Submitted by Luciana Ferreira (lucgeral@gmail.com) on 2016-04-15T13:25:54Z No. of bitstreams: 2 Dissertação - Fernando Ferraresi - 2015.pdf: 4790321 bytes, checksum: 5da31ddf8f0b1669032fa30b8520a90a (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) / Approved for entry into archive by Luciana Ferreira (lucgeral@gmail.com) on 2016-04-15T13:32:13Z (GMT) No. of bitstreams: 2 Dissertação - Fernando Ferraresi - 2015.pdf: 4790321 bytes, checksum: 5da31ddf8f0b1669032fa30b8520a90a (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) / Made available in DSpace on 2016-04-15T13:32:13Z (GMT). No. of bitstreams: 2 Dissertação - Fernando Ferraresi - 2015.pdf: 4790321 bytes, checksum: 5da31ddf8f0b1669032fa30b8520a90a (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) Previous issue date: 2015-01-15 / With the continuous expansion of the automobile market in Brazil industries produce, move and store a large number of componentes, both domestic and imported, making use of different types of packaging. / Com a contínua expansão do mercado automobilístico no Brasil as indústrias produzem, movimentam e armazenam um grande número de componentes, tanto nacionais quanto importados, fazendo uso de diversos tipos de embalagens.

A globalização e a intensa competitividade dos mercados, as altas taxas de obsolescência dos produtos e as mudanças rápidas nas demandas dos consumidores têm forçado as empresas a repensarem seus processos de negócios e assim superarem os desafios para sua sobrevivência. O processo de desenvolvimento de produto é tido como um processo de negócio chave para qualquer empresa que queira ser competitiva. A formalização do processo de desenvolvimento de produtos não garante por si só a vantagem competitiva de uma empresa, mas sua ausência é, sem dúvida, um fator de desvantagem. Apesar de não existir um processo padrão a ser seguido nessa área, existem estudos e propostas para isso, tanto de cunho mais acadêmico, como comercial. As empresas, principalmente brasileiras, por não possuírem uma cultura forte nessa área, tendem a adaptar seus processos, ou adotar o padrão proposto pelo mercado dentro da cadeia de suprimentos que está inserida. Essa pesquisa apresenta um estudo desenvolvido dentro de uma cadeia fornecedora do setor automotivo, onde é analisado o grau de alinhamento dos processos de desenvolvimento de produtos de empresas desse setor, em relação a dois modelos referenciais, a saber: o Modelo Unificado de PDP proposto por Rozenfeld et al. (2006) e o modelo APQP adotado pelo mercado. O processo de comparação foi realizado identificando os modelos de PDP utilizados pelas empresas e em seguida comparando as fases e etapas presentes nos dois modelos referenciais. Quatro empresas da cadeia automotiva pesada, de implementos rodoviários, foram estudadas. A pesquisa revelou um alto grau de alinhamento com o modelo de mercado APQP e um bom alinhamento com o modelo acadêmico, evidenciando um grau de maturidade dessas empresas. / Submitted by Marcelo Teixeira (mvteixeira@ucs.br) on 2014-05-20T18:11:28Z No. of bitstreams: 1 Dissertacao Esequiel de Mello.pdf: 1843538 bytes, checksum: 6dfe29bd6d2d9ef2f4d12c5838b5745d (MD5) / Made available in DSpace on 2014-05-20T18:11:28Z (GMT). No. of bitstreams: 1 Dissertacao Esequiel de Mello.pdf: 1843538 bytes, checksum: 6dfe29bd6d2d9ef2f4d12c5838b5745d (MD5) / The globalisation and the intense competitive markets, the high rates of obsolescence of products and the quick changes in consumer demands have forced companies to rethink their business processes and thus overcome the challenges to their survival. The developing product process is taken as a business process key to any company that wants to be competitive. The formalization of the development products process not in itself guarantees the company competitive advantage, but his absence is undoubtedly a factor of disadvantage. Even if there is a standard procedure to be followed in this area, there are studies and proposals for this, both of spilling more academic, and commercial. The companies, mainly Brazil, for lack of a strong culture in this area, tend to adapt their processes, or adopting the standard proposed by the market within the supply chain that is inserted. This survey presents a study developed within a chain supplier of automotive sector, where we examined the degree of alignment with the development products process of companies in this industry, regarding two benchmarks models, namely the Unified PDP Model proposed by Rozenfeld et al. (2006) and APQP Model adopted by the market. The comparison process was made identifying the PDP models used by companies and then comparing the phases and stages in two benchmarks models. Four companies in the automotive heavy chain, implements road, were studied. The survey revealed a high degree of alignment with the model of market APQP and a good alignment with the academic model, showing a degree of maturity of these companies.

A globalização e a intensa competitividade dos mercados, as altas taxas de obsolescência dos produtos e as mudanças rápidas nas demandas dos consumidores têm forçado as empresas a repensarem seus processos de negócios e assim superarem os desafios para sua sobrevivência. O processo de desenvolvimento de produto é tido como um processo de negócio chave para qualquer empresa que queira ser competitiva. A formalização do processo de desenvolvimento de produtos não garante por si só a vantagem competitiva de uma empresa, mas sua ausência é, sem dúvida, um fator de desvantagem. Apesar de não existir um processo padrão a ser seguido nessa área, existem estudos e propostas para isso, tanto de cunho mais acadêmico, como comercial. As empresas, principalmente brasileiras, por não possuírem uma cultura forte nessa área, tendem a adaptar seus processos, ou adotar o padrão proposto pelo mercado dentro da cadeia de suprimentos que está inserida. Essa pesquisa apresenta um estudo desenvolvido dentro de uma cadeia fornecedora do setor automotivo, onde é analisado o grau de alinhamento dos processos de desenvolvimento de produtos de empresas desse setor, em relação a dois modelos referenciais, a saber: o Modelo Unificado de PDP proposto por Rozenfeld et al. (2006) e o modelo APQP adotado pelo mercado. O processo de comparação foi realizado identificando os modelos de PDP utilizados pelas empresas e em seguida comparando as fases e etapas presentes nos dois modelos referenciais. Quatro empresas da cadeia automotiva pesada, de implementos rodoviários, foram estudadas. A pesquisa revelou um alto grau de alinhamento com o modelo de mercado APQP e um bom alinhamento com o modelo acadêmico, evidenciando um grau de maturidade dessas empresas. / The globalisation and the intense competitive markets, the high rates of obsolescence of products and the quick changes in consumer demands have forced companies to rethink their business processes and thus overcome the challenges to their survival. The developing product process is taken as a business process key to any company that wants to be competitive. The formalization of the development products process not in itself guarantees the company competitive advantage, but his absence is undoubtedly a factor of disadvantage. Even if there is a standard procedure to be followed in this area, there are studies and proposals for this, both of spilling more academic, and commercial. The companies, mainly Brazil, for lack of a strong culture in this area, tend to adapt their processes, or adopting the standard proposed by the market within the supply chain that is inserted. This survey presents a study developed within a chain supplier of automotive sector, where we examined the degree of alignment with the development products process of companies in this industry, regarding two benchmarks models, namely the Unified PDP Model proposed by Rozenfeld et al. (2006) and APQP Model adopted by the market. The comparison process was made identifying the PDP models used by companies and then comparing the phases and stages in two benchmarks models. Four companies in the automotive heavy chain, implements road, were studied. The survey revealed a high degree of alignment with the model of market APQP and a good alignment with the academic model, showing a degree of maturity of these companies.

This study examines the development of Volvo Group Trucks Operations Powertrain Production (Volvo GTO PTP) in Skövde, focusing on the implementation of processes for new products intended for both internal and external customers. Previously, the company solely supplied products within the Volvo Group, functioning as an Original Equipment Manufacturer (OEM). With the opportunity to adhere to the supplier-specific quality standard IATF 16949:2016, an extension of the ISO 9001:2015 quality standard. Volvo GTO PTP aims to enhance product and process development through the adoption of the Advanced Product Quality Planning (APQP) method. Unlike the existing project models, Develop Product and Aftermarket Product Portfolio (DVP) and Project Steering Model (PSM), used by Volvo GTO PTP, the APQP method validates product and process development together.   This study investigates the relationship between the current project models, DVP and PSM, and the APQP model, identifying areas within APQP that require further development. Interviews and thematic analysis were conducted to assess the current state of APQP, with an evaluation matrix employed for quantitative analysis. Findings reveal a knowledge gap within Volvo GTO PTP, wherein comprehension of APQP activities and their correlation with DVP and PSM is lacking. Critical activities for execution and management within the APQP model include measurement system analysis (MSA), checking aids, records of customer-specific requirements, part submission warrant, and Production Part Approval Process (PPAP). Furthermore, organizational culture-related deficiencies contribute to the difficulties in adopting a holistic project perspective due to siloed working practices.    The integration of APQP in the existing project models is recommended to Volvo GTO PTP in Skövde, as many APQP activities are already established or easily implementable. This integration facilitates the clear definition and demonstration of interplay between different project models, clarifying deliveries and the release of product and process development. To avoid reactive approaches to problem management, it is advisable to explicitly define responsibility for risk management and activities within the APQP model. The demand for APQP activities emphasizes their interconnectedness and creates a natural flow within the project model, contributing to an improved organizational culture and understanding of APQP. Ultimately, the APQP model establishes favorable conditions for reducing quality-related costs during the introduction of new products and product changes, ensuring appropriate preparedness in quality management. Compliance with IATF 16949:2016 also offers Volvo GTO PTP in Skövde the opportunity to obtain certification.