Applications of template A3 and value-stream mapping in process improvement: the case of building elevators installation

Vieira, Gino Flávio; Weiss, James Manoel Guimarães

doi:10.1590/1806-9649.2020v28e4795

Gino Flávio Vieira

TK Elevator – TKE, São Paulo, SP, Brasil. E-mail: gino.vieira@tkelevator.com

James Manoel Guimarães Weiss

Instituto de Pesquisas Tecnológicas do Estado de São Paulo – IPT, São Paulo, SP, Brasil. E-mail: jmgweiss@ipt.br

http://orcid.org/0000-0003-4014-2620

Figures (5)
Tables (4)

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Graph 01.
Lead time típico dos processos de fornecimento de elevadores. Source: Azambuja & Formoso (2003)Azambuja, M. M. B., & Formoso, C. T. (2003). Diretrizes para a melhoria dos processos de projeto, aquisição e instalação de elevadores utilizando conceitos de gestão da cadeia de suprimentos. Ambiente Construído, 3(3), 77-94. Retrieved in 2018, November 7, from http://seer.ufrgs.br/index.php/ambienteconstruido/article/view/3496/1897
http://seer.ufrgs.br/index.php/ambientec... .

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Figure 1
Current state map of elevators installation process.

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Figure 2
Future state map of elevators installation process.

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Graph 2.
Comparison between the conventional installation and pilot installation lead times.

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Graph 3.
Comparison between the conventional installation (A) and pilot installation (B) costs.

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Table 1
Installed elevators technical main characteristics.

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Table 2
Comparison between installations according to the inspection and revision forms.

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1. Context Enhancing productivity and quality, saving time and reducing costs on eletromechanical elevators without machine room installation that, consequently, affect other indicators and lead to success before the involved parties, as clients, shareholders and collaborators. This need comes from the raising competition on the market in the last few years, the current economic crisis and lower competitor’s products prices. The applied tools to reach the improvements are the best practices suggested in the PMBOK guide to project management and lean thinking applied to equipments and machines assembling. 2. Current State – Agosto 2014 Problems: ➔ Lack of synchronism at equipment and material delivering to the installation site. Company’s Material dispatch only happened twice a week; 1. ➔Low qualification installation team; 1. ➔Inadequate IRF I,II and III filling by the assemblers; 1. ➔Assembly and installation processes could be simplified by transferring some stages to pre installation; 1. ➔Replacement of missing or misguided parts took too long; 1. ➔Various problems regarding materials distribution at the installation site; 1. ➔There were quality issues at the installation conclusion, with reflex on the final installation quality and rework periods of time. 3. Goals/Objectives Reduce under 15% the time and installation costs, predicted in contract. Deliver the final equipment without the quality issues marked at the delivery letter and with quality expected by the client. 4. Analysis – Elevators installation problems analysis by Ishikawa’s.

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5. Future State –March, 2015 Improvements: ➔ Eliminate the material dispatch wait time by monitoring and controlling the company’s expedition to the shipping company and construction responsible. Utilize daily components and materials transport from the parent company to the subsidiary company; 1. ➔Allocate specialized and experienced assemblers in all elevators assembling and installation stages. Designate a categorized supervisor to perform equipment final adjustments; 1. ➔Allocate supervisors to accompany the installation full time and fill, mandatorily, the IRF I,II and III; 1. ➔Transfer the distribution, materials conference and plummet lines installation to pre-installation (performed before elevator installation begins); 1. ➔Apply the same installation process utilized by the company’s high performance teams; 1. ➔Check and distribute the materials and parts before starting installation; 1. ➔Avoid misguided parts by installation site supervisor constant presence and quickly replace missing parts by project team’s effective actions along the company; 6. Plane – Gantt chart detailing the equipment installation after process improvement: 7. Monitoring The PM team carried out weekly meetings with the supervisor. The supervisor visited the work site before installation beginning, at the stages I and II closure and product delivery. Performed daily follow up with the supervisor that was full time at the work site. Analyzed and monitored the installation schedule, the IRF I, II and III and the delivery letter signed by the client. At previous and posterior analysis of the value-added time (VAT) and the lead time, comparing the current and future states, the gains can be observed. This improvement process can be extended to various areas/stages and will be tested with other products at the department where the pilot test was performed.

ELEVATORS’ BASIC SPECIFICATIONS
Elevators’ Characteristics	Elevator A (Conventional Installation) &
Elevators’ Characteristics	Elevator B (Pilot Installation)
Type	Eletromechanical without machine room
Control	Vector Variating Voltage and Frequency (VVVF)
Application	Commercial
Cabin and Patio Doors Finishing	Coated in stainless steel
Cabin and Patio Doors	Right Lateral Opening (RLO) ➔ Elevator A;
Cabin and Patio Doors	Left Lateral Opening (LLO) ➔ Elevator B
Capacity (People or kg)	08 commuters or 600 kg
Speed (m/min) or (m/s)	60 m/min or 01 m/s
Stops and Entrances	02
Traction System	2:1
Floors Denomination	0 and 1
Cabin dimensions (x; y)	1200 x 1400 [mm]
Available opening and available height	0,800 [m] and 2,1 [m]

ELEVATOR	IRF	OCCURRENCES OBSERVED ON THE FIELD	RESULT
CONVENTIONAL	I	Not performed by the team due to lack of work organization and “time”	There was rework to do. The defects had to be solved by a supervisor and a more experienced assembler, after installation conclusion. This meant a delay in equipment delivery, additional costs and lack of quality perceived by client.
	II	15 quality issues appeared, affecting equipment operational performance, safety and final quality
	III	Not performed by the team due to lack of work organization and “time”.
PILOT PROJECT	I	The supervisor filled the IRF I in detail for a careful analysis of the assembling quality of the elevator	Elevator installed as planned, with only 2 aesthetical issues at the cabin, that were solved on the same day by the assembling team and the supervisor
	II	No defects presented
	III	It presented 2 aesthetical observations on the final delivery, but these were not considered technical issues or affected the product final quality

[1] Source: Studied Company.

Brasil

Brasil

Applications of template A3 and value-stream mapping in process improvement: the case of building elevators installation

Aplicações do template A3 e do mapeamento de fluxo de valor na melhoria de processos: o caso da instalação de elevadores prediais

abstract: