Aplicação da metodologia DMAIC para redução do percentual de pedidos não atendidos da átomos química

Abstract

Resumo: A Átomos Química, indústria brasileira de produtos de limpeza sediada em Colombo-PR, enfrentava elevados índices de reprocessamento e de pedidos não atendidos, identificados apenas na etapa final do processo produtivo, evidenciando falhas sistêmicas de planejamento e controle. Para análise e solução do problema, aplicou-se a metodologia DMAIC, permitindo a identificação das causas fundamentais relacionadas ao abastecimento, compras sem disponibilidade de materiais e ausência de direcionamento produtivo, responsáveis por perdas médias anuais de 4,2% (R$ 1.347.067). Os resultados demonstraram que a utilização do DMAIC proporcionou maior visibilidade e controle do processo, direcionando a empresa à adoção de práticas da metodologia WCM, com foco na redução de desperdícios, variabilidade e fortalecimento da gestão da rotina

Abstract: Átomos Química, a Brazilian cleaning-products manufacturer, faced a high rate of unfulfilled customer orders (internally labeled "Guias Azuis" / Blue Tags), which were mostly detected only at the final shipping stage. The historical average of this indicator from 2022 to 2024 was 4.0%, associated with average annual financial losses of R$ 1,347,067, reflecting a significant impact on service level and profitability. The issue was linked to process variability, weaknesses in production planning, and supply/availability constraints. The objective of this project was to reduce the percentage of unfulfilled orders through a structured Lean Six Sigma approach, applying the DMAIC method at the Black Belt level. The methodology included process mapping (SIPOC and flowcharts), standardized data collection, statistical stratification, predictive analysis, and evidencebased prioritization of root causes. The main critical variables were concentrated in production inefficiency, corrective maintenance, excessive workload, and lack of raw materials, with additional relevant influence from planning and supply failures. As a result, a reduction in the indicator was observed in the post-implementation period, along with improved operational stability and stronger daily management routines supported by the implementation of the Átomos Production System. Estimated annual savings in the current scenario were approximately R$ 70,700, with a scaled potential of R$ 212,100 considering the planned production expansion. It is concluded that the project established a foundation for continuous improvement, consolidating a data-driven management model focused on predictability and sustainable results