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Volume 4 Number 2 July - December 2011

Materials Handling Management: a Case Study V%e%r&' G# (# (#' )&*&' G# S#' (or*&' M# (# N# $#' M%l&+' G# S#' )&+,ol-o' A#: <ournal o! %perations and Suppl( Chain "anagement = 6/9) pp @A - B7

ti!( the !actors that explain overall satis!action; to do it) open-ended .uestionnaires +ere applied. 'he respondents C /0 people directl( lin*ed to dail( mate'he relevance o! materials handling stems !rom the rials !lo+ C +ere re.uested to identi!( the attributes intrinsic relationship that it has +ith production and un!old them into sub-!actors +hich represented !lo+. Dhen it presents an imbalance) there is !ormathe internal process in more details. 'he identi!ied tion o! extra stoc* or rupture in suppl(. Dhen the attributes +ere cost) sa!et( in service) service reli!lo+ does not have enough velocit() transit time is abilit( and agilit(. &!ter this step) a second .uestionlong and the s(stem is not capable o! serving the naire +ith close-ended .uestions +as applied to the Guilherme Bergmann Borges Vieira customers +hen the( need it. same respondents in order to evaluate per!ormance UCS - Universidade de Caxias do Sulat each !actor and sub-!actor and also satis!action 2t is +ell understood that material handling imgbvieira@cpovo.net overall satis!action. 'he .uestions re.uested the reprovement ma( have positive e!!ects over producspondent perception about the improvement C perGiovana Savitri Pasa tion. 1o+ever) it is not onl( production) but the +a( ceived or not C a!ter the interventions. - Universidade Federal do io Grande do Sul the emplo(ees see the ne+ situation. DhenUF theGS perception is !avorable) the bene!its are possible; i! not)giovanapasa@producao.u!rgs.br 'he collected data +ere anal(#ed +ith multiple rebehavioral issues can emerge. Evaluations are imgressions. Fata anal(sis indicated that the !actors "aria Beatri# $unes de %liveira Borsa portant +hen interventions into the +or* environservice and cost are able to explain UF GS - Universidade Federalagilit() do io Grande do reliabilit( Sul ment are implemented. 'he present +or* is speci!ioverall satis!action. 2n addition to that the satis!acmaria.beatri#@u!rgs.br call( related to materials handling management. B( tion level o! most o! internal customers +ith the ne+ Gabriel Sperandio "ilan means o! e!!ective materials handling management) materials handling management s(stem is e.ual or UCS Universidade de Caxias do Sul the compan(-s operational per!ormance ma( imeven superior +hen compared to the previous one. gsmilan@ucs.br prove 6Chopra : "eindl) /77@; osenbloom) /77B9 aiming to satis!( the customers or meet their expec2# LITERAT!RE REVIE. &lberto Pandol!o tations in terms o! their needs) desires and demands UCS - Universidade de Caxias do Sul 6%liver) /7@7; Stoc* : Gambert) /77@9. /.@ "aterial Flo+ alberto.pandol!o@marcopolo.com.br simple materials movement) although both terms are sometimes used as s(non(ms.

MATERIALS HANDLING MANAGEMENT: A ASE ST!D"

'he case stud( related in highl( this +or* +as per!ormed "aterials handling ma*es production !lo+ possible) AbSTRA T: 'he competitive environment) lin*ed to the globali#ation phenomena) demands in an !rom automotive industr( located in the northeastas it gives d(namism to static elements such as macompanies more agilit() better per!ormance and the constant search !or cost reduction. 'he presern part o!stud( io Grande do on Sulimprovements State o! Bra#il.in 2t +as products) e.uipments) la(out and human reent !ocused internal materials terials) handling management) approaching the !ounded more H7 (ears ago classi!ied industr(. as 6Stoc* : Gambert) /77@; Chopra case o! athan large compan( inand the is automotive "aterialssources handling is intrinsicall( associated +ith : "eindl) 6/77@9 highlights despite its ima large-si#ed production compan( !lo+. Because since it has o! this) more it than has direct /777 in!luence on/77@9. transit Groover time) resources usage) andthat service portance) materials handling is a topic that !re.uentemplo(ees. levels.'his 'he ob,ective region contains +as to a evaluate) cluster o! in a induss(stematic +a() the impact o! implemented changes in mal( is treated super!iciall( b( the companies. 1o+ev tries o! metal-mechanic) automotive and metallurgiterials handling management on the internal customers- perceptions o! cost) sa!et( in service) service other authors have in perceived its relevance. Furcal sectors reliabilit() that in agilit( its ma,orit( and overall belong satis!action. to production & literature revie+er) preceded a case stud( the compan(-s ing the period in directl( +hich Shingo 6@AA09 contributed to chainsmanu!acturing +hich demand unit a and highthe internal .uestionnaires per!ormance +ere completed b( /0 emplo(ees involved in the the development o! the 'o(ota Production S(stem) process. &nal(#ing internal customers understood that the level !rom their partners. the ans+ers) it +as possible to suggest that developed the Production Function ne+ materials handling management s(stem enlarged servicehe agilit( and reliabilit( and reduced costs)"echanism 'he compan( in .uestion) a!ter anal(#ing producthat proposes to explain ho+ the production phe+hich caused an improvement in overall satis!action. tion !lo+ as a +hole) identi!ied that among other nomenon happens. internal handling, material flow, materials management, material handling management, service level. Key words: measures it +ould be necessar( to improve mateShingo 6@AA09 indicated that) in the Dest) production rials handling management in the manu!acturing +as treated as a process o! a se.uence o! operations. process. 'his +as motivated b( the observed de2n the Production Function "echanism) the concepts la( in !or*li!ts service and their high maintenance 1# INTR$D! TI$N per!ormance. 'heto "aterials 1andling 2ndustr( o! are directl( related a production anal(sis !ocus. cost. For*li!ts +ere used both !or parts handling 3"12&4consists de!ineso! materials handling & &merica process anal(sis an observation o! manthe and transportation to assist in tooling changes) 'here is a strongand concern to ad,ust the suppl( s(stem in a agement as 5"aterial 1andling is the movement) production !lo+s that turn ra+ materials into !inal +hich man( times resulted setup time compan( 6"achline) /7789 in to excessive achieve a higher service levstorage) From control and protection material) goods) products. this concept) theo! author highlights leading el internall( to production and to the dela(s. outsideChanges customers. +ere 'his made brings to and throughout the associated process o!+ith manu!acthat theproducts main anal(sis is the one the higher operational level process and evento a possible in athe materials handling address di!!erential these turing) because distribution) consumption and disposal. process) it !ollo+s the production ob,ect. concerns. +hen compared +ith the other competitors 6"ilan) Paiva 'he !ocus is on the methods)comes mechanical e.uip'he anal(sis o! the operations later because : Pretto) /770; Paiva) Carvalho <r. : Fenstersei!er) /77=9. ment) s(stems and related controls used toand achieve 'he main ob,ective o! this case stud( +as to evaluit !ocuses on production sub,ects 6operators maate internal customerssatis!action levels a!ter the chines9. these Dhen !unctions> ma*ing 6mhia.org?learning?glossar(9. this distinction) it is possible "aterials handling management is among man( change. !actors 2nthat order contribute to do this)to it +as improve necessar( a compan(-s to idento 'hen perceive it is theobserved relevancethat o! materials handlinghandling. is broader than

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V%e%r&' G# (# (#' )&*&' G# S#' (or*&' M# (# N# $#' M%l&+' G# S#' )&+,ol-o' A#: <ournal o! %perations and Suppl( Chain "anagement = 6/9) pp @A - B7

Materials Handling Management: a Case Study

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Be(ond the basic !unction o! movement) it is also relevant to cite the !unctions o! storage and in!ormation trans!er) +hich occurs simultaneousl( and has both strategic and operational dimensions. %rgani#ations are rel(ing on in!ormation s(stems using tools li*e Electronic Fata 2nterchange 6EF29) or similar in!ormation technolog( resources) to gain in precision and reliabilit() in the interchange) and availabilit( o! in!ormation 6Gambert : Stoc*) /77@; Gaudon : Gaudon) /770) "ilan) Basso : Pretto) /77J9. &ccording to &se!-Va#iri : Gaporte 6/77H9 an important proportion o! manu!acturing expenses can be attributed to material handling and the most critical material handling decisions in this area are the arrangement and design o! material !lo+ patterns. 'his idea is shared b( 2oannou 6/77/9) +hich argues that an important aspect o! an( production s(stem is the design o! a material handling s(stem 6"1S9 +hich integrates the production operations 'he relevance also occurs in another context. Ballou 6@AAB9 states that the storage and handling o! goods are essential among the set o! logistics activities) and their costs can absorb @/K to =7K o! its costs. 2n addition) the "12& estimates that /7K to /HK o! manu!acturing costs are associated to handling 6Groover) /77@) p. /8@9. &ccording to Sule 6@AA=9 apud Su,ono : Gash*ari 6/7709) material handling accounts !or B7CJHK o! the total cost o! a product along the production chain) and e!!icient material handling can be responsible !or reducing the manu!acturing s(stem operations cost b( @HCB7K. For Bo+ersox and Closs 6@AA09) the main logistic responsibilit( in manu!acturing is to !ormulate a master-program !or the timel( provision o! materials) components and +or*-in-process. Stevenson 6/77@9 understands that logistics 6including materials and goods !lo+ing in and out o! a production !acilit( as +ell as its internal handling9 has become ver( important to an organi#ation to ac.uire competitive advantages) as the companies struggle to deliver the right product at the correct place and time. 'he main challenge is to promote) +ith lo+ cost) a !lo+ +hose velocit( allo+s the execution o! manu!acturing process +ith the expected satis!action level. 2#2 Eleme+/* &+, 0&r&c/er%*/%c* o- & M&/er%&l H&+,l%+1 Sy*/em "aterials handling stud( re.uires that several elements are considered. 'he !irst is a handling s(stem pro,ect) +hich covers activities o! se.uencing) veloc-

it() la(out and routing 6Groover) /77@9. 2n order to complete the anal(sis) Groover 6/77@9 recommends anal(#ing the material itsel! 6or ob,ect9 to be transported. 'here!ore) it suggests the classi!ication o! "uther and 1agan 6apud Groover) /77@9) +hich considersI 6i9 ph(sical state 6solid) li.uid) gas9; 6ii9 si#e 6volume) length) +idth) height9; 6iii9 +eight; 6iv9 condition 6hot) cold) dr() dirt() stic*() adhesive9; 6v9 ris* o! damage 6+ea* or strong9; and 6vi9 sa!et( ha#ards 6explosive) !lammable) toxic) corrosive) etc.9. &dditionall() the issue o! e.uipment and devices must be examined. Fias 6@AAB9 adopts the term 5moving> to describe +hat) in this article) is called management 6handling9 to adopt the terminolog( o! Groover 6/77@9. Dhen dealing +ith e.uipment) Fias 6@AAB9 presents a broad classi!ication that covers !ive categoriesI 6i9 transporters 6belts) chains) rollers) etc.9; 6ii9 cranes) hoists and li!ts; 6iii9 industrial vehicles 6carts) tractors) pallet transporters) !or*li!ts9; 6iv9 positioning e.uipment) +eighing and control 6ramps) trans!er e.uipment9; and 6v9 stents and support structures 6pallets) holders) reels9. &ccording to Chan) 2p : Gau 6@AAA9) a *e( !actor in material handling s(stem design process is the selection and con!iguration o! e.uipment !or material transportation. 'his is directl( related to this stud(. &ccording to Gurgel 6@AA09) the e.uipment should be selected based on some preliminar( considerationsI ta*e into account the utili#ation o! the !actor( !loor and its load capacit(; examine the dimensions o! doors and corridors; pa( close attention to ceiling height) identi!( the environmental conditions and their nature) avoid the use o! combustion engines traction e.uipments in storage o! !ood products) meet all sa!et( standards to protect humans and to eliminate the possibilit( o! incurring criminal and civil liabilities arising !rom accidents) and examine all *inds o! available energ( options and their capacit( to suppl( re.uired movements. 'he right choice o! e.uipment and location o! +or*in-process is !undamental !or the optimi#ation o! a compan(-s manu!acturing capacit(. Bo+ersox and Closs 6@AA09 state that a critical !actor in positioning stoc*s in process is a balance bet+een convenience and consolidation to create e!!iciencies +hen the stoc* !lo+s along the value chain. 'he importance o! la(out) +hich de!ines the placement o! e.uipment and) conse.uentl() restricts possible routes and se.uencing) can be perceived b( the

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V%e%r&' G# (# (#' )&*&' G# S#' (or*&' M# (# N# $#' M%l&+' G# S#' )&+,ol-o' A#: Materials Handling Management: a Case Study <ournal o! %perations and Suppl( Chain "anagement = 6/9) pp @A - B7

prominence that the sub,ect is treated in production management literature. 'he anal(sis o! the relationship bet+een la(out studies and material handling) ho+ever) does not receive much attention in the same literature. 'his lac* o! attention can be seen in +or*s li*e Gaither and Fra#ier 6/77/9) Chase) <acobs and &.uilano 6/7709 and Slac*) Chambers) 1arland) 1arrison and <ohnston 6@AAJ9. Finall() the s(stems and in!ormation technolog( constitute essential !actors !or materials handling management. Stair and e(nolds 6/7709) Gaudon and Gaudon 6/7709 and %-Brien and "ara*as 6/77J9 support the stud( o! !undamentals and general principles o! in!ormation s(stems. 2n order to improve the per!ormance o! distribution operations and) in this speci!ic case) the internal material handling process) it is important to consider both human and technical !actors 6Cha*ravort() /7789. 2n this sense) this stud( assesses the internal customers- perception o! a material handling process improvement. Dith regard to the attributes to be considered in a material handling s(stem) according to Lula* 6/77H9) e!!ective use o! labor) providing s(stem !lexibilit() increasing productivit() decreasing lead times and costs are some o! the most important !actors in!luencing selection o! material handling e.uipment. 'hese !actors are directl( related to some attributes !ound in the present stud(. 'he determination o! a material handling s(stem involves both the selection o! suitable material handling e.uipment and the assignment o! material handling operations to each individual piece o! e.uipment 6Su,ono : Gash*ari) /7709. 1ence) according to Su,ono : Gash*ari 6/7709 material handling s(stem selection can be de!ined as the selection o! material handling e.uipment to per!orm material handling operations +ithin a +or*ing area considering all aspects o! the products to be handled. 2n this context it is important to mention that) in this stud() onl( the selection o! the material handling e.uipment +as considered. 2# )R$(LEM AND INTERVENTI$N DES RI)TI$N 'he !irst sub-section describes the situation prior to the intervention) identi!(ing the problems that +ere !ound. 'he second describes the !actors that motivated the change. 'he third describes the changes

and the situation a!ter its completion. Besides variables and sub-variables) customers- overall satis!action regarding the implemented changes +as also evaluated. 2#1 S%/u&/%o+ )r%or /o /0e I+/er3e+/%o+ 'his stud( +as conducted in the manu!acturing sector o! an automotive compan(. 'he manu!acturing sector is responsible !or almost all o! the suppl( o! assembl( lines) including the components that go through a pre-assembl( process be!ore proceeding to !inal product assembl(. 2n this sector are concentrated cutting and bending tools and dies re.uired !or components manu!acturing to assembl( lines. 'he +hole process runs +ith the aid o! !or*li!ts. %!ten) the setup time is e.ual to or higher than the time needed !or parts manu!acturing. 'his situation) coupled +ith the cost o! do+ntime) demonstrates the importance o! the tooling exchange process. Besides helping in the execution o! setups and carr(ing out internal transport managed b( an electronic scoreboard installed in the !actor( roo!) !or*li!ts also per!ormed activities !or transporting materials bet+een pavilions. Dhen executing this last activit() the !or*li!ts o!ten travelled on uneven roads) +hich caused great bouncing) burdening maintenance cost !or e.uipment +ear or premature brea*age. %!ten) +hen a !or*li!t leaves its +or*place to transport a container bet+een pavilions) dela(s in machinessetups are generated) causing unnecessar( costs and stress on the !or*li!t operator. 'he operator could do little besides !eel !orced to increase the speed during the route) creating ris*s o! accidents +ith personal in,ur( and ? or materials damage. 'his activit( as +ell as the studied process relate to Goldratt-s 'heor( o! Constraints 6'%C9 to see* bottlenec*s and reduce or eliminate them 6Goldratt; Cox) /77=9. &lthough there +ere enough !or*li!ts to meet the demand !rom the manu!acturing sector) man( times it +as not possible to meet immediatel( the manu!acturing needs due to reasons li*e long distances to travel and !re.uent maintenance due to excessive use o! the e.uipment. 'his directl( a!!ected internal customers- satis!action. 'he presented problem +asI ho+ to increase internal customer satis!action) +hile stabili#ing or decreasing !or*li!ts- maintenance costM 2#2 0&+1e Mo/%3&/or*

V%e%r&' G# (# (#' )&*&' G# S#' (or*&' M# (# N# $#' M%l&+' G# S#' )&+,ol-o' A#: <ournal o! %perations and Suppl( Chain "anagement = 6/9) pp @A - B7

Materials Handling Management: a Case Study

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Fue to development o! ne+ mar*ets) manu!acturing demands !or a large variet( o! components and !inal product assemblies increased. 'his demand gro+th led to speed increases and changes in ho+ materials and tools +ere being handled and transported in order to monitor manu!acturing re.uirements. Dith these changes and demands !or manu!acturing to attain the compan(-s goals) there +as also pressure !or gro+th and lac* o! tolerance +ith !or*li!t operators) since the +or* did not al+a(s run .uic*l( and +ith .ualit(. &dditionall() !or*li!t maintenance costs +ere increasing) demanding sometimes excessive spending that ,eopardi#ed the budget. 'he dissatis!action and demotivation o! !or*li!t operators +as notorious) and an increase +as also noticed in the number o! collisions bet+een the e.uipments. Finall() boxes and containers +ere unsatis!actoril( stored in the hall+a(s together +ith the machines to attempt to reduce production interruptions. 2#2 T0e 0&+1e* &+, /0e S%/u&/%o+ &-/er /0e Im4leme+/&/%o+ %ne suggested solution +as to rent t+o !or*li!ts as a +a( to solve the problem. But this onl( served to so!ten it) and brought a larger cost to the compan(. 2t +as reali#ed then that it +as not the .uantit( o! e.uipments that +as going to solve the problem but the +a( material handling +as being executed in relation to the necessit( o! the presented changes. From this observation) processes and material !lo+s +ere mapped and separated in t+o +a(sI 6i9 vertical movements +hich ma*e greater e!!orts and little ground movement; and 6ii9 hori#ontal movements that rel( on traction to travel longer distances) including transport out o! the +or* units. &nother proposed solution +as to use a tractor to+ing small 5+agons>) !orming a *ind o! train. Ballou 6@AAB9 states that this approach is more economical !or larger volumes that must be moved over long distances along the same route. Several cargo 6pallets9 units +ere constructed +ith special +heels) !itted +ith suspension coupled to support the material +eight and traverse the gaps bet+een the pavilions. &!ter+ards) several 5cages> +ere made to be used !or holding the parts that go through the processes o! bath and painting. "ore robust containers !or heavier and less delicate parts storage +ere also constructed.

'he next step +as to create spaces 6pit stops9 !or pallets +ith their mobile parts on each +or*station. 2n order to the truc* driver to *no+ +hen he could transport material) it +as necessar( to create an identi!ication s(stem. 2t +as decided that ever( time that the operator !inished the process in his station) he +ould put on the pac*aging a green sign indicating that the container +ould be read( to be transported to the next production step. 'he truc* driver) +hen removing a !illed container) should replace it +ith an empt( one in the vacant post. 'ests +ere conducted +ith a timetable !or the train passage) but this alternative did not meet the need !or !lexibilit( in case o! emergencies 6pieces to technical assistance and replacement o! damaged materials in the assembl( process9. 2t +as then decided to set a path that +ould !ollo+ the manu!acturing process se.uence. 'o in!orm the train operator o! some urgenc() a mobile phone +as given to him. 'hus) the supervisor could communicate +ith the operator instantl( +hen there +ere critical parts and ? or components to be collected. &!ter the changes +ere completed) it +as necessar( to evaluate their impacts. 'his stud( evaluated internal customers- satis!action level +ith the ne+ materials handling and transporting con!iguration. 4# RESEAR H METH$D$L$G" 4#1 om4&+y 0&r&c/er%5&/%o+ 'he studied compan() "arcopolo S?&.) is one o! the main bus bod( producers in the +orld. Founded in @A=A) in Caxias do Sul) the compan( is divided into !our business unitsI 6i9 bus) +ith bodies o! "arcopolo and Ci!eral brands; 6ii9 GCV) +ith complete minibus under the Volare brand; 6iii9 plastic products) +ith "VC brand; and 6iv9 parts and components) +ith service parts !or the compan( brands and parts !or other segments o! the S(ncroparts brand. 'he compan( maintains a technolog( trans!er contract +ith the 2veco SP&. 'he trans!erred technolog( !rom the lines "idi bus) Go+ Entr( and 1igh Fec*er +as made in the !actor( o! CBC-2veco in China. Currentl() "arcopolo has a representative o!!ice called "arcopolo Chang#hou %!!ice at Chang#hou and has also been developing a ,oint venture agreement +ith 'ata "otors in 2ndia. 'his stud( too* place onl( at the Bra#ilian !acilit(. 4#2 $b6ec/%3e*

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V%e%r&' G# (# (#' )&*&' G# S#' (or*&' M# (# N# $#' M%l&+' G# S#' )&+,ol-o' A#: Materials Handling Management: a Case Study <ournal o! %perations and Suppl( Chain "anagement = 6/9) pp @A - B7

'he present stud( had as its ob,ective to evaluate) in a s(stematic +a() the impact o! the implemented changes in materials handling management on the internal customers- perceptions at the manu!acturing department in "arcopolo S?&. unit located in Caxias do Sul C S. 'o reach this ob,ective) the !ollo+ing speci!ic ob,ectives +ere establishedI 6i9 describe the changes in material handling processes at the compan(; 6ii9 evaluate internal material handling !lo+ in manu!acturing) veri!(ing the improvements; and 6iii9 anal(#e internal customers- satis!action levels relative to the ne+ s(stem. 4#2 D&/& ollec/%o+ 'he sample +as the people directl( involved +ith the dail( !lo+ o! materials) selected intentionall(. 'he

respondents held positions as leaders) supervisors) !or*li!t drivers and +arehouse operators) enabling a comprehensive vie+ o! the problem. Fata collection !or the satis!action surve( +as divided into t+o stages. 'he !irst step +as an open-ended .uestion surve( 6&ppendix @9. espondents +ere as*ed about their perceptions regarding the changes in materials handling emphasi#ing evidence o! the improvements) problems still identi!ied a!ter change implementation and suggestions !or the relevant attributes in .uestion. '+o criteria +ere used to de!ine !actors and sub-!actors !rom the obtained ans+ersI i9 the !actor must be cited b( respondents o! all positions 6leaders) supervisors) !or*li!t drivers and +arehouse operators9; ii9 the number o! times that the criterion has been cited b( the /0 respondents. 'able @ sho+s the evaluated !actors) their de!initions and the associated sub-!actors.

T&ble 1 7 8&c/or* &+, *ub--&c/or* o- *&/%*-&c/%o+ *ur3ey

N# 8&c/or* 8&c/or* De*cr%4/%o+ Sub--&c/or* 1 o*/ 2 S&-e/y %+ Ser3%ce 2 Ser3%ce Rel%&b%l%/y "onetar( value available to maintain the operationI expenditures +ith periodic maintenance lin*ed to !or*li!ts use 2denti!ies !or*li!ts operator -s conduct on ne+ handling and internal transport +a( 2denti!ies manu!acturing satis!action level in terms o! reliabilit( 2denti!ies the time spent +ith tool exchange coupled handling 6discounting the times associated +ith the machine) such as loose and? or !ix arra(s or tools9 "echanical shutdo+ns Electrical shutdo+ns Corrective painting Sa!et( in handling 'ooling storage E!!icient routing %perator -s autonom( %perator -s per!ormance and availabilit( Setup agilit( "aterial handling .uic*ness 'ooling handling .uic*ness

4 A1%l%/y

Per!ormance improvements 6current state vs. status .uo9 +ere measured using the !ollo+ing scaleI @ N much +orse) / N +orse) B N same) = N better and H N much better. For instance) the emplo(ee +as as*edI 5Comparing previous and current procedures !or handling and internal transport) ho+ do (ou assess the costs related to mechanical do+ntimeM> 'o ans+er the .uestion) the options o! the scale mentioned above +ere o!!ered. &t this point it is important to highlight that the stud( +as evaluating the respondents- perception) starting !rom the assumption that

the( had *no+ledge enough 6even empirical9 because the( are directl( involved in the process. 9# DATA ANAL"SIS AND RES!LTS %nce the ne+ situation +as established) data collection started !ollo+ed b( anal(sis and presentation o! the results. 'he data +ere tabulated in order to obtain an average percentage and standard deviation o! overall satis!action in relation to the !actors and sub !actors presented during sampling. 'able / sho+s the results.

V%e%r&' G# (# (#' )&*&' G# S#' (or*&' M# (# N# $#' M%l&+' G# S#' )&+,ol-o' A#: <ournal o! %perations and Suppl( Chain "anagement = 6/9) pp @A - B7

Materials Handling Management: a Case Study

/H

T&ble 2 7 I+/er+&l *&/%*-&c/%o+ *ur3ey ATTRI(!TE A3er&1e S S&/#:;4 S &/#;2 S&/#<;2 C%S' B)H8 7)0A 0A)/K /0)AK B)8K "echanical Shutdo+ns B)J= 7)AB JB)@K @A)/K J)JK Electrical Shutdo+ns =)7H 7)J8 87)8K @A)/K 7)7K Corrective Painting B)J= 7)8@ 0H)=K B=)0K 7)7K S&FE'O 2$ SE V2CE B)88 7)0H 87)8K @H)=K B)8K Sa!et( in 1andling B)A/ 7)8= 87)8K @H)=K B)8K 'ooling Storage B)JB 7)08 87)8K @H)=K B)8K EG2&B2G2'O %F '1E SE V2CE B)BH 7)JH B8)HK HJ)JK B)8K Sa!et( in 1andling B)/B 7)0H B7)8K 0H)=K B)8K %peratorPs &utonom( B)8@ 7)A7 0A)/K /0)AK B)8K %perat orPs Per!ormance and &vailabilit( B)JB 7)J8 HB)8K =0)/K 7)7K &G2G2'O B)H7 7)H8 =0)/K HB)8K 7)7K Setup 'ime B)B0 7)H8 /0)AK JB)@K 7)7K "at erial 1andling Quic*ness B)8@ 7)8H HB)8K =0)/K 7)7K 'ooling 1andling Quic*ness B)=8 7)0J B=)0K 0H)=K 7)7K $VERALL SATIS8A TI$N 2'94 0'9= 90'0> 90'0> 0'0>

Considering satis!action levels e.ual to or higher than = in 'able /) it is identi!ied that the overall satis!action percentage sho+s that H7K o! the respondents noticed improvements in the process a!ter its implementation 6ans+ers N = in the scale that +as used9. 'he data +ere anal(#ed +ith the aid o! multiple linear regressions !or each o! the studied !actors) as +ell as !or general satis!action. 'he results are sho+n as !ollo+s. 9#1 o*/ A+&ly*%* egression anal(sis !or the cost sought to understand ho+ much it +as in!luenced b( each o! its sub-!actors. egarding !actor and sub-!actors relationships) corrective painting +as not statisticall( signi!icant. 'he satis!action in relation to the cost !actor +as considered as the dependent variable and the ratings o! each o! the other t+o remaining sub-!actors +ere treated as independent variables. Expression @ / N 7.0B indicates that +as obtained. 'he value o! expression @ is able to explain 0BK o! the variabilit( in cost assessments. o*/ N 7.B0 x electrical shutdo+ns R 7.B@ x mechanical shutdo+ns 6 19 'he p-values !ound !or the terms +ere less than 7.@A. 'his should be considered as an explorator( result related to the signi!icance o! the sub-!actors.

9#2 S&-e/y %+ Ser3%ce A+&ly*%* egression anal(sis !or sa!et( in service tried to understand ho+ it +as in!luenced b( each o! its sub-!actors. For this !actor) tooling storage +as not statisticall( signi!icant. 'hen) the satis!action in relation to the sa!et( in service !actor +as considered the dependent variable and the rating o! sa!et( in handling +as treated as the independent variable and the expression / +as obtained. 'he value o! N 7.JB can state that the second expression is able to explain JBK o! the variabilit( in sa!et( in service evaluations. S&-e/y %+ Ser3%ce N 7.00 x sa!et( in handling 6 'he p-value !ound !or the term +as less than 7.777@) +hich allo+s us to assert that it is signi!icant +ith a probabilit( o! at least AA.AK. H.B Service eliabilit( &nal(sis egression anal(sis !or service reliabilit( attempted to understand ho+ it +as in!luenced b( each o! its sub-!actors. For this !actor) e!!icient routing) operator-s per!ormance and availabilit( did not sho+ signi!icance) so the onl( sub-!actor that +as considered as an independent variable +as operator-s autonom( according to expression B) +here +e can see service reliabilit( as the dependent variable. 'he value o! N 7.08 can state that expression B is able to explain 29

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08K o! the variabilit( in service reliabilit(-s assessments. Ser3%ce Rel%&b%l%/y N 7.0A x %perator-s autonom( 6 29

'he p-value !or the term +as less than 7.777@) +hich allo+s us to assert that it is signi!icant +ith a probabilit( o! at least AA.AK. H.= &gilit( &nal(sis egression anal(sis !or agilit( aimed to understand ho+ this +as in!luenced b( each o! its sub-!actors. 2n this !actor all sub-!actors presented statistical signi!icance and +ere treated as independent variables in expression = +here +e observe agilit( as the de/ N 7.8A can state that pendent variable. 'he value o! expression = is able to explain 8AK o! variabilit( in assessments o! agilit(. A1%l%/y N 7.=7 x tooling handling .uic*ness R 7.B@ x setup agilit( R 7.@A x material handling .uic*ness 6 'he p-values !ound !or the terms +ere less than 7.@J) so the results should be considered explorator(. 9#9 $3er&ll S&/%*-&c/%o+ A+&ly*%* 49

'he regression anal(sis !or overall satis!action aimed to understand ho+ this +as in!luenced b( ev er( !actor. &nal(#ing the relation among the !actors and overall satis!action) sa!et( in service +as not statisticall( signi!icant) so it +as not considered as an independent variable in expression H) +here it is possible to observe that the three remaining !actors are the independent variables and overall satis!ac/ N 7.8A tion is the dependent variable. 'he value o! sho+s that the expression H is able to explain 8AK o! the variabilit( in overall satis!action ratings. $3er&ll S&/%*-&c/%o+ N 7.0H x agilit( R 7.B8 x service reliabilit( C 7.@/ x cost 6 99 'he p-values !ound !or the terms +ere less than 7.@J) so the results should be considered explorator(. &ccording to "alhotra 6/7709) the +eights o! each attribute can be calculated !rom an expression obtained in "ultiple egression. 'o calculate the relative +eight o! each attribute) it is necessar( to get an overall satis!action value +hen it assumes its maximum 6NH9 and the others are at the minimum value 6N@9. &!ter that) the values !ound +ith the attribute in maximum and minimum must be subtracted. 'his procedure +as used to trans!orm the regression model-s coe!!icients in the percentages sho+n in Figure @.

8%1ure 1 7 8&c/or* /0&/ &--ec/ o3er&ll *&/%*-&c/%o+

10> 22>

&gilit(

9?>

Service reliabilit( Cost

B( these results) it +as possible to develop a model o! the perceived satis!action +ith internal material handling process redesign 6activities9. 'he model is presented in Figure / and it has as its base the !actors and sub-!actors that presented statistical signi!icance.

V%e%r&' G# (# (#' )&*&' G# S#' (or*&' M# (# N# $#' M%l&+' G# S#' )&+,ol-o' A#: <ournal o! %perations and Suppl( Chain "anagement = 6/9) pp @A - B7

Materials Handling Management: a Case Study

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8%1ure 2 7 Mo,el o- *&/%*-&c/%o+ o- /0e %m4leme+/e, %m4ro3eme+/*

@# $N L!SI$N Fue to constant complaints because o! !ailures in service and also lo+ speed in material transport) the compan( +as motivated to innovate and?or improve internal processes that could increase the e!!icienc( o! services to manu!acturing. 'he basis o! the implanted s(stem +as the concept o! stoc* on +heels) practicing materials transport +ith the aid o! a tug internall( named 5train>. 'he tug pulls the +agons +ith more load than !or*li!ts 6previous s(stem9) maximi#ing travels and loads through a speci!ic route. Dith the ne+ s(stem implementation the need to assess its real impact in relation to the expected improvements emerged. From internal customers- evaluation there +as an increase in overall satis!action. 'his increase can be explained b( a greater agilit( 6HJK9) greater reliabilit( in service 6BBK9 and lo+er cost 6@7K9. 'he results identi!ied the signi!icant sub!actors and their impacts on the described !actors. Besides internal customer satis!action improvement) +hich +as evidenced b( the present stud() there +as an e!!ective improvement in the internal material handling. 'he improvement in material !lo+ caused b( the use o! the proposed vehicle increased the accurac( o! materials deliver( time inside the compan(. %perations became sa!er. 'he s(stem used +as

able to evaluate the perceptions o! the implemented changes) as +ell as to identi!( !actors and sub-!actors that in!luenced satis!action increase. 'hese improvements in the compan( operations resulted in ne+ subsidies to per!orm similar studies. 2n relation to speci!ic established ob,ectives) changes in material handling processes at the compan( +ere described 6!irst speci!ic ob,ective9; internal material handling !lo+ in manu!acturing +as evaluated and improvements +ere made 6second speci!ic ob,ective9; and internal customers- satis!action levels related to the ne+ s(stem +ere anal(#ed 6third speci!ic ob,ective9. 'his +a() the present +or*-s general ob,ective +as attainedI to evaluate) in a s(stematic +a() the impact o! the implemented changes in materials handling management through internal customers- perceptions) evidencing a relevant contribution to the compan( and to the studied area. 2t is important to highlight that there +ere no losses o! ,obs although some emplo(ees +ere reallocated. %ne operator !rom the central +arehouse +as trans!erred to vehicle driving and his previous ,ob +as divided bet+een t+o other people !rom the same department. egarding inventories) there +as a reduction in +or*-in-process; ho+ever there +ere no changes in ra+ material and !inished goods stoc*s

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because the purchasing polic( and customer deliver( time +ere not modi!ied. ?# RE8EREN ES
&se!-Va#iri) &. : Gaporte) G. Goop based !acilit( planning and "uropean 'ournal of (perational !esearch material handling. @0=) /77H) p. @C@@. Ballou) . 1. )og*stica empresarial . STo PauloI &tlas) @AAB. ) n.

. 6org.9. Gesto estratgica da produ o I teoria) cases e pes.uisas. Caxias do SulI EFUCS) /770) p. /0@-/8/. "ilan) G. S.) Preto) ". . : Basso) G. C. Um estudo de caso sobre !"#d $ !e% o !uncionamento de um arma#Sm automati#ado. vista "letr&nica de #dministra o ) @/6J9) /77J) p. @-/8. %-Brien) <. &. : "ara*as) G. ". #dministra o de sistemas de infor% ma o . STo PauloI "cGra+ 1ill) /77J. %liver) . G. Satisfaction I a behavioral perspective on the consumer. / n d edition. $e+ Oor*I 2r+in?"cGra+-1ill) /7@7. Paiva) E. G.) Carvalho <r.) <. ". : Fenstersei!er) <. E. "stratgia de produ o e de opera +es I conceitos) melhores prUticas) visTo de !uturo. Porto &legreI Boo*man) /77=. osenbloom) B. Mar-eting channels I a management vie+. J tion. $e+ Oor*I Cengage Gearning) /77B.
th

)ogistical management I the integrated Bo+ersox) F. : Closs) F. suppl( chain process. $e+ Oor*I "cGra+-1ill) @AA0. Cha*ravort() S. S. 2mproving distribution operationsI 2mplemen,nternational 'ournal of tation o! material handling s(stems. .roduction "conomics ) n. @//) /77A) p. 8AC@70. Chan) F. '. S.; 2P) . D. G. : Gau) 1. 2ntegration o! expert s(stem +ith anal(tic hierarch( process !or the design o! material handling e.uipment selection s(stem. 'ournal of Materials .rocessing /echnology ) n. @@0) /77@) p. @BJ-@=H. Chase) .; <acobs) F. : &.uilano) $. #dministra o da produ o e opera +es . STo PauloI "cGra+ 1ill) /770. Supply chain management $ strateg() planChopra) S. : "eindl) P. ning and operation. Engle+ood Cli!!sI Prentice-1all) /77@. Fias) ". &. #dministra o de materiais STo PauloI &tlas) @AAB. I uma abordagem logXstica.

edi-

Shingo) S. ( sistema /oyota de produ o: do ponto de vista da engen% haria de produ o . Porto &legreI Boo*man) @AA0. Simecs C Sindicato das 2ndVstrias "etalVrgicas) "ecWnicas e de "aterial ElStrico de Caxias do Sul. ,nstitutional site . etrieved &ugust J) /778) !rom httpI??+++.simecs.com.br. Slac*) $.) Chambers) S.) 1arland) C.) 1arrison) &. : <ohnston) . #dministra o da produ o . STo PauloI &tlas) @AA0. Stair) . ". : e(nolds) G. D. STo PauloI 'hompson) /770. .rinc*pios de sistemas de informa o .

#dministra o da produ o e opera +es . STo Gaither) $. : Fra#ier) G. PauloI 'hompson) /77/. Goldratt) E. ". : Cox) <. /he Goal I & Process o! %ngoing 2mprovement. B r d ed. Great Barrington) "&I 'he $orth iver Press) /77=. Groover) ". P. #utomation, .roduction Systems, and Computer%,nte% grated Manufacturing ) /n d ed. $e+ <erse(I Prentice-1all) /77@. Gurgel) F. &. #dministra o dos flu0os de materiais e de produtos PauloI &tlas) @AA0. . STo

Stoc*) <. . : Gambert) F. ". Strategic logistics management edition. $e+ Oor*I "cGra+-1ill) /77@. Stevenson) D. <. #dministra o das opera +es de produ o <aneiroI G'C) /77@. .

. = th

io de

Su,ono) S.; Gash*ari) .S. & multi-ob,ective model o! operation allocation and material handling s(stem selection in F"S design. ,nternational 'ournal of .roduction "conomics ' n. @7H) /77J) p. @@0C@BB.

2oannou) G. &n integrated model and a decomposition-based approach !or concurrent la(out and material handling s(stem design. Computers 1 ,ndustrial "ngineering ) n. H/) /77J) =HAC=8H. Lula*) %. & decision support s(stem !or !u##( multi-attribute se"0pert Systems with lection o! material handling e.uipments. #pplications ' n. /A) /77H) p. B@7CB@A. Gaudon) L. C. : Gaudon) <. P. Management information systems edition. 1ardcoverI Prentice 1all) /770. "achline) C. & ne+ *ind o! operations inventor(I the pre-assembled *it. 'ournal of (perations and Supply Chain Management @6@9) /778) p. /=-/8. "alhotra) $. L. Mar-eting research I an applied orientation. H tion. $e+ <erse(I Prentice 1all) /770. "ilan) G. S.) Paiva) E. G. : Pretto) ". . & relevWncia do serviYo ao cliente como alternativa Z di!erenciaYTo e ampliaYTo da competitividade das empresas. 2nI "ilan) G. S.) : Pretto) ".
th

. 0t h

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Materials Handling Management: a Case Study

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A))ENDIA 1: $)EN-ENDED B!ESTI$NNAIRE @ - Dhat is (our general perception in relation to material handling process a!ter the changesM / - Dhat are the main evidences o! the improvementsM B - Dhat problems are still identi!ied a!ter the implementation o! the changeM = - Dhat are the main !actors a!!ectedM H - Dhat are the main issues identi!ied in each !actorM A))ENDIA 2: L$SE-ENDED B!ESTI$NNAIRE 1o+ do (ou evaluate material handling s(stem at the compan( a!ter the established changesM Please) use the scale belo+ to ans+er the !ollo+ing .uestionsI @ N much +orse / N +orse B N e.ual = N better H N much better @. 1o+ do (ou evaluate the cost o! operationsM @ / B = H @.@ 1o+ do (ou assess the occurrence o! mechanical shutdo+nsM @ / B = H @./ 1o+ do (ou assess the occurrence o! electrical shutdo+nsM @ / B = H @.B 1o+ do (ou evaluate the need !or corrective paintingM @ / B = H /. 1o+ do (ou rate sa!et( in serviceM @ / B = H /.@ 1o+ do (ou assess the sa!et( in handlingM @ / B = H

/./ 1o+ +ould (ou rate tooling storageM @ / B = H B. 1o+ +ould (ou rate the reliabilit( o! the serviceM @ / B = H B.@ 1o+ do (ou assess route e!!icienc(M @ / B = H B./ 1o+ do (ou assess the operator-s autonom(M @ / B = H B.B 1o+ do (ou assess operators- per!ormance and availabilit(M @ / B = H =. 1o+ do (ou assess the agilit( o! operationsM @ / B = H =.@ 1o+ do (ou evaluate the setup timeM @ / B = H =./ 1o+ do (ou assess material handling .uic* nessM @ / B = H =.B 1o+ +ould (ou rate the tooling handling .uic*nessM @ / B = H H. Dhat is (our overall assessment o! the situation a!ter the changesM @ / B = H

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A!TH$RCS (I$GRA)H" Gu%l0erme (er1m&++ (or1e* V%e%r& is a pro!essor and researcher at the Universidade de Caxias do Sul C Bra#il. 2n @AAJ he received a "aster degree in Port "anagement and 2ntermodal 'ransportation at Universidad Ponti!icia Comillas de "adrid. Currentl( he has Ph.F. in progress at Universidade Federal do io Grande do Sul 6PPGEP? UF GS9. &reas o! interest are logistics) port management) international ph(sical distribution and international management. G%o3&+& S&3%/r% )&*& is a pro!essor and researcher at the Universidade Federal do io Grande do Sul C Bra#il. 2n /77= she received the Fr. Eng. degree in 2ndustrial Engineering at Universidade Federal do io Grande do Sul 6PPGEP? UF GS9. &reas o! interest are operations management) production planning and control) simulation and logistics. M&r%& (e&/r%5 Nu+e* ,e $l%3e%r& (or*& is Product Gaunch Coordinator at GL$ do Brasil Gtda. 2n /77A she received a "aster degree in "aterials Science and Engineering 6PPGE"9 at Universidade Federal do io Grande do Sul. Currentl( she has Ph.F. in progress also in "aterials Science and Engineering 6PPGE"9 at Universidade Federal do io Grande do Sul. &reas o! interest are materials development) process and pro,ect management. G&br%el S4er&+,%o M%l&+ is a pro!essor and researcher at the Universidade de Caxias do Sul C Bra#il. 2n /770) he received a Ph.F. degree in 2ndustrial Engineering at Universidade Federal do io Grande do Sul 6PPGEP? UF GS9. &reas o! interest are relationship mar*eting) customer retention and service .ualit(. Alber/o )&+,ol-o is an expert in Business Gogistics at "arcopolo S?&. 1e has bachelor degree in Business &dministration !rom Universidade de Caxias do Sul) "B& in Business Gogistics at the same universit( and is currentl( pursuing "B& in &ccounting at Universidade &nhanguera. 1e has coordinated several international pro,ects related to internal logistics in countries such as Colombia) Portugal) Eg(pt and China. &reas o! interest include logistics) process development) people management and pro,ect management.