Planejamento Mestre Da Produção Em Empresa Do Ramo Alimentício

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Planejamento Mestre Da Produção Em Empresa Do Ramo Alimentício BEATRIZ VALENTIM AZEVEDO Planejamento mestre da produção em empresa do ramo alimentício Trabalho de formatura apresentado À Escola Politécnica da Universidade de São Paulo para a obtenção do Diploma de Engenheiro de Produção São Paulo 2007 BEATRIZ VALENTIM AZEVEDO Planejamento mestre da produção em empresa do ramo alimentício Trabalho de formatura apresentado À Escola Politécnica da Universidade de São Paulo para a obtenção do Diploma de Engenheiro de Produção Orientador: Prof. Dr. Marco Aurélio de Mesquita São Paulo 2007 FICHA CATALOGRÁFICA Azevedo, BeatrizFICHA Valentim CATALOGRÁFICA Planejamento mestre da produção em empresa do ramo alimentício / B.V. Azevedo. -- São Paulo, 2007. p. Trabalho de Formatura - Escola Politécnica da Universidade de São Paulo. Departamento de Engenharia de Produção. 1.Planejamento da produção I.Universidade de São Paulo. Escola Politécnica. Departamento de Engenharia de Produção II.t. À minha família e aos meus amigos pelo apoio, dedicação e compreensão durante estes cinco anos. AGRADECIMENTOS Em primeiro lugar, gostaria de agradecer à minha família pelo apoio incondicional não só ao longo desse ano, mas em toda minha vida. Aos meus pais, reconheço os sábios ensinamentos e incentivos ao meu crescimento, sem os quais o caminho teria sido mais árduo. Às minhas irmãs, o companheirismo e carinho fundamentais para que eu pudesse concluir mais essa etapa. Agradeço também pela paciência e compreensão de todos nos momentos mais difíceis do ano. Agradeço ao Professor Marco Aurélio de Mesquita por sua dedicação, acessibilidade e orientação atenciosa durante a realização deste trabalho. Gostaria de registrar meus sinceros agradecimentos a todos da PepsiCo, que sempre estiveram dispostos a ajudar e foram fundamentais para o bom andamento deste projeto. Em especial, gostaria de agradecer ao Gustavo Fiocco e ao Sandro Maestrelli por todos os conhecimentos transmitidos e pela atenção dispensada e a todo o time de Planejamento de Demanda: Rodrigo Duarte, Graziela Moraes e Leandro Vasques, uma equipe unida, que sempre me motivou e ajudou a crescer. Também sou grata aos meus fiéis amigos da Escola Politécnica, que se tornaram parte importante da minha vida. Relembro com carinho dos inúmeros momentos de estudos e de trabalho juntos, quando pudemos nos desenvolver. Agradeço também pelo companheirismo e momentos de festas e alegrias compartilhadas, que fizeram desses cinco anos um período inesquecível. Este trabalho merece um agradecimento especial ao meu grande amigo Nicolas Leite do Canto por todas as horas de estudo, pesquisa, apoio e conversas valiosas. A todos os meus amigos, o meu muito obrigada! Por fim, agradeço aos grandes professores que tive, cada um teve sua participação no resultado deste trabalho, mesmo que não diretamente. Muitos dos conhecimentos adquiridos vão ser levados para toda minha vida. Sinto-me feliz de saber que, apesar das dificuldades passadas ao longo desse ano, pude contar com o apoio precioso de tantas pessoas. RESUMO O trabalho teve seu foco na melhoria do planejamento tático-operacional da produção de uma empresa do ramo alimentício. Primeiramente, foi realizada uma análise crítica do processo atual de planejamento para que se consiga uma melhoria sistêmica ao se observar o todo e as relações entre as atividades. Um problema identificado anteriormente à realização desse trabalho e que se tornou a motivação inicial para seu desenvolvimento era a integração vertical na hierarquia de planejamento. A empresa parte do plano tático para o programa detalhado da produção, sem utilizar um planejamento intermediário, o que dificultava a tomada de decisões no curto prazo. Para melhorar essa integração, propõe-se um modelo de auxilio à tomada de decisão baseado em custos, que considera os parâmetros como previsão de demanda e nível de serviço e restrições como capacidade disponível. ABSTRACT The work focused on the improvement of tactical and operational planning in an enterprise from the food industry. First, a critical analysis of the actual planning process was made to achieve a systemic improvement, through observing the process as a whole and the relationship between activities. A problem that has been identified before the creation of this work and became the initial motivation for its development was the vertical integration in the planning hierarchy. The company goes from the tactical plan to the scheduling program, without an intermediate planning, making the short term decision-making difficult . To improve hierarchical integration, a model based on cost is proposed to help the decision maker. It considers information as demand forecast and service level and constraints as available capacity. LISTA DE ILUSTRAÇÕES FIGURA 1.1- SEGMENTAÇÃO DA PEPSI CO .....................................................................................................................14 FIGURA 1.2 - ORGANOGRAMA DA ÁREA DE GESTÃO DA CADEIA DE ABASTECIMENTO (FORNECIDO PELA EMPRESA ) .....17 FIGURA 1.3 - HIERARQUIA DE PLANEJAMENTO DA PRODUÇÃO .....................................................................................19 FIGURA 2.1 – CONCEITO DE UM PROCESSO ....................................................................................................................22 FIGURA 2.2 – ESQUEMA DE MAPEAMENTO DE MACRO PROCESSOS (ADAPTADO DE IDEF, 2007)...................................23 FIGURA 2.3 - HIERARQUIA DE PLANEJAMENTO (ADAPTADO DE SANTORO , 2006) .........................................................25 FIGURA 2.4 - ESTRUTURA HIERÁRQUICA (F ONTE : CORRÊA ET AL .(1997)) ....................................................................26 FIGURA 2.5 - PROCESSO MENSAL DE S&OP (F ONTE : CORRÊA ET AL . (1997)) .............................................................28 FIGURA 3.1 - PROCESSO PRODUTIVO .............................................................................................................................42 FIGURA 3.2 – ETAPAS DA PREVISÃO DE DEMANDA (FONTE : PEPSI CO)..........................................................................44 FIGURA 3.3 – PERÍODOS DE COLABORAÇÃO : ETAPA DE PREVISÃO DE DEMANDA (ADAPTADO DE PEPSI CO).................46 FIGURA 3.4 – HIERARQUIA DE PLANEJAMENTO ATUAL .................................................................................................54 FIGURA 4.1 – ESQUEMA DO MÉTODO DE TRABALHO ......................................................................................................55 FIGURA 4.2 – EXEMPLO DO MODELO DE REVISÃO SEMANAL ..........................................................................................57 FIGURA 4.3 – PLANILHA DE ENTRADA DE DADOS .........................................................................................................68 FIGURA 4.4 – FUNÇÃO OBJETIVO E VARIÁVEIS DE DECISÃO .........................................................................................69 FIGURA 4.5 – RESTRIÇÕES DO MODELO ........................................................................................................................70 FIGURA 4.6 - GRÁFICO DA OCUPAÇÃO DA CAPACIDADE DA LINHA ..............................................................................71 FIGURA 4.7 - GRÁFICO NÍVEL DE ESTOQUES DAS FAMÍLIAS ..........................................................................................72 FIGURA 4.8 – ESTOQUES NO CENÁRIO DE AUMENTO DE 18% NA DEMANDA ..................................................................73 FIGURA 4.9 – PROPOSIÇÃO DE INTEGRAÇÃO DA HIERARQUIA DE PLANEJAMENTO .......................................................76 LISTA DE TABELAS TABELA 4.1 – CLASSIFICAÇÃO DOS PARÂMETROS DE ENTRADA DO MODELO .............................................................. 64 TABELA 4.2 – RESPONSÁVEIS PELOS DADOS ................................................................................................................. 65 TABELA 4.3 – RESULTADOS DO INCREMENTO DA DEMANDA ....................................................................................... 73 TABELA 4.4 – DADOS COMPARATIVOS DAS FAMÍLIAS ................................................................................................. 74 LISTA DE ABREVIATURAS E SIGLAS BG Bolsa Grande CD Centro de Distribuição CDV Centro de Distribuição e Vendas CPFR Collaborative Planning, Forecasting and Replenishment CRP Capacity Requirements Planning DDV Dias de Vendas DEC Distribuidores Elma Chips DFU Demand Forecast Unit DTS Down The Street GAT Gestão de Armazenagem e Transportes GRC Gestão de Relacionamento com o Cliente IDEF Integrated Definition MAPE Mean Absolute Percentage Error MPE Mean Percentage Error MPS Master Prodution Plan MRP Material Requirements Planning NENO Nordeste e Norte NIST National Institute of Standards and Technology OPA O Petisco Autêntico OT Organized Trade PE Previsão Estatística PEE Previsão Estatística com Eventos PGIS Planejamento e Gestão de Insumos e Serviços PVO Planejamento de Vendas e Operações PVP Potencial de Vendas Perdidas RCCP Rough Cut Capacity Plan S&OP Sales and Operations Planning SFC Shop Floor Control SKU Stock Keeping Unit VMI Vendor Managed Inventory Sumário 1 INTRODUÇÃO................................................................................................................................................ 13 1.1 APRESENTAÇÃO DA EMPRESA ................................................................................................................... 13 1.2 PLANEJAMENTO DE OPERAÇÕES E LOGÍSTICA ..........................................................................................
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