Submitted by Automa??o e Estat?stica (sst@bczm.ufrn.br) on 2016-01-26T19:26:54Z No. of bitstreams: 1 ThyagoDeMeloDuarteBorges_DISSERT.pdf: 2111142 bytes, checksum: 24bb3d952545c65b4da3639c2bb0444c (MD5) / Approved for entry into archive by Arlan Eloi Leite Silva (eloihistoriador@yahoo.com.br) on 2016-01-28T22:09:59Z (GMT) No. of bitstreams: 1 ThyagoDeMeloDuarteBorges_DISSERT.pdf: 2111142 bytes, checksum: 24bb3d952545c65b4da3639c2bb0444c (MD5) / Made available in DSpace on 2016-01-28T22:09:59Z (GMT). No. of bitstreams: 1 ThyagoDeMeloDuarteBorges_DISSERT.pdf: 2111142 bytes, checksum: 24bb3d952545c65b4da3639c2bb0444c (MD5) Previous issue date: 2015-02-27 / Coordena??o de Aperfei?oamento de Pessoal de N?vel Superior - CAPES / Considerada como uma das atividades mais antigas exercidas pelo homem, a constru??o civil representa um dos setores mais importantes para o crescimento econ?mico de um pa?s, apesar das perspectivas de baixo crescimento deste setor nos ?ltimos anos, assim como para o presente ano. Para que essa ind?stria possa crescer, mesmo com um cen?rio econ?mico desfavor?vel, ? preciso que haja planejamento eficaz de suas obras, um dos conceitos primordiais da filosofia denominada de Constru??o Enxuta. A qual obteve sua origem a partir da adapta??o dos conceitos estabelecidos pelo Sistema Toyota de Produ??o (STP) ou Produ??o Enxuta. Tendo como cen?rio a cidade de Natal/RN, o objetivo desta disserta??o consiste em investigar como os 11 princ?pios da constru??o enxuta influenciaram no planejamento de obra de uma construtora que iniciou a implanta??o dos conceitos lean. Como metodologia, foi utilizado o estudo de caso em uma empresa de grande porte localizada em Natal (RN). Na realiza??o do m?todo foram analisados documentos relacionados aos planejamentos de longo, m?dio e curto prazo, com o intuito de descrever o seu processo de planejamento; tamb?m foram descritas os fatores que provocaram atrasos na obra, assim como a realiza??o de uma compara??o entre as causas observadas no estudo e as causas presentes na literatura; por fim, foram elencadas as a??es estabelecidas pela empresa, as quais possuem como objetivo sanar as principais causas de atraso, verificando se estas possu?am rela??o com os princ?pios da constru??o enxuta. Justifica-se a realiza??o desta pesquisa, pois o seu tema ? de relev?ncia consider?vel para o setor, tendo em vista que seus princ?pios defendem a redu??o dos processos que n?o agregam valor, diminuindo os desperd?cios, assim como os custos de constru??o. Relev?ncia percebida para a academia, no que consiste na possibilidade de debater se os conceitos estabelecidos pela Produ??o Enxuta est?o se adequando ao setor da constru??o civil e como esta adapta??o vem influenciando no planejamento de edifica??es. Import?ncia econ?mica, pois a partir da redu??o dos desperd?cios e dos custos, as construtoras poder?o repassar o pre?o do im?vel a um valor mais acess?vel, principalmente com a desacelera??o do setor. E signific?ncia social, pois a constru??o enxuta prega uma maior participa??o dos oper?rios no planejamento. Dentre os principais resultados, destaca-se a alta frequ?ncia da causa erro de planejamento, principalmente os desvios de programa??o e n?o programa??o de tarefas, assim como os erros de execu??o , baixa produtividade e absente?smo dos oper?rios. Dentre os 11 princ?pios da constru??o enxuta, relacionou-se apenas cinco com as 12 a??es analisadas pelo autor . Das 12 a??es, quatro encontraram-se completamente aderente a um ou mais desses cinco princ?pios. Destacam-se tamb?m algumas propostas de melhoria estabelecidas por esta pesquisa / Considered as one of the oldest activities done by men, the civil construction represents one of the most important sectors for the economic growth of a country, in spite of the low results of growth in the past few years and also in the current year. To make this industry grow, even with an unfavourable economic scenario, it is necessary to implement an effective planning in its activities. This is one of the most important concepts brought by the Lean Construction philosophy, which had its origin through the adaptation of the concepts established by the Toyota Production System (TPS) or Lean Production. By having as a scenario the city of Natal\RN, the main goal of this dissertation consists in investigating how the 11 principles of the lean construction influenced the schedule of a construction field that started to implement its lean concepts. As a methodology, it was used the case study of a big enterprise located in Natal (RN). During the execution of the method, documents related to the short-term, midterm and long-term planning were analysed , aiming to describe its planning process; it was also described the factors that caused the delays at the enterprises? field ;in addition, a comparison was made between the results obtained at the case study and the ones presented at the literature; in the end, the actions were listed by the company, which had the purpose to solve the main causes of delays, verifying if they were linked to the lean construction principles. This research finds its reason of existence in the relevance of its theme at the nowadays reality of the construction industry, since the principles of the lean construction uphold the reduction of processes that are useless, diminishing wastes as well as costs in construction. The relevance is perceived for the academy, in terms of the possibility to discuss if the concepts established by the lean production are being adapted to the civil construction sector and how this adaptation is influencing at the buildings planning project. Economic importance, because with the reduction of the wastes and costs, the companies may reduce the building?s value into a more accessible value, even with the sector?s lower growth. And social significance, because lean construction gives a better participation of the labour at the planning activity. Among the main results, the high frequency of planning errors stands out, mainly the programming deviations and not the task programming, as well as the execution errors, low productivity and activities executed by the workers. Amongst the 11 principles of lean construction, only five were related with the 12 actions analysed by the author. From the 12 actions, four were completely cohesive to one or more from these five principles. Some improvement proposals were also highlighted and established by the research.

Made available in DSpace on 2014-12-17T14:48:15Z (GMT). No. of bitstreams: 1 EriksonRMO_DISSERT.pdf: 2593729 bytes, checksum: e7be854fab647e1f1602ce7096cdca4c (MD5) Previous issue date: 2013-08-16 / In recent years, the Brazilian construction industry has gone by changes like currency stability, increasing competition, shortage of skilled labor and increasing quality importance required by the customer, who made the sector companies seek solutions through new management practices in order to become more efficient. A alternative to these management practices is known as Lean Construction which is derived from the Toyota System Production. Lean Construction main goals are to reduce parts of activities that do not add value, increase product value by considering customer needs, reduce variability and production cycle time, simplify process by reducing the number of parts or steps, increase the flexibility in the product execution and transparency process, focus the control on overall process, introduce continuous improvement process, maintain a balance between improvements in flows and conversions and seek to learn from practices adopted by competitors. However, the construction industry is characterized by having nomadic activity, which undertakes an unique product with high cost of production and big inertia for behavioral change, making it difficult to implement the philosophy of lean construction in companies. In this sense, the main objective of this study is to develop a methodology for implementation of the principles of Lean Construction. The method of implementing the proposed management system was designed with the aid of 5W2H tool, and the implementation process is divided into three phases. The first one aims to know in a macro way the current operation of construction, identify who is its target audience and what are the products and services offered to the Market. The second phase aims to describe what actions should be taken and which documents are needed to be created or modified; finally, the third step goal consists in how to control and monitor established processes, where through Strategic Planning the company goals would be set along with their respective targets and indicators in order to keep the system working, aiming for continuous improvement with focus on the customer. This methodology was conceived as a case study analyzing a medium size construction with more than 18 years of activity and certified for almost 10 years with ISO9001 and level A in PBQP-H. We also conclude that this implementation process can be used in any developer and / or builder / A constru??o civil brasileira, nos ?ltimos anos, tem passado por mudan?as como estabilidade da moeda, aumento da concorr?ncia, escassez de m?o de obra qualificada e aumento da import?ncia da qualidade requerida pelo cliente, obrigando que as empresas do setor procurem solu??es atrav?s de novas pr?ticas de gest?o, buscando se tornarem mais eficientes. Uma alternativa dessas pr?ticas de gest?o ? conhecida como constru??o enxuta (Lean Construction), sendo derivada do Sistema Toyota de Produ??o. A constru??o enxuta visa a reduzir a parcela de atividades que n?o agregam valor, aumentar o valor do produto atrav?s da considera??o das necessidades do cliente, reduzir a variabilidade e o tempo do ciclo de produ??o, simplificar o processo atrav?s da redu??o do n?mero de passos ou partes, aumentar a flexibilidade na execu??o do produto e a transpar?ncia do processo, focar o controle no processo global, introduzir melhoria cont?nua no processo, manter um equil?brio entre melhorias nos fluxos e nas convers?es e, ainda, buscar aprender com as pr?ticas adotadas pelas empresas concorrentes. A ind?stria da constru??o civil ? caracterizada por possuir atividade n?made, que empreende produto ?nico, com custo elevado de produ??o e grande in?rcia para mudan?a comportamental; desse modo, torna-se dif?cil a implanta??o da filosofia da constru??o enxuta nas empresas. Sendo assim, buscando facilitar a aplicabilidade da constru??o enxuta nas empresas, o objetivo principal deste trabalho ? elaborar uma metodologia de implanta??o dos princ?pios desta nova filosofia de gest?o. O m?todo de implanta??o do sistema de gest?o proposto foi concebido com aux?lio da ferramenta 5W2H, tendo o processo de implanta??o dividido em tr?s etapas, sendo a primeira com a finalidade de elaborar diagn?stico da empresa, visando a entender o funcionamento da construtora, identificando qual ? seu p?blico-alvo e quais s?o os produtos e os servi?os oferecidos por esta ao mercado. A segunda etapa consiste em descrever quais a??es devem ser tomadas e quais documentos precisam ser criados ou modificados; e, por fim, a meta da terceira etapa compreende como controlar e acompanhar os processos estabelecidos, extraindo do planejamento estrat?gico os objetivos da empresa com suas respectivas metas e indicadores com a finalidade de manter o sistema funcionando e almejando a melhoria cont?nua com foco no cliente. A presente metodologia foi concebida utilizando como estudo de caso uma construtora de porte m?dio com mais de 18 anos de atividade e certificada h? quase 10 anos com a ISO9001 e n?vel A do PBQP-H. Conclui-se, ainda, que esse processo de implanta??o possa ser utilizado em qualquer incorporadora e/ou construtora do segmento da constru??o