Made available in DSpace on 2015-02-04T21:38:49Z (GMT). No. of bitstreams: 1 RAFAEL MATEUS BARRETO.pdf: 2189293 bytes, checksum: c7bc02d72bf6079a0d8463a68450e401 (MD5) Previous issue date: 2010-03-25 / Esta dissertação examina os fatores que contribuem para a implementação da mudança na DHL Global Forwarding a partir da metodologia Lean Seis Sigma. A implantação da mudança pode ser realizada a partir de metodologias de qualidade que promovam melhorias no processo de serviços logísticos. Tal perspectiva é estudada na DHL Global Forwarding, uma organização global que presta serviços logísticos, a partir de um programa da empresa denominado First Choice (Primeira Escolha, a nomenclatura utilizada para o Lean Seis Sigma, que constitui o programa de implantação da mudança na empresa), no qual o objetivo é que a organização seja a primeira escolha para seus clientes. A implantação da mudança ocorre a partir do programa de qualidade Seis Sigma integrado ao Lean Thinking, que recebe contribuição de conceitos de mudança propostos por Langley et al. (2009). Na organização analisada, esta tem sido utilizada como meio para promover a mudança e obter melhoria contínua, e também como elemento para planejar a implantação da mudança e compatibilizar estratégia com o modelo de trabalho adotado nas unidades brasileiras da organização. Pelos argumentos citados pode-se destacar como problema desta pesquisa: A metodologia Lean Seis Sigma contribui para a implantação da mudança na DHL Global Forwarding em suas unidades no Brasil? Por meio de quais fatores de mudança o Lean Seis Sigma é adotado? Foi desenvolvido um estudo de caso, a partir de pesquisa documental, observação direta e participante e pesquisa de campo por meio de um roteiro semi-estruturado nas unidades do Brasil, da DHL Global Forwarding, com os profissionais treinados em Lean Seis Sigma, assim como gestores, que são responsáveis pela aplicação do programa de gestão de mudança analisado. Os anos de análise são 2007, 2008 e 2009, devido ao programa ter sido implantado em 2007. O formulário aplicado aos colaboradores verificou os aspectos da empresa que são estratégicos para a implementação da gestão da mudança para a melhoria contínua a partir de um formulário de pesquisa contendo 72 tópicos de mudança, a partir do modelo proposto por Langley et al. (2009) como os conceitos para a mudança. Cada conceito foi classificado com numeração de um a quatro, conforme a escala de Likert de quatro pontos: 1 - não é realizado na empresa e não é considerado importante; 2 não é realizado, mas é considerado importante; 3 é realizado mas não é considerado importante, 4 é realizado como essencial para os objetivos estratégicos da organização. O formulário aplicado aos gestores possuiu oito questões direcionadas ao Lean Seis Sigma na DHL Global Forwarding. Mostrou-se que os conceitos de mudança pesquisados representam para a empresa, na visão de colaboradores e gestores, fatores de mudança que influenciam na mudança e apresentam melhorias na operação da DHL Global Forwarding. Assim, permite-se inferir que os fatores de mudança são disseminados a partir do programa Lean Seis Sigma e englobam diversos aspectos que se enquadram na prestação de serviços logísticos, desde a operação, organização, planejamento e controle em relação à percepção do cliente e da qualidade gerada em cada etapa.

Thesis (MBA)--Stellenbosch University, 2014. / Since 2006, DGF struggled with a diverse and disjointed corporate culture. In this industry, the diversity did not bring about a competitive advantage – on the contrary, it was a negative influence on the organisation’s sustainable performance. It was clear that there were many different cultures, different sub-cultures and different ways of working within DGF, which affected the overall company’s effectiveness, efficiencies and performance. The core research question for the purpose of this research assignment was, “What is the existing culture within DGF, how did this culture evolve and what can be done to change the culture into a strategic example?” The empirical analysis made use of quantitative research, where the majority of the research outcomes were based on the findings from two types of questionnaires. The first questionnaire, “Beehive 2.0”, was used as an analytical tool to analyse DGF’s culture and the second questionnaire was the DGF Employee Opinion Survey (EOS). This survey allowed a safe environment in which the employees voiced their opinions in terms of the organisation. Initial informal one-on-one interviews, open forum Senior Leadership Team discussions and group discussions were held to determine the team’s general approach, how individuals felt towards the organisational culture at the time of the research and whether there was a real opportunity for an improved culture. The Senior Leadership Team identified organisational needs in terms of trust building, changing the culture and improving staff moral. It was clear through the discussions that people were cautious to speak up about organisational culture issues in a group environment. A lot of hurt came to light and without the ability to ensure confidentiality and privacy, a true reflection of how people perceived the culture would not have surfaced. As a result, the quantitative data gathered formed only a small part of the total data gathered for this research. It became apparent through the initial informal discussions as previously referred to, that there was a lack of trust and collaboration, and a culture of fear amongst the employees. The series of acquisitions DGF has been involved with over the years, without solid change management to ensure a unified culture, resulted in many different cultures and sub-cultures within the company. Change management coupled with a unified culture was promised to the employees prior to the acquisitions, but it never materialized. This left the employees uncertain and weary to trust their leaders. Communication throughout the organisation was poor and there was a top down approach to strategy creation. Through this, employees did not feel empowered to make their own decisions and this negatively influenced their trust in the organisation. There was little focus on talent creation, managers did not take the time to impart knowledge or develop employees and in general, employees felt neglected, under-valued and unappreciated. Employee engagement was very low. Most of the results obtained from the EOS and Beehive survey research confirmed the initial needs identified by the Senior Management Team and confirmed the reason for the low morale and negativity in DGF. Employees have lost confidence in a better tomorrow within DGF, and felt that it will not help to speak up anymore. No solid action plans came from making their voices heard in the past, they were concerned about their job security and previous EOS survey results has shown that less than a third of employees felt that positive change could still happen. There was, therefore, a dire need to identify a cultural framework for DGF. Once the new economy leadership culture was selected as the most optimal framework, the existing DGF culture needs to transition into the selected framework. The change of culture was therefore needed to restore the trust of the employees and achieve sustainable competitiveness in DGF, since employee satisfaction and performance are directly linked to organisational culture.