Introduction:

Over the last few decades we have seen the great development of the industry, so companies get the final product to have better quality and an ever lower cost. Lean methodologies were increasingly implemented in the industrial and corporate core, breaking with the type of production that was practiced at the time, which was based on large volumes and little flexibility. Toyota managers and engineers began to develop procedures and tools to achieve lean, zero-waste, highly flexible production.

Objective:

The reorganization of the maintenance department layout, as well as the improvement of spare parts management process and the creation of flows for the repair of equipment and tools.

Methods:

The tool used was DMAIC, it subdivides the problem solving process into five steps, such as: Define, Measure, Analyze, Improve, Control.

Results:

With the application of this tool it was possible to reduce the number of trips and the distance traveled, thus the time required for its accomplishment also decreased. Spare parts are more organized, each workbench has the most consumable spare parts. The scores obtained in 5'S audits also increased compared to the results obtained before the intervention.

Conclusion:

It was concluded that the root cause and defined solutions hat positive impact on the elimination of the cause and initial problem.

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