Misclassification probability as obese or lean in hypercaloric and normocaloric diet

The aim of the present study was to determine the classification error probabilities, as lean or obese, in hypercaloric diet-induced obesity, which depends on the variable used to characterize animal obesity. In addition, the misclassification probabilities in animals submitted to normocaloric diet were also evaluated. Male Wistar rats were randomly distributed into two groups: normal diet (ND; n=3 1; 3,5 Kcal/g) and hypercaloric diet (HD; n=31; 4,6 Kcal/g). The ND group received commercial Labina rat feed and HD animals a cycle of five hypercaloric diets for a 14-week period. The variables analysed were body weight, body composition, body weight to length ratio, Lee index, body mass index and misclassification probability A 5% significance level was used. The hypercaloric pellet-diet cycle promoted increase of body weight, carcass fat, body weight to length ratio and Lee index. The total misclassification probabilities ranged from 19.21 % to 40.91 %. In Conclusion, the results of this experiment show that rnisclassification probabilities Occur when dietary manipulation is used to promote obesity in animals. This misjudgement ranges from 19.49% to 40.52% in hypercaloric diet and 18.94% to 41.30% in normocaloric diet.

Environmental management and operational performance in automotive companies in Brazil: The role of human resource management and lean manufacturing

The main objective of this study is to verify the influence of Environmental Management (EM) on Operational Performance (OP) in Brazilian automotive companies, analyzing whether Lean Manufacturing (LM) and Human Resources (HR) interfere in the greening of these companies. Therefore, a conceptual framework listing these concepts was proposed, and three research hypotheses were presented. A questionnaire was elaborated based on this theoretical background and sent to respondents occupying the highest positions in the production/operations areas of Brazilian automotive companies. The data, collected from 75 companies, were analyzed using structural equation modeling. The main results are as follows: (a) the model tested revealed an adequate goodness of fit, showing that overall, the relations proposed between EM and OP and between HR, LM and EM tend to be statistically valid; (b) EM tends to influence OP in a positive and statistically weak manner; (c) LM has a greater influence on EM when compared to the influence HR has over EM; (d) HR has a positive relationship over EM, but the statistical significance of this relationship is less than that of the other evaluated relationships. The originality of this paper lies in its gathering the concepts of EM, LM, HR and OP in a single study, as they generally tend not to be treated jointly. This paper also provided valid empirical evidence for a littlestudied context: the Brazilian automotive sector. © 2012 Elsevier Ltd. All rights reserved.

Lean and green? Evidências empíricas do setor automotivo brasileiro

The aim of this paper is to verify whether the practices of lean manufacturing are positively associated with the adoption of environmental management practices in Brazilian companies in the automotive sector to test the hypothesis that by being lean the business tends to become green. To this purpose, a framework associating these concepts with the research hypothesis was proposed. The data collected from 75 companies were analyzed using Structural Equation Modeling. The main results show that lean manufacturing (LM) is positively associated with environmental management (EM), but the explanation power of LM over EM is considered weak/moderate. In fact, being lean also means being green, but other organizational variables not considered in this study may influence the greening of organizations.

Integração dos programas de melhoria Lean Manufacturing e Six Sigma aplicados à logística de transporte de produtos de uma indústria metalúrgica

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Otimização do processo de MRP (Material Requirement Planning) de embalagens: uma aplicação da metodologia lean six sigma em uma indústria de agronegócios

There is a growing search for continuous improvement within the companies which creates an obligation of reducing and when it is possible eliminating waste. Production Planning and Control Department (PCP) is not out of this question, making necessary the application of methods and creation of tools that eliminate steps which do not add value to the planning process. This paper aims to develop a tool which concentrates in just one place all the necessary information to make the packaging material requirement planning (MRP) in a agribusiness company. Besides, it also aims, in a more visual way and using devices that prevent mistakes (Poka-Yoke), to reduce the number of reviews and mistakes made by analysts. As a result, an Excel spreadsheet was developed. This spreadsheet shows what happens with the status of planning and receiving of packaging, giving some advices when some critical situation happens. The use of Lean Manufacturing Method and the action research method helped to well define the problem and to reduce the number of steps, spreadsheets and time of process in 80%, 60% and 75%, respectively

Lean six sigma como estratégia para o aumento de eficiência em laminação de alumínio

This study aims to assess the implementation of Lean Six Sigma in the preparation of plates and hot lamination process for a company of aluminum rolled products, to improve the quality, productivity and process efficiency. As a basis for achieving these goals, the DMAIC methodology and various quality tools such as Cause Effect Diagram, Process Flow, SIPOC, Pareto, FMEA and Control Chart were used, trying to propose improvements to processes and increase their efficiency. The results were significant and were the basis for the continuation of a continuous improvement project throughout the factory

Lean Six sigma aplicado a uma empresa do setor de embalagens

With the advent of a global economy, Lean Six Sigma meets the demand of new production process that creates products within the customer’s specification without any wastage. The objectives of this work is to use the concepts Lean Manufacturing and Six Sigma parallel to minimize costs, increase the customer base, reduce the delivery time which implies an increase in the turnover of products on the shelves in a packaging company. We used the DMAIC method to continue working. The method DMAIC indicated the main failure modes that were fixed in the step improve. At this stage the tools of Lean Manufacturing gain tremendous value by optimizing processes with defects. The conclusion involves an increase in monthly billing, a corporate restructuring and, finally, a renewal in how to conduct the work of management

Aplicação do lean six sigma na linha de produção de turbinas industriais a vapor

This work evaluates the implementation of Lean Six Sigma into the Steam Turbine’s Blades Manufacturing Process, aiming to improve productivity, quality and operational efficiency. Therefore, several tools have been applied, such as VSM, Spaghetti Diagram, Ishikawa, Pareto, DMAIC, Benchmarking and Control Charts, seeking to propose process improvements, as well as Quality Indicators creation. It was obtained a significant waste reduction throughout the process, achieving a lead time reduction of 42% and 83,41% in transport. Also, were introduced the Lean Thinking concepts, such as pull production and Continuous material flow. At the same time, it was possible to calculate the process capability and the sigma level, evaluating and proposing some improvements

Ferramentas do Lean Manufacturing aplicadas em uma indústria de luminária

Due to globalization, is increasingly common for companies to make their products more competitive. With this background, the industries seek more efficient ways to produce. This paper aims to examine the tools of Lean Manufacturing applied in an industry luminaries ,addressing the positive aspects. Were applied tools like value stream mapping, Kanban, setup reduction and 5S program. With the application of these tools obtained improvements in processes, reducing lead time from factory and reducing the cost of the luminaries