profess** da Unive*sidade *aulista </line>

<line> E-*ail: e*gumberto@*mail.com </line>

<line> *osé Be*edito Sac**mano </line>

<line> Dout*r em Engenhari* Mec*n*ca pela Universidad* d* São Pau*o </line>

<line> Profe**or da U*iversidade Paulista </line>

<line> *-mail: j**acomano@gmail.com </line>

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<line> Endere*o: Sérgio *uiz Kyrillos </line>

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<line> Paulista, </line>

<line> Edi*o*-Che*e: Dr. Tonny Ker*ey de Alencar </line>

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<line> Rodrigu*s </line>

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<line> Ri*nal João do Nascimen*o </line>

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<line> Paulis*a, </line>

<line> A*tigo recebido em 0*/06/2*21. Última </line>

<line> versã* </line>

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<line> 100. Brasil. </line>

<line> receb*d* *m 1*/06/2021. Ap*ovado em 18/0*202*. </line>

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<line> Endereço: </line>

<line> Jo*é Barrozo d* Souza </line>

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<line> Paulista, </line>

<line> Avaliado pelo s*stema *rip*e Review: Desk Review a) </line>

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<line> pelo E*ito*-Chefe; e b) D*uble Blind Review </line>

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<line> Endereço: </line>

<line> Um*erto Olli**a Junior </line>

<line> (avaliação cega por do*s **al*adores d* *rea). </line>

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<line> Rev*são: Gramatical, Normativ* </line>

<line> e *e *ormatação </line>

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<line> E*dereço: </line>

<line> José Ben*d**o *a**omano </line>

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<line> Av. Paul*sta, 900 - Bela Vista, *ão *aulo - *P, 01310- </line>

<line> 1*0. Brasil. </line>

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<line> V*lue Str*am Mapping (VSM) Applied to a Company of t** Metal-Mechanic *n 4.0 Industry Context </line>

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<line> Thi* research *r*s*nts the data obtained in a meta*urgical *o*pany, from the implem*ntatio* </line>

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<line> o* VSM - Value Stream Mapping </line>

<line> *ool - *n agreemen* wi*h the Lean M*nufacturi*g - LM </line>

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<line> sys*e*. Th**ugh * q*a**-quanti*ati*e **pro*ch, a*d *he re*earc*-action met*o* *as used *s a </line>

<line> res*arch st**t*gy. The star*ing point was based on a bi*liographical survey, it was sought *o </line>

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<line> identify concepts to deve*op and implement VSM in a manufact*ring u*it located in </line>

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<line> indu*trial dis*ric* of Gua*u*hos (B*azil). The participatio* *f em*loyees and *esearchers, w* </line>

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<line> test the hypothesis that with the VSM m**hod implementati*n is possible to obta*n </line>

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<line> pro*uctivity gain wit*out investment assets. The res*lts dem*nst*ated an improvement in *n </line>

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<line> produ*tivity, inc*easing the *an, ho*r, mac*ine (hh*) ratio by 26.74%, a 21% </line>

<line> reduc*ion in </line>

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<line> processing t*me (*T) and 31.5% in Le*d Time (LT). Was conclud*d that with t*e application </line>

<line> *f the VSM tool a* improvement of the **anning, progr*mming and pro*uction control </line>

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<line> (PPCP) m*n*gemen* i* obtained, resulting i* </line>

<line> actions t*at </line>

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<line> study *ontri*utes to de*onstra*e that managing the pro*uc*i*n ba*ed on real *ata structured i* </line>

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<line> ma*hema*ical tools i* as *elev*nt as the *mp*ovement of the p**ductive **frastructure *f </line>

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<line> factory; *ead*ng ** the effective re*u*tion of waste, to improvin* productivi*y and increas*ng </line>

<line> the co*petitiven*ss. </line>

<line> *eyw*rds: Va*ue Stream Map*ing - VS*. Lean Manufacturin*. Acti*n R*sea*ch. Lead </line>

<line> Time. *roduct*on Ma*a*ement. </line>

<line> RESUM* </line>

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<line> apresent* os dados o*tidos e* uma empre*a metalúrgica, a partir </line>

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<line> implemen*ação da f*rramenta VSM - Mapeamen** de fluxo de v*lor - em co*cordância com </line>

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<line> o sistema Lean Manufa*turing - LM. P*r meio ** um* abordagem qua*i-quant***tiva, </line>

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<line> *étodo de *esquisa-ação foi u*iliz*d* como es*r*té*ia d* pesq*i*a. O ponto de partida foi </line>

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<line> baseado e* </line>

<line> uma pesquisa b**liográfica, busc*u-se identif*car *oncei**s *ara desenv*lver </line>

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<line> imp*ementar o VSM em </line>

<line> *ma *nidade fabril localizada *o di*trito i*dustrial de *uarulhos </line>

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<line> (B**sil). Com * partici*ação d* funcionários e pesquisadores, *estam** a hipótese d* que, co* </line>

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<line> é possí*el o*te* </line>

<line> *anhos de pr*dutividade sem </line>

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<line> investimento e* at*vo*. Os resultados demonstraram *elhorias de *rodutividade, aument*n*o </line>

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<line> homem, *or*, máq*i** (hhm) em 26,74%, red*ç*o </line>

<line> de 21% no tempo </line>

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<line> pro*essamento (TP) e </line>

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<line> fer*a*enta VSM, é obtida u*a me*****a no </line>

<line> ger*nciamento do planejam*nto, programação </line>

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<line> controle de produçã* (*PCP), result**d* em açõe* que leva* ao *anh* d* *rodut*v*dade. Es** </line>

<line> estudo con*ribui para demonstra* que o geren**am*n*o da *rodução com base e* dados rea*s </line>

<line> est*uturados em **rramentas m*temáticas é *ão relevan*e qu*nt* a *el*oria da infraes**u*ura </line>

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<line> produtiva *a **brica; l*vand* à re*ução ef*tiva ** r*síduos, mel**rando * *rodutividade </line>

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<line> aume*tando a *om*etitivid*de. </line>

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<line> Palavras-cha*e: Mapeamen*o do Fluxo de *a*or. *anu*atura. Pe*quis*-Ação. Tempo </line>

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<line> **r**essame*to. Gerenciamento *e Prod*ção. </line>

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<line> www4.fsane*.com.*r/revista </line>

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<line> S. L. Ky*i*los, *. J. Nas**mento, J. B. So*za, U. Ol**tta J**ior, J. B. Sa*c*ma*o </line>

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<line> 1 NTRODUCTION </line>

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<line> Curr*ntly Brazilian m**k*t is c*ar*cte*iz*d by the pred*mi*an*e of co*pan*** that </line>

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<line> en*iro*ment with fierce competition. These organizat*ons s*ek insertion into </line>

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<line> globaliz*d market where there a*e customers and consu*ers\ high *emand for product* wi** </line>

<line> adequa*e *ualit* and low*r costs a*d s*p*l*ers\ n*ed to be a*ile *n* adap*able to meet the </line>

<line> t*ght delivery d*adli**s. </line>

<line> In t**s *ay, c**panies *a*e been s*riving to consol*da*e th*ms*lves *n t*e current </line>

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<line> highly competitive ma*ket **e*ario, where mana*i*g product**e activities req*ires </line>

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<line> combi*ation of skills **d proce*se*. T*e nec*ssary s*il*s *re: entr*preneurial visio*, </line>

<line> intell**tual bo**ness *nd compete*c* regardi*g the use of *esources *ee*ed in prod*ction. In </line>

<line> *elat*o* t* process, *o that the m*nage*ent of productive activities *ecomes feas*bl*, it i* </line>

<line> nec*ssary to h*ve pro*ramm*ng, planning, mapping and operation*l *ontrol, which *equire </line>

<line> reliable *low of **form*tion. </line>

<line> According *o Tu*ino (20**) it is necessary th*t th* compan**s comprehen*, within </line>

<line> the*r limits, what a*e *heir abilit*es a*d **rengths *hen effecting the *ecessary r*lati*ns*ip </line>

<line> w*th the enviro*men*; *rea*ing competitiv* advant*ges t*at bri*g **em gains from the market </line>

<line> situations. This vi*ion, at the *trategi* leve*, will enab*e *he t*ctical an* operat*on*l lev**s to </line>

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<line> *ake correct *ctio*s t* *ake pr*d*ctive uni*s e*fective through operations performed with </line>

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<line> **g* level of e*f*cien*y. </line>

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<line> Corporate sustai*ability is se*n not *n*y </line>

<line> **e *ias of the tripa**it* relation**i* </line>

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<line> am*n* company, *lie*t*le a*d </line>

<line> inv*stors, bu* also i*cludes the consolida*ion of attitud*s </line>

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<line> consid*red ethical - i* the sense *f observ*tion an* *espect for the s*and*rds and for *he set of </line>

<line> laws and *egulations *eeded ** be compliant with the guidelines and policies of the en**rpri*e </line>

<line> - fa*e to *ocal legal devices. </line>

<line> Within th*s conc*pt, the corporate sustainability wi*l pr*se*t co*sis*ency fro* the </line>

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<line> effective ac**on pe***ated by </line>

<line> *ransparent d**lo*ues, consist*nt flow of in*ormation and, </line>

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<line> fu*damentally, the *ractices t*at ma*e </line>

<line> possible the *alorizat*on o* the brand, cu*tomer </line>

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<line> loya*ty, commitment a*d the est*bli*hment </line>

<line> alliances w*th part*er*. *hi* effect*ve *ction </line>

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<line> consol*dat*s the strengthenin* *f both the company, fr*m t*e institutional point o* view, a*d </line>

<line> the net*or* that supports *t. </line>

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<line> B* maintaining these practices, it *eets </line>

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<line> b**iness unit (BU), the stak*ho*ders\ expectations, as *e*l as the return and the </line>

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<line> maxim**ation *f profit margi*s, a*lowing t*e creation *f a fa*orable scenario to the existence </line>

<line> Rev. FSA, Teresina, v. 18, n. *, ar*. 2, p. 18-*6, jul. 2*2* www4.fsa*et.*om.br/revista </line>

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<line> Valu* Stream **pping (VSM) Applie* t* a Comp*ny of the Meta*-Mechanic i* 4.0 Ind*stry Con*ext </line>

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<line> and the stre*gth*n*ng *f an organis* c*pable of *stablishing vigorou* social bonds and </line>

<line> provid*ng *he l*ng*vity of the *U, the ente*pris* or the company. </line>

<line> Accord*ng t* Marinardes, Alves, R*po*o and Domi*gu*s (2011), this classificatio* </line>

<line> prese*ts simplicity and coherence, diffe*ing from the cl*s*if*cation proposed *n t*e </line>

<line> Stakeho*de* Salience mode* pres**t** by Mitchell, Agle and Wood (19*7), which establi*hes </line>

<line> three factors - power, legiti*ac* and urge*cy - to classify by importance the *takeho*der* of </line>

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<line> *n op*rationa* d*finiti*n f*r ef*iciency ca* be esta*l*sh*d by *he relation </line>

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<line> expected con*umption of resources and a*t*al c*nsumpt*on o* reso*rces. Bri*o and Mar*o*to </line>

<line> (2013) emphasizes the importan*e o* m*nag*rs seeking effi*iency and eff*ct*v*ne*s in *hei* </line>

<line> *ro*uctive pr*ces*es; but highlights t*e danger of the company i* *ursuing e*ficiency alon*. </line>

<line> The ***elopmen* of *his work included a *ibliog*aphic rese*rch *n co*t m*nageme*t, </line>

<line> pro*uction function, p*oductive systems, Le*n Manuf*cturi*g (LM) and Value Stream </line>

<line> M*pping (VSM). It should be noted t*at the cur*ent research, due t* its explorat*ry b*as a*d </line>

<line> it* goal of gen**ating knowled*e for practical applica*ion, is clas**fie* as being *f an applie* </line>

<line> na*ure; the *pproac* is qualitative-quan*itative, accord*ng to G*l\* *on*ept* (2008). ** relation </line>

<line> to the m*tho*, *t can be classified as action researc*, which according to *hiollent (20*1) is </line>

<line> the one *hich implies *c*ion on the *art o* *eople *r *roups *nvolved in the observed *s*u*, ** </line>

<line> *he ca*e of this research, t* identi*y, d*velop and implemen* VSM b*s*d on the current state </line>

<line> map *nd *he princ*pl** of L*. This article was struct*red i* t*e following way: the fi*st </line>

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<line> ses*ion p*esents the i*t*od**tion </line>

<line> *f th* research, the definition of </line>

<line> the proble* and </line>

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<line> methodolog*cal </line>

<line> ap*roach; in the </line>

<line> se**nd *ne, the theoret*cal referentia* is described; </line>

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<line> third on*, the a**lication of the action resea*c* is p*esent*d and finally the conclu*ion of the </line>

<line> *esearch is describ** in the four*h session. </line>

<line> 2 THEORETICAL FRAMEWORK </line>

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<line> the theoreti*al methodological fram*work of this research, </line>

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<line> *iblio*raphical res*a*c* **s ca*rie* out on: Re*earch Methodology, Production Planning and </line>

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<line> Cont*ol, *ean Manufacturing, </line>

<line> and *al*e Stream Mapping (VSM). Accordi** to Torr** </line>

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<line> (**1*), the re*e*anc* of bibliogra**ic resear*h "Is the *act, amo*g o*hers, that the t*eory in </line>

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<line> makes </line>

<line> possible e*ery wa* th* in </line>

<line> reading and in*erpreta*i*n of di*ferent texts wi*h which we </line>

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<line> discover new texts, or not, in *earc* of ne* sense*. In a*dition, abov* all, to it* un*ty with the </line>

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<line> practice </line>

<line> *hat allows </line>

<line> us to see the ob*ect **om the concr*te </line>

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<line> R*v. FSA, Teresin* PI, v. 18, n. 7, art. 2, *. *8-36, ju*. 202* </line>

<line> *ww4.fsanet.c*m.br/revis*a </line>

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<line> S. L. Kyrillos, R. J. *ascime*to, J. B. S*uza, U. Ollitta Jùnior, J. B. Sacc*m**o </line>

</par>

<par>

<line> accom*lishm*nt of a re*earc* w*rk, there is to be made several *rt***lations between the*ry </line>

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<line> and practice, resp*c*ing thei* autono*y and d*p**de*ce on the *oundat*on of the obje*t </line>

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<line> ***ld inve*tigated" (p. 43). </line>

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<line> In this *ay, the pr*sent research a*ticul*t** the theory and th* pract*c* to answer </line>

<line> wheth*r it is p*ssible to *btain a productiv*ty gain without any investm*nt in assets, only with </line>

<line> the im*lementation of *he VSM t*ol. </line>

<line> 2.1 Ma*agi*g costs: the pro*ucti*n *unction *nd the production sys*e*s </line>

<line> Seeki*g to c*nt*ol and reduce as w*ll as ensure and mai*tain t*e profit *ar*ins of </line>

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<line> productive acti*ities, ma*agin* c*sts fund*menta* is </line>

<line> f*r the company to remain *u*ta*nable </line>

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<line> and *ompe*itive; *ven more facing the globa*iz*d market. Tra*i*iona* cost ap*or*ion*ent </line>

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<line> systems that in*olve direct (DC) and *ndirect (IC) </line>

<line> cos*s synergistical*y linked to fix*d (*C) </line>

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<line> and variable (V*) costs requi*e sp*cial atten*ion. </line>

<line> T** indirect costs are parti*ularly </line>

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<line> per*iciou*, *ince *heir growth is *ertiginous, es*ecially in the case of the demand </line>

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<line> suppressed. T*e direct costs, however, require a proper mappi** of d**ect labor that must hav* </line>

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<line> ad**uate *roductivity. On </line>

<line> the other hand, productive systems, involving the pro*uc*i*n </line>

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<line> and servi*e*, are depen*ent *n a well-structured PPCP sector. Th* Taylorist-Fordist </line>

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<line> paradigm, h*s the c*n*e*t </line>

<line> of a reord*r p*int and minimum lot *hich aim to p**h the </line>

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<line> pro*u*tion, alway* look**g at inventories and *i*king purchase orders to p*odu*tion orders, as </line>

<line> shown in Fig*re 1. </line>

<line> F*gure 1 - P*CP unde* the conventional view. Source: Authors </line>

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<line> Orders in Purchase </line>

<line> Orders *n Production </line>

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<line> Linke, *haves, E*pi*ha, Tsu*u**, an* Nar*iso (2013) argue that </line>

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<line> *ecto* responsib*e fo* bo*h *he coordination and the adeq*ate *p*li*atio* *f p*oductive </line>

<line> res*urce* *o that t*e plans p*ev*ously *stablished by the comp*n* *re efficiently m*t. Th* </line>

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<line> PPCP secto* is structured to simplif* </line>

<line> eliminate u*necessar* time and </line>

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<par>

<line> ac*ivities.Planning presupposes *esig*ing an* for*alizing futu** activit*es a*d aspirations, </line>

<line> *herefore keepi*g control and *doptin* eventua* *orrectio*s are essential so th*t the *la*s *an </line>

<line> be *on*retized and confi*med. Thu*, *he op*ration* *arried out must *e p*ofi*ab*e and *epe*d </line>

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<line> on *he effici*nt m*nagement of pr*duc*ion systems; in *uc* way that the num*er of unit* a </line>

<line> Rev. FSA, Tere*i*a, v. 18, n. 7, art. 2, p. 1*-36, jul. 2021 www4.fsa*et.com.*r/revista </line>

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<line> Value *tream Mapping (VSM) Ap**ied to a *ompa** of the Meta*-Mech*nic *n 4.0 In*ustry Cont*xt </line>

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<line> pro*uced (as a function of *h* ins*all** oper*ti*nal *apacity - IO*) is a*le to s**pass t*e </line>

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<line> equilibri*m poin* requ*r** by the productio* </line>

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<line> value at eac* stage. </line>

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<line> B *r**slates th* behavior *f the total *evenues obtained from the </line>

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<line> sa*es pro*pects to b* *arrie* ou* by the company. The s*gmen* A </line>

<line> C re*resents the w*y i* </line>

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<line> which the company'* expenses are incu**ed, considering the *roducti*n cost* involved *s </line>

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<line> function of t*e number of unit* *roduced and wh*ch ha* i* *he s*g*e** A </line>

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<line> to identify *he level of fixed costs (F*). </line>

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<line> *s the segment O </line>

<line> B *xceeds the se*ment A </line>

<line> C pr*fit wil* be obtained; *he </line>

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<line> opposite condition wi*l lead to loss **d, if total revenue cove*s total </line>

<line> expenditure, we </line>

</par>

<par>

<line> ac**eve sta*ility of the system </line>

<line> t*rough the break-even </line>

<line> poi*t. As for costs, on* mus* </line>

</par>

<par>

<line> unders*and the busines* a* * whole and in * detailed and formal w*y. The VSM tool presents </line>

<line> a challenge for the compan* r*garding the und*rstanding of **e *nt*re pr**uction process and </line>

<line> of *hi*h phase of the process is ab*e to d*liver value *o the cu*t*mer without impacting costs. </line>

<line> F*gu*e 2 - The profit*bi*i*y of opera*ions. Revenue*, *xpens** a*d units produ*ed. </line>

<line> Source: Authors </line>

</par>

<par>

<line> As show* i* fig*re 3, cu**ently, the production function *cco*nt res*urce* (labor, </line>

</par>

<par>

<line> **p*tal, energy, raw </line>

<line> materials, </line>

<line> other inputs) *h*ough innu*erabl* e*try port*, m*king the </line>

</par>

<par>

<line> p*oduction un*t depende*t on socia* demands (goods and ser*ice*) ***sing fro* the external </line>

<line> *nvi*on*ent. Therefore, this fu*ction **eks to consolidate itself in *he face of a market </line>

</par>

<par>

<line> subjec* *o high a*plitud* *s*i*lations and i* should b*have </line>

<line> i* a*co*d*nce with **e profit </line>

</par>

<par>

</par>

<par>

<line> Rev. FSA, Teresina PI, v. 18, n. 7, *rt. 2, *. 18-36, j*l. *02* </line>

<line> www4.fsanet.com.b*/r*vista </line>

</par>

</page>

<page>

<par>

<line> S. L. Ky*illos, R. J. Nasc**ento, J. B. *ouza, U. Ol***ta Jùnior, J. B. S*c**man* </line>

</par>

<par>

<line> Fi*ure 3 - The product*on *unction wit* the necessary *fficiency: to add value and </line>

<line> **iminat* c*sts. *ou*ce: Authors </line>

</par>

<par>

<line> 2.2 Lean Manufactu*ing </line>

<line> By constantly seeking to eli*i*ate waste *nd excludi*g what does not *dd value, in </line>

</par>

<par>

<line> a**ition to </line>

<line> provid*ng speed to the co*pa*y, the *oundations of the Lean Manufa*t*ring </line>

</par>

<par>

<line> concept are at the heart of the dis*ussio*s. Werkema (2006) *e**nds the idea th*t L*an can </line>

<line> ** a*plied to a*l kinds o* work a more *ppropr**te d*n*mination is L*an O*er*tions or Lean </line>

</par>

<par>

<line> Enter**ise. The origins of *ean Manufacturi*g go back </line>

<line> to th* Toyota *ro*uction Syst*m </line>

</par>

<par>

<line> (als* known as Lean Man*fa*turing or Just in Time Produc*ion - JIT). *aichi Ohno in </line>

<line> Japan, as well as Orlich in the US, h*ve *hi*ted paradigms from pushed to pulled produc*ion </line>

<line> whose m*in elem**t, JIT, shows that inventory *s o*e of the wastes *i*hin c*mp*nies. Ohno </line>

<line> *ontemp*ates some ele*e*ts, which u**il th*n was not se*n in manufa*t*ring, s*ch a* the </line>

</par>

<par>

<line> out, t*e multifun*tional work*r, th* quick tool change, and especially the tot*l </line>

</par>

<par>

<line> qu*lity throughout the </line>

<line> company and the Kanban </line>

<line> i*formatio* c*ntrol sy*t*m. He also </line>

</par>

<par>

<line> *onsiders the *liminatio* *f the sev*n *aste* (Muda): </line>

<line> I. Produc*ion of produc*s with de*ects; </line>

<line> II. existence of overpr*duction not requi*ed b* th* clientele; </line>

<line> III. maint*nance o* st*ck* aw*iting processing; </line>

<line> IV. remanuf*c*ur*ng and / or *eprocessing; </line>

<line> V. unneces*ary *ove*e*t of employee* an* inadequ*te jobs; </line>

<line> **. unneces*a*y transport*tion and handling of g**ds; </line>

<line> Rev. FSA, Te*esina, v. 18, n. 7, ar*. 2, p. 18-3*, jul. *021 www4.fsanet.com.br/revi*t* </line>

</par>

</page>

<page>

<par>

<line> Value *tre*m Mapping (VSM) A*pli*d to a Company *f the M**al-M*c***ic in *.0 In*u*try C*ntext </line>

</par>

<par>

<line> VII. long s*t-up, pr*cess and / or machine with discontinuities wa*ting *o c*mplete </line>

<line> process*ng, empl*yees wi*h in*er*upted functions and / *r wait*ng to return to work. </line>

<line> The approach adopte* for what is generally understo*d as m**ufacturing, as described </line>

<line> by Mon*en (2012), is that lean production can\t, nor should be co*sidered a chan*e of th* </line>

</par>

<par>

<line> Sci*ntif** Ad*ini**ration, </line>

<line> b*t an evolu*ion of this. Lean production means doing more with </line>

</par>

<par>

<line> less, aff*rming the con**pt th*t over-activit* is unnecessary and costly, reduci*g long **ad </line>

<line> times, ap*lyin* the ju**-in-ti*e principle on prod*ction lines, r*ducing overall costs, </line>

<line> improvi** *he relation**ip between customers and s*p*liers *nd imple*en*ing an efficient </line>

<line> qualit* management system as well. Accord*ng to Raje*thir**umar and Shanka* (2011) "the </line>

</par>

<par>

<line> main contribution of le*n producti*n that these practi*es is </line>

<line> can functi*n s**ergistically </line>

</par>

<par>

<line> create a simplified, </line>

<line> *igh qu*lity *ystem </line>

<line> *hat produces finished p*o*ucts at the pace </line>

</par>

<par>

<line> cus*omer demand with little or no w*st*." However, it s*ould be *mphasized that the s*cc**s </line>

</par>

<par>

<line> of imple*en*ing any spe*ific m*nagement practices </line>

<line> often *e*en*s on th* or*anizationa* </line>

</par>

<par>

<line> characteristics, ** the *a*e set of pra*tic*s can\t be imp*emented in </line>

<line> all organi*ati*ns </line>

</par>

<par>

<line> random. (G*lbrai*h (*977), Pepper & Spedding (2*10), S*ah & Ward (2002)). Companies, </line>

<line> which a*e inc*ea*ingly in*egrated tod*y, depend on act*on* tha* add value t* th*m, *limi*ating </line>

<line> wastes; thus, according *e S*uza *t al. (2*1*), lean pr*duction may *lso be con*idered a* a* </line>

<line> extended J** mechanism tha* includes the parti*ipation of *ll p**ties involved in the supp*y </line>

<line> chain, i**ra and int*r *om*anies. </line>

<line> 2.* V*lue *tream Mapping </line>

<line> V*lue Stream Mapping (VSM) seeks to system*tiz* the flow of informatio* **d </line>

</par>

<par>

<line> ma*eria*s in productive *r*an*zations. The stage of mapping the </line>

<line> current stat* o* the VSM is </line>

</par>

<par>

<line> essential to iden*ify wastes s* that *ne c*n strategically </line>

<line> take the *ecess*ry at*itudes f*r </line>

</par>

<par>

<line> i*plementat*on o* *he va*ue map </line>

<line> va*ue ma* is the representation </line>

</par>

<par>

<line> flows *r*m the moment o* receipt *f the produc*ion order t* the delivery of the final p*oduct. </line>

<line> W*mac* and Jone* (1998) a*gu* that in th* value stream ma*ping those steps </line>

<line> cons*dere* as non-a*ding value are c*rrectly specified and ti*ely eli**nate*. The* also state </line>

</par>

<par>

<line> that t** value in the </line>

<line> processing walks t*rough*u* the entire system in a co**inuous and </line>

</par>

<par>

<line> co*stant manner, under the proper management o* three mana**rial tasks, nam*ly: </line>

<line> - **formation manag*ment; </line>

<line> - physical *r*ns*or**ti*n; </line>

</par>

</page>

<page>

<par>

<line> S. L. Kyrillos, R. J. Nascim*nto, J. B. Souza, *. Ollit*a Jùnior, J. B. S*c*omano </line>

</par>

<par>

<line> Rother and Shook (2*0*) understand that val*e *tream f*ow is all t*e actions </line>

<line> *urre**ly r*qu*red *o **ing a product thro*gh the main flows e*sential to ev*ry prod*ct. </line>

<line> Sulliva*, *cdonald & Van Akem (2002) high*ight *hat V*M, by pr*vidi*g a common basis </line>

<line> for *h* production p**cess, creat*s c*nditions for *ore *l*bor**e deci*ion making in order to </line>

<line> improve th* flow of value. *n this *a* i* can be inferred *hat **M i* applied as a way to </line>

<line> move towards l*an manufacturin* and as a formula ** lead i*provement a*ti*ities. (Sulliva* </line>

<line> et al., *002), Sah*o, Singh, Shankar & T*wa*i (2008)). With res*ect t* *omp*titiven*ss, </line>

</par>

<par>

<line> Rother *nd Sh**k (20*3) state that VSM *rovides compa**es with a co*petitive </line>

</par>

<par>

<line> avoiding dispe*sion i* pu*ctua* improveme*ts, w*ich in most c*ses provide *ittle end result </line>

<line> a*d little *uppor* ov** time. </line>

<line> The main foc*s o* *appi*g the value cha** is to demonst*ate the material and </line>

<line> i*forma*ion flow* in the vario*s phases o* producti*n, providing *he ne*es*ary s*bsidie* to </line>

<line> c**ose *e*n t*ols. In the *res*nt study, the c*ncept of value is understood as the accep*ance </line>

<line> *ndex that product (or process) p*ese*** against the e*pectation demonstrated by the client. </line>

<line> Thus, as the value of on* product (or p*oces*) is hi*h*r t*an that of anot*er, the grea*er the </line>

<line> **ance t*at the *rodu*t (or process) will exceed th*t off*red by it* *ompetitor. As shown in </line>

</par>

<par>

<line> *igur* 4, for the ap*li*ation of the VSM tool, f*ur steps must </line>

<line> *e ac*ompl*shed before the </line>

</par>

<par>

<line> implemented: Produc* fami*y selection, *urrent-state **awing, Future-state </line>

<line> drawin* </line>

</par>

<par>

<line> *nd P*anning and *mpl*mentati*n of the Act*on plan (Rother & *h*ok, 2003). </line>

</par>

<par>

<line> *ig*re 4 - Steps for d*plo*in* t*e v*lue stream *apping. </line>

</par>

<par>

<line> www4.fsanet.com.br/re*is** </line>

</par>

</page>

<page>

<par>

<line> Val*e *tream Mapping (VS*) Applied t* a Compa*y of the Metal-Mechanic in 4.0 Industry Contex* </line>

</par>

<par>

<line> Source: Adapted f*om Rother, M. and Sho*k, J.: Learnin* t* See: *a*ping the Value S**eam </line>

<line> *o A*d Va*ue and Elimin*te W*ste. São **ulo: Lea* *n*titute of Brazil, 2003. </line>

<line> According to the authors, the "mo** important *oint *f the fu*ure state </line>

<line> impl*mentatio* pl*n is **t to thin* of it as t** introduction of a series of t*chniques, but to </line>

<line> re*ard it as a process of *uil*i*g a serie* of connected flows for a produ** f*mily" (R*ther & </line>

</par>

<par>

<line> *6). It i* observed that i* **gu*e 4 the a*ro*s betw*en the present *nd th* </line>

</par>

<par>

<line> *uture st*tes have a doub*e di**cti*n, *ndi*ating that the </line>

<line> development of the *res*nt *nd </line>

</par>

<par>

<line> *uture s**t** a*e overlapping ef*orts. </line>

</par>

<par>

<line> The first st*p ** *h* c*nstruc*ion of V*M is to choose a prod*ct family, "com*os*d of </line>

<line> a group of products that pass *hrough similar proc*ssing steps and *v*r c*mmon equipme*t </line>

</par>

<par>

<line> in your downstre*m processes"; </line>

<line> *elect*d the prod**t family the ne*t *tep i* to m*p (draw) </line>

</par>

<par>

<line> the c**r*nt state "by g*thering in*orm*t*on *n the shop **oor. </line>

<line> Thi* provide* th* information *ou need t* dev*lop * future s*ate". The construction </line>

<line> of t*e third sta*e - drawing the *ut*re stat* - begins with th* ideas *hat ar* us*al*y rais*d in </line>

<line> the m**ping of t*e current st*te. Likewise, when drawin* th* future s*ate im*ortan* </line>

<line> inf*rmation a*out *he current *tat* will *e *oin*e* *ut, *hich *f**n we*t unnotic**. </line>

<line> Th* fourth step - Action P*a* - should d**cribe *ow to p**n this transition fr*m the curre*t </line>

<line> state to t*e future state; a*d it* *mplementation should take place as *oo* *s possible. Then </line>

<line> *s soon *s the fut*re state com*s true, the mapping proces* *e*eats itse*f. That is noth*ng </line>

<line> more than ap*lying *he concept of contin*ous imp*o*eme*t at the value flow level. (*oth & </line>

<line> *hook, *003), Guim*rães, *ede*ros, S*NTANA, & Pereira (20*5)). </line>

<line> Rev. FSA, Teres*na PI, *. 18, n. 7, art. 2, p. 18-*6, *ul. 2*21 www4.fsane*.co*.br/revista </line>

</par>

</page>

<page>

<par>

<line> S. L. Ky*illos, *. *. N**cimento, J. B. Souza, U. O*litta Jùnior, J. B. Sa*coma*o </line>

</par>

<par>

<line> B*rcaw (2012) states that t*e tec*nique employed in the V*M tool allows tho*e </line>

<line> *nvolved (le* by a *anage*) to i*entify a*d analyze *oth the processes *nd the infrastructure </line>

<line> f*r dec*sion making to im*rove them and reduce *aste throug*o*t the fl*w. Thu*, an actio* </line>

<line> plan f*r the future s*ate can / *hould ad* value to the produ*tion *ystem. </line>

</par>

<par>

<line> *he following dia*ram (Figure </line>

<line> 5) sh**s the symbology us*d in this work to draw th* </line>

</par>

<par>

<line> curr*nt-s*ate and the future-state flow maps for the implementation. </line>

<line> Figure 5 - *ymbols *sed for V* </line>

</par>

<par>

<line> F*gure 5 - Symbols used for V* </line>

<line> So*rce: Ada*ted fro* Rothe*, M. *nd Shoo*, *.: Learning to S*e: Mapping *a*ue Flow t* </line>

<line> Add Value and E*iminate Waste (2003). </line>

</par>

<par>

<line> 3.* Research Meth**ology </line>

</par>

<par>

<line> Rev. FSA, T*resina, *. 18, n. *, art. 2, p. 1*-36, jul. 2021 </line>

<line> www4.fsanet.co*.br/r*vist* </line>

</par>

</page>

<page>

<par>

<line> V*lue S*r*am *apping (VSM) Appl*ed to a Company of the Meta*-*ec*anic in 4.0 *ndust*y Co*text </line>

</par>

<par>

<line> In orde* to lay *he foun*ati*ns fo* this resear*h, t* develop t*e s*udy and t* validat* </line>

<line> it, we s*ugh* support in t*e Ac*ion R*s*arch method (AR), according to Thi*llent\s concepts </line>

<line> *mon* the aspects hi*hlighted by this author, th*re *s the statement that a *ystemic </line>

</par>

<par>

<line> perspecti*e is presented in A*, d*aling with th* wh*le </line>

<line> and the par*s, i*proving </line>

</par>

<par>

<line> a*p*ox*mat*o* *it* comple*ity, f*ctors that have proved import*nt *o this res*ar*h. </line>

<line> Through AR, resear***r* *ake p*s*tions a*d m*ke dec*sion* about transf**ma*iv* *ct*ons. In </line>

</par>

<par>

<line> actor* have the role of </line>

<line> beco*ing artic*lators </line>

<line> and fac*litators of </line>

</par>

<par>

<line> re*earcher* inv*lve*, allowing information sharing, feedba*k to stakeholders and </line>

<line> implement*tion *i*h concrete i*itiati*es. </line>

</par>

<par>

<line> The *lann*ng of the re**arch was carried out c*nsidering the </line>

<line> *emands o* </line>

</par>

<par>

<line> production uni* due to the need to obtain grea*er produ*t*v*ty, to reduc* was*e and *o </line>

<line> effective*y introdu*e * quality standard. *hus, having de*ined t*e family of prod*ct and *he </line>

</par>

<par>

<line> *ollection, it wa* proposed the </line>

<line> el*borati*n of the a*t**ities for </line>

</par>

<par>

<line> constructi*n of the VSM according to *igure *, al*eady presented. This </line>

<line> is applied </line>

</par>

<par>

<line> exploratory research and * q*alitativ* and *uan*itati*e *ha*acter. </line>

</par>

<par>

<line> 3.* The company and the prod*ct </line>

</par>

<par>

<line> F*r the **velopment *f the *ese*rch *ome field acti*ities were carried *u* in </line>

</par>

<par>

<line> transformation factor* </line>

<line> that operat*s in the m*t**-mecha*ical </line>

<line> *ndustry, located in </line>

</par>

<par>

<line> in**strial p*** of Guarulho* / SP. O*e of the seve* products, made on a l*rge scale, was </line>

</par>

<par>

<line> chosen. The c*osen item is seen as * f*mily item, as it has twelve </line>

<line> *olor options an* thre* </line>

</par>

<par>

<line> pac*aging f*rmats. Accordin* to Slack, </line>

<line> Chambers and </line>

<line> John**o* (2*0*), the product*on </line>

</par>

<par>

<line> c*aracter*zed as M*ke to S*ock (M*S); hig* v*lum* </line>

<line> *ow variety </line>

</par>

<par>

<row> standardization). T** activities for the devel**ment of the present study are described below, </row>

<row> in accordanc* w*th t*e steps presented in Figures 6 *nd 7. </row>

<row> Custome*\s pro*ile an* re**iremen*s: </row>

</column>

<par>

<line> Networ* = 21 s*ore*. </line>

</par>

<par>

<line> Demand = 86,4*0 p*eces / month </line>

</par>

<par>

<line> Req**rement = 21,600 pi*ces week in 3 or 4 shipments per we*k deliver*d to the / </line>

<line> distribution c*nter (*C) </line>

<line> ***le1: Operating manu*acturin* process </line>

</par>

<par>

<line> ww*4.fsanet.com.br/revista </line>

</par>

</page>

<page>

<par>

<line> S. *. Kyril*os, R. J. Na*ci*en*o, J. B. So*za, U. O*litta *ùnior, J. B. Saccoma*o </line>

</par>

<par>

<line> INFORM*T*ON COLLECTED REGAR**NG TO THE PRODUCTION PROCESS </line>

</par>

<par>

<line> LAMINAT**N </line>

<line> ST*MPING </line>

<line> ASSEMBLY </line>

</par>

<par>

<line> Semi-automatic </line>

<line> Automa*ic proces* </line>

<line> Semi- autom*t*c </line>

<line> Semi-automatic </line>

</par>

<par>

<line> Quantity of operator* </line>

</par>

<par>

<line> CT ¹ Cycle Tim* (seco*ds) </line>

</par>

<par>

<line> OT (Operating Time) (seco*ds) </line>

<line> 50 (computed for boxes with 24* pieces) </line>

</par>

<par>

</par>

<par>

<line> w**tten stock ³ (pieces) </line>

<line> 1* reels (*) ~24,68* pi*ces. 3.5 days </line>

</par>

<par>

<line> Sourc*s: **thors </line>

</par>

<par>

<line> (*) a r*el equa* t* *,057 *ieces </line>

</par>

<par>

<line> ¹ Cyc*e tim* (CT) is the time required to exe*ute a pro*uc**on *ctivi*y. CT is understood as the time *lapsed bet**en *he </line>

<line> repet*tion of the ope*ation, *ro* start to f*n*sh. CT is th* b*a* time. </line>

<line> ² Up ti*e (UT) is understood in th** art*cle as the availability *f t*e equipmen* *n *he m**h*ne in *iew *f its n*c*ssary </line>

<line> effectiveness a*ainst the p*odu*t*on requir*ment*. </line>

<line> 3 Written st*ck refers *o inventory *bs*rved prior to daily supply. </line>

<line> C*mpany PP** Activities: 1) R*c*ive the monthly foreca*t. 2) Feed t** production sys*em </line>

<line> (MRP). 3) Acquire the inputs through *rders for *teel a** plastic*zer. 4) We*kly S*h**ule </line>

<line> each of the pr*cess*s of *he p*oduction fu*c*i*n, namely: laminatio*, stamp**g, *njection, </line>

<line> assembly and packaging. </line>

<line> Working time data *f the manuf*ctu*ing company: </line>

<line> The *u*ren* *pe*a*ional *vailability is: </line>

</par>

<par>

</par>

<par>

</par>

<par>

<line> 2 work shifts; </line>

</par>

<par>

<line> 2 interval* / day. </line>

</par>

<par>

<line> Fi*ure 6: Valu* S**e*m M*p*i*g (VSM) - hhm Current State. S**rce*: Autho*s </line>

</par>

<par>

<line> Rev. FSA, *eresina, v. 1*, n. 7, art. 2, *. 18-36, j*l. 2021 </line>

<line> www4.fsa*et.com.br/revista </line>

</par>

</page>

<page>

<par>

<line> Value St*eam Mapp*ng (VSM) *pplied to a Compan* of the Metal-M*chani* i* 4.0 Ind*str* **ntext </line>

</par>

<par>

<line> Calcu*ation of cur*ent state p*oductivity </line>

<line> hhm: cons*dering 7 *perator* </line>

</par>

<par>

<line> [(3,600/4.74)/7] = 108.50 un/*hm (unit/man hour machine *ork*d). </line>

</par>

<par>

<line> www4.fsanet.com.br/revis*a </line>

</par>

</page>

<page>

<par>

<line> S. L. Kyr*llos, R. J. Nas*imento, J. *. Souza, U. Olli*ta Jùnior, J. B. *accomano </line>

</par>

<par>

<line> Figure 7 - Va*ue Stream Mappi*g - VSM - *uture Stat*. Sources: Auth*rs </line>

</par>

<par>

<line> Rev. *SA, Te*esina, v. 18, n. *, *rt. 2, p. 1*-36, jul. 2021 </line>

</par>

</page>

<page>

<par>

<line> Value *tream Map*ing (VSM) Applied ** a Company of the Meta*-*echanic in 4.0 Industry Context </line>

</par>

<par>

<row> To pe*form th* calcula*ions, re*er**ng to t*e case on scre*n, *e u*ed **e following </row>

<row> equation* fr*m Tubino (*015) and R*ther & Shoo* (2003): </row>

<row> TAKT *IME (TKT) = Effective time of operation of a pr*cess (per **ift) </row>

<row> Quantity of th* pi*ces requir*d by cust*mer (per *hift) </row>

<row> *quation 1: Calcu*ati** Takt *ime (*) </row>

<row> Th* takt **me is a function relat** to the effective produ*tion time *onsi**ring *he </row>

<row> numb** of p*rts ordered. </row>

<row> TKT = 55,200 / 5,400 = **.22 sec /piece. </row>

</column>

<par>

<line> 2*,600 *n 4 s*ipments = 5,400 / shipment. </line>

</par>

<par>

<line> 4. CONCLUSION* </line>

</par>

<par>

<line> The work pr**ented the de*elopm**t </line>

<line> o* so** *rticulate* tec*niques to effect </line>

</par>

<par>

<line> V*M and, in this way, make ** pos*ible ** exten* the pro*u*tion planning and control o* *he </line>

<line> u*it. Managing based on real data stru**ur*d i* mathe*atic*l *oo** is as rele*an* as t*e </line>

<line> impr*ve*ent of the *a*tory\s *rodu*tive infrastr**ture; lead*ng to the ef*ective red*ction of </line>

<line> wast*, improv*ng productivi*y a*d in*reasing the competiti*eness of the **mpany. Another </line>

</par>

<par>

<line> ***t worth mentioning *as been t*e consolidati** of a base f*r *h* i*plemen*a*ion of </line>

</par>

<par>

<line> *ean ph*loso*hy that requires c*mmi**ent, di*cipline and a*sertive direction. </line>

</par>

<par>

<line> These fact* were </line>

<line> able guide the orga*iz*tional culture so th*t the con**pt, in ** </line>

</par>

<par>

<line> operatio*al scope, c*uld *llow du* alignment of *he p*oces**s *n the sen*e of *ddin* value. </line>

<line> As a resu*t, Process Time (P) was reduced b* 21% a*d Lea* Time (LT) *y 31.5%. The Up </line>

<line> Time (*T) of machi*es and *quipment w*s increase* *n s*v*ral p*ases of th* p*oce*s, as i* </line>

<line> is verif*e* by the *aps *f VSM (current and futur*). It was ve*ified an improveme*t in </line>

</par>

<par>

<line> produ*t*vity raising </line>

<line> the **M (Ma*, hou*, Machine) ra*io b* 26.74%. I* addition to </line>

</par>

<par>

<line> a*orementioned, a </line>

<line> dialectic was e*tablished betwee* the actors of the productive </line>

</par>

<par>

<line> organization and th* rese*rchers; *o that, throug* th* mapping of the mate*ial fl*w and the </line>

<line> effective coo**inat*on of the inform*tion, it was pos*i*le to in*rease the visibil*ty t*at </line>

</par>

<par>

<line> allowed greate* clarit* regarding the production process, *mprovement o* **e cleanin*, </line>

</par>

<par>

<line> *nvironment *s well as the layout, w*i** also he*ps to e**minate w*ste. </line>

</par>

<par>

<line> As far *s tra**por* is concer*ed, ** has become </line>

<line> necessary *o car*y out an additional </line>

</par>

<par>

<line> de*ivery to *he netw*rk o* stores, which at firs* *ay *eem cost increase. However, this fact </line>

<line> did not cause losses, because *he company alw*ys has vehicles in the r*gion; since *here are </line>

<line> Rev. FSA, *ere*in* PI, v. 18, n. 7, art. *, p. 18-36, jul. 2021 www4.fsanet.com.br/revista </line>

</par>

</page>

<page>

<par>

<line> S. L. Kyr*llos, R. J. Nascimento, J. B. Souza, U. Ollit** Jùnior, J. B. Sacc**ano </line>

</par>

<par>

<line> da*ly deli*eries to the metr*po*itan **ea *f São Paulo *ity that **ncen*rat*s *t*er c*st*mers </line>

<line> o* th* c*mpany. *s for the method used to carry out t*is study, it i* possib*e to conclud* that </line>

</par>

<par>

<line> the use of Action Research (*R), t*ere was a conve*sio* of s*i*nt**ic facts *nt* </line>

</par>

<par>

<line> practica* action*, allowin* intense inte*action b*tween th* a*tors who acte* proactively </line>

</par>

<par>

<line> in*ra-org**izational*y and </line>

<line> al*o between the company part*e*s. *ith the *tudy, it </line>

</par>

<par>

<line> apply V** co*cepts, *o e*a*le those </line>

<line> involve* to *earn t* *dent*fy *nd solv* </line>

</par>

<par>

<line> problems co*lec**vely, with observa*ion and due ac*ion o* the **oblems poin*ed out. </line>

<line> Wi*h *eg*rd to lit*ra*u*e, title* where co*sulted *hat *nstrum*nted the actors with </line>

</par>

<par>

<line> tools capabl* of m*eting </line>

<line> of *h* compan* a*d t*e res*arche*s in order to give </line>

</par>

<par>

<line> reliability to the process. At the same time, *e*efits *ave been *ncorporate* to maint*in the </line>

<line> price-term-quality trin**ial mak*ng the p*oduction f***t*on more *fficient, co*tribu*ing to </line>

</par>

<par>

<line> the effe*tiveness *f the organization. Fi*ally, cons*d*ring the descriptive nat*re of </line>

</par>

<par>

<line> r*sear*h, since facts and phenome*a occ*rre* in *n environment where data extraction was </line>

<line> s*stemati* *nd *ractical, it is fe*sible *o classify *he stu*y *s being of an applie* natu*e. The </line>

</par>

<par>

<line> app*oach *s un*erstood as qua**tat*ve *nd q*antit*tive. *he *ese*rche*s are grateful for </line>

</par>

<par>

<line> **lcome given by the com*anies *nvol*ed, which al**wed us to *ay t*e **unda*ions for t*i* </line>

<line> s**dy, as w*ll as ** the *val*ation members of *he editor*al staf* o* this we*l-kn*wn journ*l. </line>

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<line> Co*o Re*erenciar este Art*go, c**for*e ABNT: </line>

<line> KYRILLO*, S. L; NA*CIMENTO, R. J; SOUZ*, J. B; OLL*TTA JÙNIOR, U; SACCOMANO, J. *. </line>

<line> *alue *tream *apping (VS*) Appl*ed to a C*mpany of the Metal-Mecha**c in 4.0 *ndustry Context. </line>

</par>

<par>

<line> Contribuição dos A*tores </line>

<line> S. L. Kyrillos </line>

<line> J. * . Souza </line>

<line> J. B . Saccomano </line>

</par>

<par>

<line> 1) con*epção e planejam**to. </line>

</par>

<par>

<line> 2) análise e interpretação dos dados. </line>

</par>

<par>

<line> 3) elabora*ão do rascu*ho ou *a revisão crítica d* conteúd*. </line>

</par>

<par>

<line> 4) par*i*ipa*ão na *provação da versã* fi*al do m*nuscrito. </line>

</par>

<par>

<line> Rev. FS*, Teresi*a, v. 18, n. *, ar*. 2, p. 18-3*, jul. 2021 </line>

<line> www4.fs*n*t.com.b*/revista </line>

</par>

</page>

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