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Lean Management must Ports

In the current economic crisis, are in great fashion the new concepts of Lean
Management for the production and the supply chain, since this philosophy
points to the need to remove a wide range of activities without added value
for customers .
These are activities that are being created and added to the industrial
production processes and services that no longer have value, but that
remains and no one knows why, or what could be done more efficiently or
integrated or even simultaneously with other tasks . Often, much of the
same tasks can be eliminated by not having any utility and value to the
customer.
The aim is not only the immediate reduction in costs, but mainly to create
more capacity with the same investment that can later be sold, rented or
used to produce more, putting the focus on interdisciplinary collaboration,
and empowerment in the daily monitoring of indicators of product quality,
timeliness, utilization and profitability.
Basically, the Lean Management indicates that it drastically reduces
production in human effort, manufacturing space, investment in tooling,
engineering time to develop new products, inventory and defects.
This management system of production was derived largely from the
teachings of TPS - Toyota Production System has adopted the same
principals the hit, ie the seven major wastes: Overproduction, waiting times,
transport, inappropriate processing, unnecessary inventory , Travel
unnecessary defects in products and parts in progress.
Some of the tools adopted by Lean Management is the Just-In-Time, Target
Accounting, the Poke-yoke, Kaizen, the visual inspection, the kanben the
Hoshin Policy Deployment, planning a 3 / 5 years and the flow mapping
value. These are tools that support the weight of the company.
A very important tool of Len Management maps are the financial and non
financial visualize the lean continuous improvement and reflect the "value
stream flow, facilitating the Visual Performance Measurement, which are
designated Box Score.
The question that arises is whether the national port sector should not also
need to apply these concepts, joining the effort made by its industrial
customers, as part of their supply chain.
The table attached shows what could be an example of an application
framework for Visual Performance Management to set daily in the public
area of the port which applied the philosophy of Lean Management to each
activity flow valueof terminal.

A major focus of Lean Management is mapping the value stream of the


production is of goods, services as is the case of ports.
Following the example of mapping the value stream that is presented in the
figure for a vehicle workshop, it would be interesting to map the value
stream of each port terminal Portuguese and see how they are consumed
time, resources and human resources, materials and space, set targets for
waste reduction, as shown in the example.

Source: V. Cruz Machado, MBA / ISEG, 2009


As part of the supply chain of global economy, the ports can not fail to
follow new trends in production, making it more efficient and more
competitive, so they can be chosen by these chains of production and to
support the competitiveness of Portuguese companies and subsidiaries of
foreign companies wishing to stay in Portugal to produce for their global
network.
In this context, the training offered by the Community of Lean Thinking and
the Polytechnic Institute of Setubal are essential for understanding how to
apply a practical philosophy that the company or to the port terminal, based
on the latest ideas and practices of multinational companies (http : / /
www.leanthinkingcommunity.org / master.html)

Vitor Caldeirinha