دانلود کتاب چرخه PDCA برای بهبود صنعتی

Lean Manufacturing (LM) is a production philosophy that integrates tools focused on eliminating waste. Traditionally, LM is represented by a house that integrates basic tools and pillars that support the flow of materials, quality assurance, manufacturing systems, and human resources.
The basic LM tools are focused on the standardization of the production system, among which are the visual factory, 5S, Kaizen, total productive maintenance and six sigma, to mention just a few. The pillar associated with production flow are tools such as SMED, Kan-ban, push systems, and just-in-time, among others; the pillar associated with quality assurance is made up of tools such as poka-yoke, quality at the source, value stream mapping, total quality management, among others, while the tools associated with manufacturing systems are made up of Layout, batch production, cellular manufacturing, multifunctional work areas, among others.
A tool considered the origin of many others refers to the Plan-Do-Check-Act (PDCA) cycle, which is used for problem-solving and improvement in production systems. This tool has proven its efficiency over the years in different industrial sectors due to its simple and easy application, and unfortunately, it is often ignored or under-appreciated. This book aims to provide a conceptual description of the PDCA cycle and the tools that support it and to report some examples. The book consists of four chapters, which are described below.
Chapter 1 gives some definitions and concepts about the PDCA tool, as well as those that support it, where an example of application is given for each one. Additionally, a brief literature review is given for each tool, indicating the timeline according to Scopus, the main areas in which they are applied, the main authors and the journals that most publish on these topics. In this case, the auxiliary tools are the flow chart, Pareto diagram, process flow chart, Ishikawa diagram and 5s.
Chapter 2 reports the first case study in which the PDCA cycle is applied and focuses on cost reduction in disposing of glass and general waste. The results indicate a reduction of 48.45% of the cost of general waste and 70.59% of fiberglass waste. In addition, 15% of the waste was reprocessed or marketed to other companies.
Chapter 3 reports the second case study in which the PDCA cycle is applied and focuses on optimizing a manufacturing company’s raw material receiving process. Ini-tially, the process took up to 45 days due to storage space problems and incurred a cost of US$50,000 per year in rent payments. Applying the PDCA cycle reduced the lead time to just 7 days and increased the efficiency of certain operations. For example, label-ing went from 580 units to 1,470 units, and 17 activities that did not add value to the product or were combined with another activity were eliminated.
Finally, Chap. 4 reports the third case study in which the PDCA cycle is applied in a company that manufactures high-voltage electrical cables. The application focuses on reducing waste associated with lead times, excess transportation, overproduction, excess defects in finished products and financial underperformance. After applying the PDCA cycle, the production rate was increased from 432 to 813 units produced per shift, which increased the company’s financial performance.