
The Company VULKAN, an germany company from Hackforth group, is present in the world market for 125 years and in Brazil for 40 years has three business divisions: VULKAN Couplings, VULKAN Drive Tech and VULKAN Lokring. VULKAN Couplings that develops highly flexible couplings, shafts of composite materials and shock absorbers for naval propulsion and stationary power generation, besides being expert torsional vibration calculations and studies 6DOF (6 degrees of freedom). VULKAN Drive Tech – couplings supplier of diferents types: elastic, blades, gear and hydraulic, industrial brakes and braking systems, backstops, mechanical clutches, and other solutions for power transmission industries. VULKAN Lokring – owner of Lokring patent system to unions without welding tubes and hoses for refrigeration and air conditioning. The plant is located in Itatiba in São Paulo. Results Summary
- Increased productivity of the machines by 50% and the availability to 85%
- Increased hand labor productivity by approximately 15%
- Increased manufacturing productivity by approximately 20%
- Implementation of Lean tools and shop floor management
- Started the process of continuous improvement
- Reducing the occupied space of the unit by approximately 30%, resulting in a new layout of the machines, a fact that was made possible by the reorganization of the stock through the classification of products in the ABC / XYZ methodology and consequent review of stock volumes.
- Establish an infrastructure / layout capable of robust products and processes.
- Increase the availability of machines.
- Reduce direct and indirect costs, improve productivity indicators and delivery to increase the short and long-term competitiveness.
- Increase the capacity and quality of the structure troubleshooting process, ensuring speed and assertiveness to the client.
- Qualify the team for the development of the necessary activities.
- Improving the floor management process plant and production in support areas.
- Develop leaders to support the culture change.
- Full integration of management: Active participation of each manager in the project and an open information policy for employees
- Implementation has priority: The results compiled in the workshops should be implemented immediately.
- Organization for active improvement: Experts should be released from their activities for this purpose. Each employee and manager should commit to the implementation of the new management model.