<\/ul>\n<\/div>\n\n\n\n\nThe aim of the\nDid you know\u2026? device is to ensure that the information is more transparent and\ntransversal, by using small cards containing simple pieces of information on\ntopics which are of interest for the daily running of the factory. OPLs \u2013 One\nPoint Lessons were created to make it quicker to pass on information. These\ndocuments transcribe procedures and information in a manner which is simple and\naccessible to all, and guarantee access to this information.<\/p>\n\n\n\n
The Kaizen tools\nwere incorporated into the Management system using Improvement Cards, Help\nChain Cards, the recently-implemented Kobetsu Projects and Non-Conformity Cards\nin existing processes. <\/p>\n\n\n\n
In order to\nfollow up on the Non-Conformities identified in the internal audit of the\nlaboratory, the management started by creating new models of cards so as to\nmake the non-conformity more highly visible to the team, as well as the\ncorrections and corrective actions taken, and also the deadlines and personnel\nin charge of implementation. From there, this methodology was rolled out to the\nentire system and organisation. <\/p>\n\n\n\n
Kobetsu projects\nare when improvements are studied and implemented, pertaining to complex\nproblems which require monitoring by multidisciplinary teams, with more simple\nproblems earmarked to be solved via the PDCA cycle, using Improvement Cards and\nHelp Chain Cards, or via the task schedule when they can be resolved\nimmediately. <\/p>\n\n\n\n
The\nincorporation of Kaizen tools in the Management Systems and in Caima\u2019s daily\noperation has proven to be an asset and a veritable cultural revolution. <\/p>\n","protected":false,"raw":"\n
[lead] This Japanese method aims to help companies from all business sectors to grow their sales, increase profitability and improve their return on investments by implementing a policy of continuing improvement. [\/lead]<\/p>\n\n\n\n
In Japanese kai\nmeans to change and zen means for the better. When you put these two words\ntogether you get kaizen, meaning continuing improvement. This business concept\nwas introduced into Europe in 1986, when professor Masaaki Imai wrote his book\nKaizen: The Key to Japan\u2019s Competitive Success. The Kaizen philosophy is geared\ntowards improving industrial production. The practice is recognised all around\nthe world as an important pillar in organisations\u2019 long-term competitive\nstrategy. Toyota\u2019s production line in Japan is a perfect example of how an\norganisation can see substantial improvements by applying the Kaizen method. <\/p>\n\n\n\n[image format=\"img-article-pano\" id=\"2865\"]\n\n\n\n[blockquote text=\"When you work with a genuine team, there is no obstacle that cannot be overcome and no level of success that\u2019s too high to reach\" author=\"Sofia Reis Jorge\"]\n\n\n\n
Although linked\nwith industrial production, the concept of continuing improvement can be applied\nto other sectors of business activity such as health, finance and retail, among\nothers. There are several success stories which validate Kaizen. Zara, the\nready-to-wear chain, is one such case, having become one of the world\u2019s most\nsuccessful high street brands, producing around 40% of its product-lines in\nEurope. Other multinationals have also employed the concepts of Kaizen and\nachieved results which have become worldwide case studies. Bosch, Porsche and\nHoneywell are other very successful examples. <\/p>\n\n\n\n
Portugal also\nhas good examples which are worthy to note. Every year the Kaizen Institute\nPortugal recognises organisations with stand-out performances nationally. The\nKaizen Lean Award is given to organisations which prove themselves to be\nexcellent examples of good continuing improvement practices. The awards\ncategories are Excellence in Productivity, Excellence in Quality, Excellence in\nthe Continuing Improvement System and Excellence in Growth Strategy.<\/p>\n\n\n\n
Celbi scoops\nKaizen Institute award<\/strong><\/p>\n\n\n\nThe 8th edition\nof the Kaizen Lean Awards was held on April 9th at the Champalimaud Foundation,\nand Celbi was one of the night\u2019s big winners with the top award in the\nExcellence in Quality category, for its Improve Quality to Increase Operating\nEfficiency Project.<\/p>\n\n\n\n
The results\nobtained show improved product quality, lower pulp production losses and\nconsequently better availability of the installation, a 6% reduction in\nelectricity consumption, a 19% decrease in specific water use, and increased\nlifespan of timber shredding blades. These gains contributed towards a 3% rise\nin operating efficiency and increased production\/sales.<\/p>\n\n\n\n[gallery format=\"short\" ratio=\"3:2\" ids=\"2862,2877,2922\"]\n\n\n\n
As well as these\ntangible gains, Celbi won an award for its good continuing improvement\npractices. The award from the Kaizen Institute is recognition for our attitude\nof going above and beyond, for doing the right thing, to achieve more and\nbetter results. We are the continuing\nimprovement, every day and everywhere.<\/p>\n\n\n\n
Sofia Reis\nJorge, Celbi\u2019s director of Technical Control and Management Systems, says that\nthis award is \u201crecognition for our attitude of going above and beyond, for\ndoing the right thing, to achieve more and better results\u201d.<\/p>\n\n\n\n
The award is\nalso proof that the Lean methods are capable of being successfully implemented \u201cin\nprocess manufacturing businesses, and not just in discrete manufacturing such\nas the automobile industry\u201d.<\/p>\n\n\n\n[blockquote text=\"Today better than yesterday, tomorrow better than today\"]\n\n\n\n
Application\nof the knowledge gained<\/strong><\/p>\n\n\n\n The project started in 2016 with two pilot\nteams, a Gemba (operational) team and a supervisory team. Using the results\nobtained during this stage and the lessons learned, the methodology was\nextended in 2017 to the entire industrial area, involving around 210 employees,\n2,387 hours of training and 28 team boards implemented.<\/p>\n\n\n\n
It all started a\nfew years ago, when Celbi looked at its strategic plan and identified that\nthere was a need to implement a Lean Management method. According to Sofia Reis\nJorge, \u201cthe Kaizen Institute had a good portfolio of companies with which it\nworked and we liked its working method, so we felt it was the most suitable\npartner which was most in line with the goals set out by the company\u201d.<\/p>\n\n\n\n[image format=\"img-header-large\" id=\"2916\"]\n\n\n\n
It was therefore\nan obvious choice for Celbi to go ahead with a\nproject which, from an operational standpoint, aimed to ensure continuing\nimprovement of quality in order to achieve increased operating efficiency.\nSofia Reis Jorge states that: \u201cAll of the organisation\u2019s hierarchical levels\nwere involved, executing projects with multidisciplinary teams. The end result\ntranslated into increased pulp production due to losses and inefficiencies\nhaving been reduced, without adversely affecting the quality of the end\nproduct. The teams are working better and more in line with the company\u2019s\nstrategic goals.\u201d<\/p>\n\n\n\n
All 210\nemployees from Celbi\u2019s industrial area were involved in this process in order\nto get to the end result, coordinated by the Management Group which comprised\nthe Industrial Administrator and the five directors who manage the company\u2019s\nindustrial business activity, with support provided by the Management Systems\nand Continuing Improvement coordinator. <\/p>\n\n\n\n[blockquote text=\"The award is also proof that the Lean methods are capable of being successfully implemented \u201cin process manufacturing businesses, and not just in discrete manufacturing such as the automobile industry\u201d\"]\n\n\n\n
The\nimplementation of the Kaizen principles within the Altri Group is not limited\nto Celbi. There are other continuing improvement projects at Caima and at\nCeltejo.<\/p>\n\n\n\n
Celtejo\nidentified 16 projects for improvement<\/strong><\/p>\n\n\n\nAs the saying\ngoes: \u201cThere\u2019s a right time for everything.\u201d Following the recent investments\nmade at Celtejo which included a new recovery boiler, a new Industrial Waste\nWater Treatment Plant (IWWTP), a new turbine and a new water treatment installation, it felt like\nthe right time to take a major step forward in continuing improvement, by\nimplementing the Kaizen tool.<\/p>\n\n\n\n
Since human\ncapital is one of the group\u2019s main assets, it is vitally important for everyone\nto feel as if they are part of the whole, contributing towards improving the\nresults achieved by their team. The implementation of the Kaizen tool is\ntherefore one more resource to reinforce the continued search for improvement\nin the bond between employee and company. <\/p>\n\n\n\n[gallery format=\"short\" ratio=\"3:2\" ids=\"2850,2859,2949\"]\n\n\n\n
The aim in\nintroducing Kaizen practices at Celtejo is to endow the organisation with new\nand better solutions with which waste and shortfalls will be reduced, thereby\nincreasing productivity and consequently results. <\/p>\n\n\n\n
Kaizen is based\non a specific method, whose main tool is the PDCA Cycle, meaning Plan, Do,\nCheck, Act, representing each stage: Plan \u2013 the initial stage identifying,\nobserving and analysing the problems found; Do \u2013 after planning, actions must\nbe put into practice in order to achieve the goals of the previous stage; Check\n\u2013 Note the actual effects which were achieved during the actions undertaken,\nwhether everything was executed as planned and\/or whether there were any\nshortfalls; Act \u2013 if the results achieved are not those planned, new actions\nshould be drawn up. In the event of a satisfactory result, this stage serves as\na preventative action to ensure that the shortfall isn\u2019t repeated. This cycle\nis easier to understand if viewed as a constantly rotating circle. <\/p>\n\n\n\n[blockquote text=\"The aim of the Did you know\u2026? device is to ensure that the information is more transparent and transversal, by using small cards containing simple pieces of information on topics which are of interest for the daily running of the factory\"]\n\n\n\n
Although the\nKaizen tool is still a recent phenomenon at Celtejo, all the teams on the\nground (Gemba) have joined in enthusiastically, promoting improvements which\nwill streamline their work. 16 projects for improvement have been identified\nfor analysis.<\/p>\n\n\n\n
Creating\nsimple tools <\/strong><\/p>\n\n\n\nDid you know\nthat visual management can be a useful tool in current monitoring of processes\nand for quick and reasoned decision-making? This was the theme that pushed the\ncontinuing improvement team, which is responsible for implementing the Kaizen\nmethod at Caima, to create tools such as the Did you know\u2026? devices, the OPLs \u2013\nOne Point Lessons and the Non-Conformity cards. <\/p>\n\n\n\n
During the stage\nwhen all Caima\u2019s teams were already using the methodology implemented in May\n2018, the Daily Kaizen N1 and Kaizen N2 (5 S) meetings held demonstrated the need\nto improve aspects relating to exchanging and ensuring the uniformity of\ninformation and to monitor improvement actions. A series of simple tools was\ndevised to this end, which revolutionised productivity, process efficiency,\nmaximisation of resources and team motivation. <\/p>\n\n\n\n[gallery format=\"short\" ratio=\"3:2\" ids=\"2853,2874\"]\n\n\n\n
The aim of the\nDid you know\u2026? device is to ensure that the information is more transparent and\ntransversal, by using small cards containing simple pieces of information on\ntopics which are of interest for the daily running of the factory. OPLs \u2013 One\nPoint Lessons were created to make it quicker to pass on information. These\ndocuments transcribe procedures and information in a manner which is simple and\naccessible to all, and guarantee access to this information.<\/p>\n\n\n\n
The Kaizen tools\nwere incorporated into the Management system using Improvement Cards, Help\nChain Cards, the recently-implemented Kobetsu Projects and Non-Conformity Cards\nin existing processes. <\/p>\n\n\n\n
In order to\nfollow up on the Non-Conformities identified in the internal audit of the\nlaboratory, the management started by creating new models of cards so as to\nmake the non-conformity more highly visible to the team, as well as the\ncorrections and corrective actions taken, and also the deadlines and personnel\nin charge of implementation. From there, this methodology was rolled out to the\nentire system and organisation. <\/p>\n\n\n\n
Kobetsu projects\nare when improvements are studied and implemented, pertaining to complex\nproblems which require monitoring by multidisciplinary teams, with more simple\nproblems earmarked to be solved via the PDCA cycle, using Improvement Cards and\nHelp Chain Cards, or via the task schedule when they can be resolved\nimmediately. <\/p>\n\n\n\n
The\nincorporation of Kaizen tools in the Management Systems and in Caima\u2019s daily\noperation has proven to be an asset and a veritable cultural revolution. <\/p>\n"},"excerpt":{"rendered":"","protected":false,"raw":""},"author":3,"featured_media":2856,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_pt_post_content":"\n
[lead] Ajudar empresas de todos os sectores de actividade a crescer nas vendas, aumentar a rentabilidade e a aumentar o retorno de investimentos atrav\u00e9s de uma pol\u00edtica de melhoria cont\u00ednua \u00e9 o objetivo desta metodologia de origem japonesa. [\/lead]<\/p>\n\n\n\n
Em japon\u00eas kai significa mudar e zen significa melhor. A jun\u00e7\u00e3o das duas palavras d\u00e1 origem \u00e0 palavra composta kaizen, cuja tradu\u00e7\u00e3o \u00e9 \u201cmelhoria cont\u00ednua\u201d. Este conceito empresarial foi introduzido na Europa em 1986, quando o professor Masaaki Imai escreveu o livro Kaizen: The Key to Japan\u2019s Competitive Success. A filosofia Kaizen est\u00e1 orientada para a melhoria da produ\u00e7\u00e3o industrial. \u00c9 uma pr\u00e1tica reconhecida mundialmente como um importante pilar da estrat\u00e9gia competitiva de longo prazo das organiza\u00e7\u00f5es. O primeiro grande exemplo que se d\u00e1 de uma organiza\u00e7\u00e3o cujo desempenho melhorou substancialmente com a aplica\u00e7\u00e3o da metodologia Kaizen \u00e9 a linha de produ\u00e7\u00e3o da Toyota, no Jap\u00e3o. <\/p>\n\n\n\n[image format=\"img-article-pano\" id=\"2865\"]\n\n\n\n[blockquote text=\"Quando se trabalha com uma verdadeira equipa, n\u00e3o h\u00e1 obstaculo que n\u00e3o seja superado, nem sucesso que n\u00e3o seja alcan\u00e7ado\" author=\"Sofia Reis Jorge\"]\n\n\n\n
Apesar da rela\u00e7\u00e3o com a produ\u00e7\u00e3o industrial, o conceito de melhoria cont\u00ednua Kaizen pode ser aplicado a outros sectores de actividade como a sa\u00fade, o financeiro, o retalho, entre outras. S\u00e3o v\u00e1rios os casos de sucesso mundiais que validam o Kaizen. A cadeia de pronto a vestir Zara, \u00e9 um desses casos, tendo-se transformado numa das marcas high-street de maior sucesso ao n\u00edvel mundial, produzindo na Europa cerca de 40% das suas linhas de produtos. Outras multinacionais aplicaram os conceitos Kaizen e alcan\u00e7aram resultados que s\u00e3o casos de estudo mundial. A Bosch, a Porsche e a Honeywell, s\u00e3o outros exemplos bem-sucedidos.<\/p>\n\n\n\n
Em Portugal tamb\u00e9m existem bons exemplos com m\u00e9rito para serem distinguidos. O Kaizen Institute Portugal premeia todos os anos as organiza\u00e7\u00f5es que se destacaram em territ\u00f3rio nacional com o Pr\u00e9mio Kaizen Lean, que \u00e9 atribu\u00eddo \u00e0s organiza\u00e7\u00f5es que se afirmam como verdadeiros exemplos de boas pr\u00e1ticas de melhoria cont\u00ednua. Os pr\u00e9mios abrangem as categorias de Excel\u00eancia na Produtividade, Excel\u00eancia na Qualidade, Excel\u00eancia no Sistema de Melhoria Cont\u00ednua e Excel\u00eancia na Estrat\u00e9gia de Crescimento.<\/p>\n\n\n\n
Celbi premiada pelo Kaizen Institute<\/strong><\/p>\n\n\n\nA 8.\u00aa edi\u00e7\u00e3o dos Pr\u00e9mios Kaizen Lean decorreu no passado dia 9 de Abril, na Funda\u00e7\u00e3o Champalimaud, sendo a Celbi uma das galardoadas com o 1.\u00ba Pr\u00e9mio Kaizen Lean na Categoria Excel\u00eancia na Qualidade, pelo Projecto Melhoria da Qualidade para Aumento da Efici\u00eancia Operacional.<\/p>\n\n\n\n
The results obtained show improved product quality, lower pulp production losses and consequently better availability of the installation, a 6% reduction in electricity consumption, a 19% decrease in specific water use, and increased lifespan of timber shredding blades. These gains contributed towards a 3% rise in operating efficiency and increased production\/sales.<\/p>\n\n\n\n
Esta distin\u00e7\u00e3o deveu-se aos resultados obtidos na melhoria da qualidade do produto, na redu\u00e7\u00e3o. de perdas de produ\u00e7\u00e3o de pasta e, consequentemente, na disponibilidade da instala\u00e7\u00e3o, redu\u00e7\u00e3o do consumo de energia el\u00e9ctrica em 6%, diminui\u00e7\u00e3o do uso espec\u00edfico de \u00e1gua em 19% e do aumento da vida \u00fatil das navalhas de destro\u00e7amento de madeira. Estes ganhos contribu\u00edram para o aumento da efici\u00eancia operacional em 3% e do volume de produ\u00e7\u00e3o\/venda.<\/p>\n\n\n\n[gallery format=\"short\" ratio=\"3:2\" ids=\"2862,2877,2922\"]\n\n\n\n
Al\u00e9m destes ganhos tang\u00edveis, a Celbi foi premiada pelas boas pr\u00e1ticas da melhoria cont\u00ednua. O pr\u00e9mio atribu\u00eddo pelo Kaizen Institute \u00e9 o reconhecimento da atitude de ir mais al\u00e9m, de fazer o que \u00e9 certo, para alcan\u00e7ar mais e melhores resultados. A melhoria cont\u00ednua somos n\u00f3s, todos os dias em todos os lugares.<\/p>\n\n\n\n
Sofia Reis Jorge, directora de Controlo T\u00e9cnico e Sistemas de Gest\u00e3o da Celbi, conta que este pr\u00e9mio \u00e9 \u201co reconhecimento da nossa atitude, de ir mais al\u00e9m, fazer o que \u00e9 certo, para alcan\u00e7ar mais e melhores resultados\u201d.<\/p>\n\n\n\n
O pr\u00e9mio \u00e9 tamb\u00e9m uma prova de que \u00e9 poss\u00edvel aplicar as metodologias Lean com sucesso, \u201cem actividades industriais de labora\u00e7\u00e3o cont\u00ednua e n\u00e3o apenas de labora\u00e7\u00e3o discreta como a ind\u00fastria autom\u00f3vel.\u201d<\/p>\n\n\n\n[blockquote text=\"Hoje melhor do que ontem, amanh\u00e3 melhor do que hoje\"]\n\n\n\n
Aplica\u00e7\u00e3o do conhecimento adquirido<\/strong><\/p>\n\n\n\nO projecto teve in\u00edcio em 2016 com duas equipas piloto, uma equipa de Gemba (equipa operacional) e uma equipa de supervis\u00e3o. Com os resultados obtidos nesta fase e as li\u00e7\u00f5es aprendidas, em 2017 alargou-se a metodologia a toda a \u00e1rea industrial, envolvendo cerca de 210 colaboradores, 2.387 horas de forma\u00e7\u00e3o e 28 quadros de equipa implementados.<\/p>\n\n\n\n
Tudo come\u00e7ou quando a Celbi, h\u00e1 j\u00e1 alguns anos, identificou no seu plano estrat\u00e9gico a necessidade de implementar uma metodologia de Lean Management. \u201cO Kaizen Institute, pelo portef\u00f3lio de empresas com que opera e pelo seu m\u00e9todo de trabalho, foi considerado o parceiro mais adequado e mais alinhado com os objectivos delineados pela empresa\u201d, diz Sofia Reis Jorge.<\/p>\n\n\n\n[image format=\"img-header-large\" id=\"2919\"]\n\n\n\n
Atendendo a esta realidade, foi com naturalidade que a Celbi avan\u00e7ou para um projecto que, do ponto de vista operacional, visasse a melhoria cont\u00ednua da qualidade para um aumento da efici\u00eancia operacional. \u201cTodos os n\u00edveis hier\u00e1rquicos da organiza\u00e7\u00e3o estiveram envolvidos, executando projectos com equipas multidisciplinares. O resultado final traduziu-se num aumento na produ\u00e7\u00e3o de pasta devido \u00e0 diminui\u00e7\u00e3o de perdas e inefici\u00eancias, sem preju\u00edzo para a qualidade do produto final. As equipas trabalham melhor e mais alinhadas com os objectivos estrat\u00e9gicos da empresa\u201d, conclui Sofia Reis Jorge.<\/p>\n\n\n\n
Para alcan\u00e7ar este resultado final, foram envolvidos no processo 210 colaboradores da \u00e1rea industrial da Celbi, tendo a coordena\u00e7\u00e3o sido assegurada pelo Grupo de Gest\u00e3o, que \u00e9 composto pelo Administrador Industrial e pelos cinco directores que gerem a actividade industrial, que s\u00e3o apoiados nesta actividade pela coordenadora dos Sistemas de Gest\u00e3o e Melhoria Cont\u00ednua.<\/p>\n\n\n\n[blockquote text=\"O pr\u00e9mio \u00e9 tamb\u00e9m uma prova de que \u00e9 poss\u00edvel aplicar as metodologias Lean com sucesso, \u201cem actividades industriais de labora\u00e7\u00e3o cont\u00ednua e n\u00e3o apenas de labora\u00e7\u00e3o discreta como \na ind\u00fastria autom\u00f3vel\u201d\"]\n\n\n\n
A aplica\u00e7\u00e3o dos princ\u00edpios Kaizen no Grupo Altri n\u00e3o se restringem \u00e0 Celbi. Existem outros projectos de melhoria cont\u00ednua na Caima e na Celtejo.<\/p>\n\n\n\n
Celtejo identifica 16 projectos de melhoria<\/strong><\/p>\n\n\n\n\u201cH\u00e1 um momento certo para tudo\u201d, como refere o velho ditado popular. Depois dos recentes investimentos realizados na Celtejo que inclu\u00edram uma nova caldeira de recupera\u00e7\u00e3o, uma nova ETARI, uma nova turbina e uma nova instala\u00e7\u00e3o de tratamento de \u00e1guas, entendeu-se ser o momento certo para dar um passo importante na melhoria cont\u00ednua, implementando a ferramenta Kaizen.<\/p>\n\n\n\n
Sendo o capital humano um dos principais activos do grupo, \u00e9 de vital import\u00e2ncia que todos se sintam parte do todo, contribuindo para a melhoria do resultado da equipa em que trabalham. Por esse motivo, a implementa\u00e7\u00e3o da ferramenta Kaizen \u00e9 mais um meio que refor\u00e7a a busca cont\u00ednua de melhoria na liga\u00e7\u00e3o entre o trabalhador e a empresa.<\/p>\n\n\n\n[gallery format=\"short\" ratio=\"3:2\" ids=\"2850,2859,2949\"]\n\n\n\n
Com a introdu\u00e7\u00e3o das pr\u00e1ticas Kaizen na Celtejo pretende-se dotar a organiza\u00e7\u00e3o de novas e melhores solu\u00e7\u00f5es a partir das quais se v\u00e3o diminuir os desperd\u00edcios e os desvios, aumentando a produtividade e, consequentemente, os resultados.<\/p>\n\n\n\n
O Kaizen assenta num m\u00e9todo pr\u00f3prio, tendo como principal ferramenta o Ciclo PDCA, que significa Plan, Do, Check, Act, e que representa cada uma das etapas: Plan (Planeamento) \u2013 a fase inicial de identifica\u00e7\u00e3o, observa\u00e7\u00e3o e an\u00e1lise dos problemas encontrados; Do (Executar) \u2013 depois de planear, as ac\u00e7\u00f5es t\u00eam de ser postas em pr\u00e1tica para se atingir os objectivos da etapa anterior; Check (Verificar) \u2013 Constatar os efeitos reais que foram alcan\u00e7ados nas ac\u00e7\u00f5es realizadas, se tudo foi executado como planeado e\/ou se houve desvios; Act (Ac\u00e7\u00e3o\/Agir) \u2013 Se os resultados obtidos n\u00e3o forem os planeados, devem-se formular novas ac\u00e7\u00f5es. Caso o resultado seja satisfat\u00f3rio, esta etapa funciona como uma ac\u00e7\u00e3o preventiva, para n\u00e3o haver reincid\u00eancia do desvio. Este ciclo \u00e9 mais facilmente compreendido se visto como uma roda em permanente rota\u00e7\u00e3o.<\/p>\n\n\n\n[blockquote text=\"Com os Sabia que...? Pretende-se uma maior transpar\u00eancia e transversalidade da informa\u00e7\u00e3o recorrendo a pequenos cart\u00f5es com informa\u00e7\u00f5es simples sobre temas de interesse para \no dia-a-dia da f\u00e1brica\"]\n\n\n\n
Apesar de a ferramenta Kaizen ainda ser recente na Celtejo, todas as equipas do terreno (Gemba) t\u00eam colaborado com entusiasmo, promovendo ac\u00e7\u00f5es de melhoria que agilizam o seu dia-a-dia, tendo sido identificados para an\u00e1lise 16 projectos de melhoria.<\/p>\n\n\n\n
Cria\u00e7\u00e3o de ferramentas simples <\/strong><\/p>\n\n\n\nSabia que a gest\u00e3o visual pode ser uma ferramenta \u00fatil para acompanhamento actual dos processos e para a tomada r\u00e1pida e fundamentada de decis\u00f5es? Este foi o mote que levou a equipa de melhoria cont\u00ednua, respons\u00e1vel pela implementa\u00e7\u00e3o da metodologia Kaizen na Caima, a criar ferramentas como os Sabia que\u2026?, os OPL \u2013 One Point Lesson e os cart\u00f5es de N\u00e3o Conformidade. <\/p>\n\n\n\n
Numa fase em que todas as equipas da Caima j\u00e1 utilizavam a metodologia implementada em Maio de 2018, com a realiza\u00e7\u00e3o das reuni\u00f5es de Kaizen Di\u00e1rio N1 e o Kaizen N2 (5 S), surgiu a necessidade de melhorar aspectos relacionados com a troca e uniformiza\u00e7\u00e3o da informa\u00e7\u00e3o e de acompanhamento das ac\u00e7\u00f5es de melhoria. Para isso, foi desenvolvido um conjunto de ferramentas simples que veio revolucionar a produtividade, a efici\u00eancia de processos, a rentabiliza\u00e7\u00e3o de recursos e a motiva\u00e7\u00e3o das equipas. <\/p>\n\n\n\n[gallery format=\"short\" ratio=\"3:2\" ids=\"2853,2874\"]\n\n\n\n
Com os Sabia que...? pretende-se uma maior transpar\u00eancia e transversalidade da informa\u00e7\u00e3o recorrendo a pequenos cart\u00f5es com informa\u00e7\u00f5es simples sobre temas de interesse para o dia-a-dia da f\u00e1brica. Para uma maior rapidez na passagem da informa\u00e7\u00e3o foram criados os OPL \u2013 One Point Lessons. Estes documentos transcrevem procedimentos e informa\u00e7\u00f5es de uma forma simples e acess\u00edvel a todos e garantem o acesso \u00e0 mesma informa\u00e7\u00e3o.<\/p>\n\n\n\n
A integra\u00e7\u00e3o das ferramentas Kaizen no Sistema de Gest\u00e3o concretizou-se usando os Cart\u00f5es de Melhoria, os Cart\u00f5es de Cadeia de Ajuda, os rec\u00e9m-implementados Projectos Kobetsu e os Cart\u00f5es de N\u00e3o Conformidade nos processos j\u00e1 existentes. <\/p>\n\n\n\n
Para dar seguimento \u00e0s N\u00e3o Conformidades identificadas na auditoria interna ao laborat\u00f3rio, a gest\u00e3o come\u00e7ou por criar novos modelos de cart\u00f5es para ser mais vis\u00edvel \u00e0 equipa a n\u00e3o conformidade e as correc\u00e7\u00f5es e ac\u00e7\u00f5es correctivas tomadas, bem como os prazos e os respons\u00e1veis pela sua implementa\u00e7\u00e3o. A partir da\u00ed esta metodologia foi alargada a todo o sistema e organiza\u00e7\u00e3o. <\/p>\n\n\n\n
Nos projectos Kobetsu s\u00e3o estudadas e implementadas melhorias respeitantes a problemas complexos e que necessitem do acompanhamento de equipas multidisciplinares, ficando os problemas mais simples para resolu\u00e7\u00e3o atrav\u00e9s do ciclo PDCA, com recurso aos Cart\u00f5es de Melhoria e aos Cart\u00f5es de Cadeia de Ajuda, ou atrav\u00e9s do plano de tarefas, quando podem ter resolu\u00e7\u00e3o imediata.<\/p>\n\n\n\n
A integra\u00e7\u00e3o das ferramentas Kaizen nos Sistemas de Gest\u00e3o e no dia-a-dia da Caima tem-se revelado uma mais-valia e uma verdadeira revolu\u00e7\u00e3o cultural. <\/p>\n","_pt_post_name":"altri-implementa-metodologia-kaizen-nas-suas-unidades-industriais","_pt_post_excerpt":"Crescer nas vendas, aumentar a rentabilidade e a aumentar o retorno de investimentos atrav\u00e9s de uma pol\u00edtica de melhoria cont\u00ednua \u00e9 o objetivo desta metodologia.","_pt_post_title":"Altri implementa metodologia Kaizen nas suas unidades industriais","_en_post_content":"\n
[lead] This Japanese method aims to help companies from all business sectors to grow their sales, increase profitability and improve their return on investments by implementing a policy of continuing improvement. [\/lead]<\/p>\n\n\n\n
In Japanese kai\nmeans to change and zen means for the better. When you put these two words\ntogether you get kaizen, meaning continuing improvement. This business concept\nwas introduced into Europe in 1986, when professor Masaaki Imai wrote his book\nKaizen: The Key to Japan\u2019s Competitive Success. The Kaizen philosophy is geared\ntowards improving industrial production. The practice is recognised all around\nthe world as an important pillar in organisations\u2019 long-term competitive\nstrategy. Toyota\u2019s production line in Japan is a perfect example of how an\norganisation can see substantial improvements by applying the Kaizen method. <\/p>\n\n\n\n[image format=\"img-article-pano\" id=\"2865\"]\n\n\n\n[blockquote text=\"When you work with a genuine team, there is no obstacle that cannot be overcome and no level of success that\u2019s too high to reach\" author=\"Sofia Reis Jorge\"]\n\n\n\n
Although linked\nwith industrial production, the concept of continuing improvement can be applied\nto other sectors of business activity such as health, finance and retail, among\nothers. There are several success stories which validate Kaizen. Zara, the\nready-to-wear chain, is one such case, having become one of the world\u2019s most\nsuccessful high street brands, producing around 40% of its product-lines in\nEurope. Other multinationals have also employed the concepts of Kaizen and\nachieved results which have become worldwide case studies. Bosch, Porsche and\nHoneywell are other very successful examples. <\/p>\n\n\n\n
Portugal also\nhas good examples which are worthy to note. Every year the Kaizen Institute\nPortugal recognises organisations with stand-out performances nationally. The\nKaizen Lean Award is given to organisations which prove themselves to be\nexcellent examples of good continuing improvement practices. The awards\ncategories are Excellence in Productivity, Excellence in Quality, Excellence in\nthe Continuing Improvement System and Excellence in Growth Strategy.<\/p>\n\n\n\n
Celbi scoops\nKaizen Institute award<\/strong><\/p>\n\n\n\nThe 8th edition\nof the Kaizen Lean Awards was held on April 9th at the Champalimaud Foundation,\nand Celbi was one of the night\u2019s big winners with the top award in the\nExcellence in Quality category, for its Improve Quality to Increase Operating\nEfficiency Project.<\/p>\n\n\n\n
The results\nobtained show improved product quality, lower pulp production losses and\nconsequently better availability of the installation, a 6% reduction in\nelectricity consumption, a 19% decrease in specific water use, and increased\nlifespan of timber shredding blades. These gains contributed towards a 3% rise\nin operating efficiency and increased production\/sales.<\/p>\n\n\n\n[gallery format=\"short\" ratio=\"3:2\" ids=\"2862,2877,2922\"]\n\n\n\n
As well as these\ntangible gains, Celbi won an award for its good continuing improvement\npractices. The award from the Kaizen Institute is recognition for our attitude\nof going above and beyond, for doing the right thing, to achieve more and\nbetter results. We are the continuing\nimprovement, every day and everywhere.<\/p>\n\n\n\n
Sofia Reis\nJorge, Celbi\u2019s director of Technical Control and Management Systems, says that\nthis award is \u201crecognition for our attitude of going above and beyond, for\ndoing the right thing, to achieve more and better results\u201d.<\/p>\n\n\n\n
The award is\nalso proof that the Lean methods are capable of being successfully implemented \u201cin\nprocess manufacturing businesses, and not just in discrete manufacturing such\nas the automobile industry\u201d.<\/p>\n\n\n\n[blockquote text=\"Today better than yesterday, tomorrow better than today\"]\n\n\n\n
Application\nof the knowledge gained<\/strong><\/p>\n\n\n\n The project started in 2016 with two pilot\nteams, a Gemba (operational) team and a supervisory team. Using the results\nobtained during this stage and the lessons learned, the methodology was\nextended in 2017 to the entire industrial area, involving around 210 employees,\n2,387 hours of training and 28 team boards implemented.<\/p>\n\n\n\n
It all started a\nfew years ago, when Celbi looked at its strategic plan and identified that\nthere was a need to implement a Lean Management method. According to Sofia Reis\nJorge, \u201cthe Kaizen Institute had a good portfolio of companies with which it\nworked and we liked its working method, so we felt it was the most suitable\npartner which was most in line with the goals set out by the company\u201d.<\/p>\n\n\n\n[image format=\"img-header-large\" id=\"2916\"]\n\n\n\n
It was therefore\nan obvious choice for Celbi to go ahead with a\nproject which, from an operational standpoint, aimed to ensure continuing\nimprovement of quality in order to achieve increased operating efficiency.\nSofia Reis Jorge states that: \u201cAll of the organisation\u2019s hierarchical levels\nwere involved, executing projects with multidisciplinary teams. The end result\ntranslated into increased pulp production due to losses and inefficiencies\nhaving been reduced, without adversely affecting the quality of the end\nproduct. The teams are working better and more in line with the company\u2019s\nstrategic goals.\u201d<\/p>\n\n\n\n
All 210\nemployees from Celbi\u2019s industrial area were involved in this process in order\nto get to the end result, coordinated by the Management Group which comprised\nthe Industrial Administrator and the five directors who manage the company\u2019s\nindustrial business activity, with support provided by the Management Systems\nand Continuing Improvement coordinator. <\/p>\n\n\n\n[blockquote text=\"The award is also proof that the Lean methods are capable of being successfully implemented \u201cin process manufacturing businesses, and not just in discrete manufacturing such as the automobile industry\u201d\"]\n\n\n\n
The\nimplementation of the Kaizen principles within the Altri Group is not limited\nto Celbi. There are other continuing improvement projects at Caima and at\nCeltejo.<\/p>\n\n\n\n
Celtejo\nidentified 16 projects for improvement<\/strong><\/p>\n\n\n\nAs the saying\ngoes: \u201cThere\u2019s a right time for everything.\u201d Following the recent investments\nmade at Celtejo which included a new recovery boiler, a new Industrial Waste\nWater Treatment Plant (IWWTP), a new turbine and a new water treatment installation, it felt like\nthe right time to take a major step forward in continuing improvement, by\nimplementing the Kaizen tool.<\/p>\n\n\n\n
Since human\ncapital is one of the group\u2019s main assets, it is vitally important for everyone\nto feel as if they are part of the whole, contributing towards improving the\nresults achieved by their team. The implementation of the Kaizen tool is\ntherefore one more resource to reinforce the continued search for improvement\nin the bond between employee and company. <\/p>\n\n\n\n[gallery format=\"short\" ratio=\"3:2\" ids=\"2850,2859,2949\"]\n\n\n\n
The aim in\nintroducing Kaizen practices at Celtejo is to endow the organisation with new\nand better solutions with which waste and shortfalls will be reduced, thereby\nincreasing productivity and consequently results. <\/p>\n\n\n\n
Kaizen is based\non a specific method, whose main tool is the PDCA Cycle, meaning Plan, Do,\nCheck, Act, representing each stage: Plan \u2013 the initial stage identifying,\nobserving and analysing the problems found; Do \u2013 after planning, actions must\nbe put into practice in order to achieve the goals of the previous stage; Check\n\u2013 Note the actual effects which were achieved during the actions undertaken,\nwhether everything was executed as planned and\/or whether there were any\nshortfalls; Act \u2013 if the results achieved are not those planned, new actions\nshould be drawn up. In the event of a satisfactory result, this stage serves as\na preventative action to ensure that the shortfall isn\u2019t repeated. This cycle\nis easier to understand if viewed as a constantly rotating circle. <\/p>\n\n\n\n[blockquote text=\"The aim of the Did you know\u2026? device is to ensure that the information is more transparent and transversal, by using small cards containing simple pieces of information on topics which are of interest for the daily running of the factory\"]\n\n\n\n
Although the\nKaizen tool is still a recent phenomenon at Celtejo, all the teams on the\nground (Gemba) have joined in enthusiastically, promoting improvements which\nwill streamline their work. 16 projects for improvement have been identified\nfor analysis.<\/p>\n\n\n\n
Creating\nsimple tools <\/strong><\/p>\n\n\n\nDid you know\nthat visual management can be a useful tool in current monitoring of processes\nand for quick and reasoned decision-making? This was the theme that pushed the\ncontinuing improvement team, which is responsible for implementing the Kaizen\nmethod at Caima, to create tools such as the Did you know\u2026? devices, the OPLs \u2013\nOne Point Lessons and the Non-Conformity cards. <\/p>\n\n\n\n
During the stage\nwhen all Caima\u2019s teams were already using the methodology implemented in May\n2018, the Daily Kaizen N1 and Kaizen N2 (5 S) meetings held demonstrated the need\nto improve aspects relating to exchanging and ensuring the uniformity of\ninformation and to monitor improvement actions. A series of simple tools was\ndevised to this end, which revolutionised productivity, process efficiency,\nmaximisation of resources and team motivation. <\/p>\n\n\n\n[gallery format=\"short\" ratio=\"3:2\" ids=\"2853,2874\"]\n\n\n\n
The aim of the\nDid you know\u2026? device is to ensure that the information is more transparent and\ntransversal, by using small cards containing simple pieces of information on\ntopics which are of interest for the daily running of the factory. OPLs \u2013 One\nPoint Lessons were created to make it quicker to pass on information. These\ndocuments transcribe procedures and information in a manner which is simple and\naccessible to all, and guarantee access to this information.<\/p>\n\n\n\n
The Kaizen tools\nwere incorporated into the Management system using Improvement Cards, Help\nChain Cards, the recently-implemented Kobetsu Projects and Non-Conformity Cards\nin existing processes. <\/p>\n\n\n\n
In order to\nfollow up on the Non-Conformities identified in the internal audit of the\nlaboratory, the management started by creating new models of cards so as to\nmake the non-conformity more highly visible to the team, as well as the\ncorrections and corrective actions taken, and also the deadlines and personnel\nin charge of implementation. From there, this methodology was rolled out to the\nentire system and organisation. <\/p>\n\n\n\n
Kobetsu projects\nare when improvements are studied and implemented, pertaining to complex\nproblems which require monitoring by multidisciplinary teams, with more simple\nproblems earmarked to be solved via the PDCA cycle, using Improvement Cards and\nHelp Chain Cards, or via the task schedule when they can be resolved\nimmediately. <\/p>\n\n\n\n
The\nincorporation of Kaizen tools in the Management Systems and in Caima\u2019s daily\noperation has proven to be an asset and a veritable cultural revolution. <\/p>\n","_en_post_name":"","_en_post_excerpt":"","_en_post_title":"Altri implements the Kaizen method at its industrial units","edit_language":"en","footnotes":""},"categories":[3],"tags":[426],"class_list":["post-2691","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-tema-de-capa","tag-edicao-4"],"acf":[],"_links":{"self":[{"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/posts\/2691","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/comments?post=2691"}],"version-history":[{"count":5,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/posts\/2691\/revisions"}],"predecessor-version":[{"id":3871,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/posts\/2691\/revisions\/3871"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/media\/2856"}],"wp:attachment":[{"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/media?parent=2691"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/categories?post=2691"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/tags?post=2691"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
![\"\"](\"https:\/\/cdn.xl.pt\/conteudos\/uploads\/sites\/12\/2019\/07\/Foto_Sofia-1200x400.jpg\")
<\/figure>\n\n\n