Submitted by Jorge Silva (jorgelmsilva@ufrrj.br) on 2017-05-26T19:13:24Z No. of bitstreams: 1 2016 - Rodrigo da Cruz Ramos.pdf: 2018893 bytes, checksum: 08eae5e64c7e9bff8fd286f11da0a484 (MD5) / Made available in DSpace on 2017-05-26T19:13:24Z (GMT). No. of bitstreams: 1 2016 - Rodrigo da Cruz Ramos.pdf: 2018893 bytes, checksum: 08eae5e64c7e9bff8fd286f11da0a484 (MD5) Previous issue date: 2016-04-29 / The economic situation in Brazil, and the demand fall in the automotive industry generated a strong increase in competitiveness in the sector, forcing companies to become increasingly lean. In this sense, companies are investing in the application of the concepts of Lean Manufacturing. However, to achieve excellence, companies need to expand these concepts to the administrative environment. From this context, arises the question of how Lean practices can contribute to improve the performance of administrative processes. In administrative activities, the application Lean Manufacturing tools and principles is known as Lean Office. The objective of this research is to present the contribution of the Lean Office concepts to reduce the lead time of administrative process of quoting and issuing purchase orders of custom vehicles. For this purpose, the theoretical referencial is based on Lean principles, in the methodological approach of Value Stream Management proposed by Tapping and Shuker in order to facilitate the implementation of Lean Office, and in the Laureau classification of the waste found in the administrative environment. The methodology used in this work was the method of action research, the data collection instruments used were participant observation, document research and field research through semi-structured interviews. The participation of the responsible for the activities related to the processes surveyed allowed to map the current status, identify problems and waste of the process, design the future state, develop and implement an action plan to solve the problems identified. The main results are the reduction of waste around 80% and the decrease the lead time of process around 80%, providing the an efficient gain in the use of resources and increasing the company's competitiveness, demonstrating the effectiveness. / A conjuntura econ?mica do pa?s e a queda de demanda da ind?stria automobil?stica geraram um forte aumento da competitividade no setor, obrigando as empresas a se tornarem cada vez mais enxutas. Nesse sentido, as empresas est?o intensificando a aplica??o dos conceitos do Lean Manufacturing. Entretanto, para alcan?ar a excel?ncia, ? necess?rio expandir estes conceitos para o ambiente administrativo. A partir desse contexto, surge o questionamento de como as pr?ticas Lean podem contribuir para melhorar o desempenho de processos administrativos. Nas atividades administrativas, a aplica??o dos princ?pios e ferramentas oriundos do Lean Manufacturing ? conhecida como Lean Office (escrit?rio enxuto). O objetivo desta pesquisa ? apresentar a contribui??o dos conceitos do Lean Office para reduzir o lead time dos servi?os administrativos de cota??o e emiss?o de pedidos de compras de ve?culos customizados em uma montadora. Para tal, o referencial te?rico baseia-se nos princ?pios do Lean, na abordagem metodol?gica de Gerenciamento de Fluxo de Valor (Value Stream Management) proposta por Tapping e Shuker para facilitar a implementa??o do Lean Office, e na classifica??o de Laureau dos desperd?cios encontrados no ambiente administrativo. A metodologia aplicada neste trabalho foi o m?todo de pesquisa-a??o, utilizando-se, como instrumentos de coleta de dados, a observa??o participante, a pesquisa documental, e a pesquisa de campo por meio de entrevistas semi-estruturadas. A participa??o dos respons?veis pelas atividades relacionadas aos processos pesquisados permitiu mapear o estado atual, identificar os problemas e desperd?cios do processo, desenhar o estado futuro, desenvolver e implementar um plano de a??es para solucionar os problemas identificados. Os principais resultados obtidos s?o a redu??o de desperd?cios em torno de 80% e diminui??o do lead time do processo em torno de 77%, proporcionando a utiliza??o mais eficiente de recursos e o aumento da competitividade da empresa.