D.Litt. et Phil. / There have been numerous approaches to Knowledge Management (KM) over the past number of years. In addition there is also confusion amongst enterprises and enterprise management as to the role and contribution of KM, the differences between information management, information technology and KM. There has been an overflow of information and “knowledge” in large enterprises and this situation will only worsen if not managed appropriately. Knowledge is now universally accepted as a factor of production and similar to other factors of production viewed as being scarce and expensive. The knowledge inventory of an enterprise should thus be managed in a similar manner as physical inventory – kept at the essential minimum level and to be provided at the time that it is required. The challenge to creating a successful knowledge enterprise is more reliant on the people aspects than technology per se and this view is supported by recent research. This situation is exacerbated by the diversity of participation amongst knowledge workers who as a “grouping” speaks a different language based on their perspectives of issues within and external to the enterprise. Because knowledge is not synonymous with information, information technology cannot deliver knowledge management, yet a large proportion of managements view information technology as the panacea for their failure at implementing successful KM or what they consider to be KM. Another concern of management is that current management approaches cannot handle imperfect information with certainty. Enterprises are thus faced with the situation of not being able to deliver the right information to the right person at the right time because enterprises are unable to predict what is the right information to distribute, who the right recipients of that information should be and all of this may take place under conditions of uncertainty – as found in today’s dynamic business environment. Defining knowledge from an enterprise management perspective or in terms of an organisational context present a number of issues. The most important being that there is no single all encompassing definition of KM. However, in terms of the objectives of this research a definition which relate the dimensions of time, delivery, the right information and the right recipient is applied. KM varies from the perspective of controlling knowledge processes within the enterprise to methods applied to the extraction of knowledge from the flow of information, internal and external to the enterprise. Recent thinking on KM distinguishes between demand-side KM and supply-side KM. The supply-side of KM is associated with the “delivery-oriented” assumptions that valuable knowledge exists within the enterprise and that it is the task of management to find it, codify it and place it into a repository. This is then followed by an approach which “decrees” and determine how it is to be distributed, e.g. via learning, databases, documents, etc. and to whom. Demand-side KM is initiated with an approach requiring a view of where does valuable knowledge exist within the enterprise, is what is required in existence, does it support the enterprise's strategies and how can the use thereof benefit the enterprise's competitive advantage? Obviously the proponents of both of these sides do see the need for closing the gap between supply and demand and that they are in fact complimentary activities. A view is taken on the KM approach / practices undertaken by the enterprise. There are a number of KM taxonomy approaches based upon the process applied in the enterprise to extract knowledge. An understanding of the different approaches employed is necessary to locate the role of the knowledge worker in the overall KM value chain. The knowledge processes approach is considered to be a factor of production where the person is central to the process as the carrier or owner of knowledge. Communication amongst individuals is of primary importance, especially in respect of the management of the enterprise and its outputs. This approach also considers an enabling culture in the enterprise to be a pre-requisite to the successful management of knowledge. The focus of this approach is on knowledge transfer through human interaction. Technology is recognised as playing a supporting role in this approach. Knowledge is more than information and also considers experience, skills, competencies and attitudes as part of knowledge created in the process of human interaction. The term Just-in-Time (JIT) can be defined as a production or inventory scheduling technique found within the more complex production logistics disciplines. JIT is more appropriately thought of as a philosophy as it is more than a mere set of management and production principles. KM JIT is an endeavour to provide the right knowledge at the right time to the right person. This requires an insight into the knowledge demand and supply process as well as the time horizon applicable to the knowledge required. Over the longer term business forecasts, environmental scans, strategic planning, etc. can be applied to close the gap between these variables. However, it is in the short term and immediate requirements that the present systems fail and management concerns are emphasised. To summarise the relationship: JIT KM searches for an optimisation of the matching process between demand and knowledge supply within enterprises, i.e. it endeavours to translate the logistic concept of JIT to the knowledge management field. In addition to JIT KM the concept of real-time KM is introduced as an alternative since present research indicates that the implementation of JIT KM presents major issues in terms of cost and development effort, restricting its use to mission critical applications. A more generic application for JIT KM need to be developed and it is contended that real-time KM fits the requirements of enabling the enterprise to be agile in respect of its ability to respond to present and future knowledge demands. The major difference between JIT KM and real-time KM being the latency of information concept which applies to the latter.

Orientador : Paulo Correa Lima / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-07-31T20:10:26Z (GMT). No. of bitstreams: 1 Tardin_GustavoGuimaraes_M.pdf: 6793661 bytes, checksum: 7e5789182570bed32b8e130fd3caf94d (MD5) Previous issue date: 2001 / Resumo: Este trabalho apresenta um método completo e prático de aplicação da produção puxada. São apresentados os conceitos de puxar a produção e analisadas as dificuldades de sua implementação, a partir do material encontrado na literatura técnica. Criou-se, baseado nesta análise, um método detalhado para o dimensionamento dos supermercados, contemplando-se neste dimensionamento o impacto do nivelamento da produção. A seguir, apresenta-se um procedimento de controle visual da produção através da utilização dos quadros de kanban, ou quadros de nivelamento da produção e, também, um método de montagem destes quadros. Foram resolvidos exemplos teóricos e casos práticos, considerando diferentes situações encontradas, para validar o método apresentado / Abstract: This work presents a complete and practical method for applying a pull production system. The concepts of pull systems are presented and the difficulties of implementation, based on the material found in the technicalliterature, are analyzed. Based on that analyzes, a detailed method for dimensioning the supermarkets, considering the impact of the production smoothing, is presented. A procedure for a visual control ofthe production, using kanban boards, or heijunka boxes, and a method for constructing these boards, are also presented. Theoretical and real examples were solved, considering different situations to validate the method developed. / Mestrado / Materiais e Processos de Fabricação / Mestre em Engenharia Mecânica

The just-in-time (JIT) production and inventory philosophy coupled with manufacturing automation in the form of computer integrated manufacturing (CIM) and its related facets are considered by many as great competitive weapons. The birth of JIT and its positive influence on the global strategic posture of Japanese firms is well-documented. In the 1980s many US manufacturers regarded JIT manufacturing as a peculiar Japanese contrivance, suited only to the oriental culture. However, as more companies with ever more diverse manufacturing environments successfully applied its principles, manufacturers recognized its inherent wisdom. Today, most US manufacturers have come to regard JIT as vital to their survival. This study examines the problems associated with the implementation of JIT in manufacturing environments and attempts to identify hindering factors for its success. An implementation strategy is proposed so that the organization will achieve the benefits of JIT and ultimately improve its strategic posture.

Inom alla processer är det viktigt att eftersträva effektivitet, dvs. minsta möjliga resursanvändning för att uppnå ett visst mål efter de förutsättningar som finns. Resurserna kan vara olika, t.ex. kapital, tid, energi, råvaror och material. Sammantaget är det av vikt att rättmaterial levereras i rätt tid, och för att uppnå det målet finns det ett antal verktyg och koncept som kan användas. I detta examensarbete undersöker vi ett av de kändaste verktygen förplanering: BIM (Building Information Model/Modelling), för att sedan kombinera kunskapen om dem med resultatet av våra intervjuer och observationer. Examensarbetets syfte är att besvara frågeställningen: Hur kan BIM öka möjligheterna för att material levereras till byggarbetsplatsen i rätt tid och i rätt mängd? Frågeställningen avgränsas till Veidekkes byggarbetsplatser inom Göteborgskommun under tidsperioden mars-april 2017. Detta examensarbete är uppbyggt med enlitteraturstudie för en djupare förståelse för ämnet. Intervjuer, platsbesök, möten och seminarier har genomförts för att samla mer information och kunskap om ämnet. Den teoretiska utgångspunkten för examensarbetet är forskningen och tillämpningen av BIM. BIM bygger i sin tur på teorier kring JIT (Just in time) som i sin tur bygger på teorier kring lean. För att ge en gedigen teoretisk bakgrund till BIM redovisar vi därför teorierna bakom lean och JIT. Enligt Koskela är lean bättre än traditionella koncept inom byggindustrin, bådegenom att lean baseras på bättre teorier och att lean är mer effektivt. JIT betyder Just in time, och innebär att material eller produkter levereras i rätt stund, alltså varken för tidigt eller försent. Att ett material eller produkt levereras i rätt stund underlättar flödet i organisationer. Sammanfattningsvis visade intervjuerna att BIM används i varierande grad och för olika syften. Alla intervjupersoner kunde se potentialen i BIM, även om de själva inte använde det fullt ut. BIM fungerar inte för alla aktörer pga. bristande eller otillräckliga kunskaper omdataprogram. Inga officiella utbildningar inom programmen har genomförts än. BIM har inte alltid stort användningsområde för JIT på grund av att vissa aktörer inte känner stor säkerhet eller riktighet i resultatet. Eftersom BIM förutsätter samarbete baserat på informationsutbyte mellan olika aktörer krävs att alla inblandade är förtrogna med BIM-systemet. Det är fullt förståeligt att aktörer fortfarande använder sig av traditionella, beprövade metoder baseradepå 2D-ritningar, men för att BIM ska kunna nå sin fulla potential behöver tilliten till systemetöka.• BIM har en viktig funktion och stor potential för moderna byggprocesser. • BIM används i dagsläget i varierande grad och för olika uppgifter men inte fullt ut. • BIM bör användas i så hög utsträckning som det aktuella projektet kräver och medger. • BIM bör användas redan från planeringsstadiet för att underlätta resten av projektet. • BIM:s användarvänlighet ökar ju fler övriga aktörer som använder det i projektet. Som förslag på fortsatt forskning inom ämnet BIM vill vi rekommendera empiriska studier kring erfarenheter av BIM4D och BIM5D. Vilka slutsatser kan dras av användningen av dessa verktyg? Studien kan vara jämförande med likvärdiga byggprojekt med BIM3D och byggprojekt där BIM inte används alls. / Within all processes it is important to pursue efficiency, i.e. the most efficient use of resources in order to achieve a certain goal given the circumstances. The resources may vary, for instance money, time, energy, raw materials and building materials. It is of significance that the right material is provided at the right time, and in order to achieve that there are numerous tools and concepts that can be used. In this report we analyze one of the best known tools for planning within construction: BIM (Building Information Model/Modelling), in order to combine that knowledge with the results from our interviews and observations. The purpose of this report is to answer the hypothesis: In what way can BIM help increase the possibilities for materials to be provided to the building site on time and in the right amount? This report consists of a theoretical study in order to gain a understanding of the subject. Interviews, site observations, participations in meetings and seminars have been made in order to gain further knowledge on the issue. The theoretical outset for the report is the research and application of BIM. BIM is based on the theories of JIT (Just in time), which in turn is based on the theories of lean. In order to provide a thorough background of BIM we therefore present the theories behind lean and JIT. According to Koskela (2002), lean is better than traditional concepts in construction, both due to that lean is based on superior theories and that lean is more effective. JIT means that materials or products are delivered at the right time, thus not too soon or too late. Materials or products delivered at the right time facilitate the flow inorganizations. The results from the interviews showed that BIM is being used in various degrees and for different purposes. All of the interviewees could recognize the potential of BIM, although they themselves did not fully use it. BIM does not work for all partners involved due to lack of sufficient knowledge of the BIM computer programs. BIM is not always of great use for JIT due to the fact that some partners do not trust the program. Since BIM requires cooperation based on information exchange between different partners, familiarization with the program is required. It is fully understandable that partners still use traditional, well-tried methods based on 2D blueprints, but in order for BIM to reach its full potential, the reliance of the system must increase.• BIM holds an important role and great potential for modern construction processes.• BIM today is used in various degrees and for different purposes but not at its full potential.• BIM should be used in the fullest extent as the project requires and allows.• BIM should be used readily from the planning level in order to facility of the rest of the project.• The usability of BIM increases the more other partners use it in the project. As suggestions for further research on the subject we would like to recommend empirical studies regarding experiences from BIM4D and BIM5D. What conclusions can be drawn from the use of these tools? The study can be comparative with similar projects using BIM3D and projects not using BIM at all.

As técnicas JIT, desenvolvidas na Toyota a partir da década de 40, apresentam hoje significativo nível de aplicação, sendo que importantes resultados têm sido atingidos com o seu uso, embora o processo de implementação possa apresentar uma série de problemas. Nesta pesquisa, uma revisão de literatura descreveu o conceito de JIT, resultados obtidos com sua implementação e principais problemas enfrentados. Os Fatores Críticos para a Implementação (FCI) foram definidos como fatores cuja consideração e tratamento são importantes para que a implementação tenha maior probabilidade de atingir os resultados dela esperados. Na revisão de literatura foi possível destacar FCI relacionados principalmente a aspectos ligados ao Apoio da Alta Administração, Educação e Treinamento, Produção, Organizacionais/Estruturais e Fornecedores. Teve-se como objetivo desta pesquisa identificar a forma de tratamento dos FCI das técnicas JIT em um conjunto de empresas industriais de Sorocaba, o que poderia contribuir com o melhor entendimento do processo de implementação. Como metodologia, optou-se pela proposta de Eisenhardt para a construção de teorias a partir de estudos de caso, que permite um maior aprofundamento na questão de pesquisa. A seleção das cinco empresas estudadas foi realizada por amostragem teórica e não estatística, e contou, como apoio, com uma pesquisa quantitativa sobre o uso de técnicas JIT tendo como universo as empresas industriais de Sorocaba. A coleta de dados no estudo de casos, predominantemente de cunho qualitativo, foi efetuada por uma equipe de pesquisa, abrangendo entrevistas pessoais aliadas à observação direta das instalações produtivas. O processo de análise incluiu a comparação entre os casos, a partir de uma perspectiva cronológica e segmentada por FCI, levando à formulação de hipóteses relacionadas à forma de tratamento destes FCI. Finalmente, compararam-se as constatações da pesquisa de campo com a literatura, propondo-se também implicações para a prática e sugestões para estudos posteriores. / Developed at Toyota since the 40’s, JIT techniques are nowadays intensively spread over the world, leading the organizations that applied them to obtain relevant results. On the other hand, its implementation may present a number of problems. In this research, a literature review described the JIT concept, results obtained by its use and major problems faced. Implementation Critical Factors (ICF) for JIT Techniques were defined as factors whose consideration and treatment are relevant to allow the implementation process to occur with greater probability of achieving the expected results. Five groups of ICF were identified in the literature review: Top Management Support; Education and Training; Manufacturing; Organizational/Structural and Suppliers. This work’s objective was to identify the way in which the ICF for JIT techniques were treated by a group of industrial enterprises in Sorocaba-SP. Such a study may contribute to a better understanding of the implementation process. Eisenhardt’s proposal for theory building from case study research was applied in the methodological field, allowing a deeper analysis of the research question. Five organizations were elected for the case studies, based on theoretical, not random, sampling. A survey among industrial enterprises of Sorocaba over the use of JIT techniques acted as a support to this choice. The data collection process in the case studies, focused mainly on qualitative information, was carried out by a research team, including personal interviews as well as direct observation of production facilities. This analysis enfolded a comparison between the implementation processes, from a chronological perspective and a cross sectional view, based on the groups of ICF, leading to the design of hypothesis. At last, the field research findings were compared to the existing literature and suggestions for further studies as well as for enterprises undertaking the JIT implementation were proposed.

Made available in DSpace on 2016-08-10T10:40:18Z (GMT). No. of bitstreams: 1 ARI FRANCO ROMEIRO ALVES QUEIROZ.pdf: 527006 bytes, checksum: ae309eb207a7ec6bfcda674df0413f03 (MD5) Previous issue date: 2012-10-26 / Como antecedentes a Frâncole, desde sua fundação em 17 de maio de 2002, vinha crescendo no mercado com sua produção desorganizada, o aprendizado era lento e empírico, faltavam normas de conduta e atribuição de responsabilidades, faltavam ferramentas para otimização do sistema de produção. A empresa utilizava várias ferramentas com pouca integração. Em 2009 e 2010 as vendas da empresa sofreram estagnação em seu crescimento em torno de sete por cento (7%), determinando a busca de novas ferramentas antes que a empresa apresentasse prejuízo. As lideranças da empresa assumiram, então, o propósito de buscar a Universidade a fim de aprender tais ferramentas de trabalho. Assim sendo, através do conhecimento adquirido, o esforço educacional resultou na concepção desta dissertação de mestrado cujo objetivo geral deste trabalho é determinar e evidenciar a aplicação dos princípios do Just in Time combinados com ferramentas de otimização de sistemas às práticas organizacionais de uma indústria do setor de confecções, localizada em Goiás, promovendo o seu crescimento. A metodologia utilizada na pesquisa foi a pesquisa-ação, unindo o conhecimento adquirido na pesquisa a ação prática e vice-versa. A estruturação da produção na empresa foi principalmente baseada no programa de eliminação de desperdícios, no controle da qualidade total e na implantação de uma metodologia de programação e ordenamento da produção baseada em otimização linear. Através das iniciativas de melhorias implantadas na indústria a empresa gerou vários resultados e benefícios como: melhora no fluxo de produção, redução de custos, redução dos estoques de matérias primas e produtos acabados, aumento da motivação, melhoria do aprendizado, aumento da qualidade e produtividade e aumento das vendas. Quanto às considerações finais deste trabalho destaca-se que os objetivos foram atingidos, a empresa está mais limpa, organizada, crescendo e melhorando continuamente segundo os princípios adotados.

O aumento da competitividade no mercado tem estimulado uma grande busca por conceitos e técnicas que auxiliem os processos de melhoria do desempenho de sistemas produtivos, sobretudo no que tange a produtividade e qualidade. Neste contexto, o estudo da experiência das indústrias japonesas revela que a sua competitividade foi conquistada e tem sido sustentada com base em modelos integrados voltados ao planejamento, implementação e condução dos chamados programas de melhoria da produtividade e qualidade (PMPQ\'s). Tais modelos são baseados em filosofias especificas de gestão da manufatura, sendo que os três seguintes, despontam com grande destaque e constituem o objeto central de estudo desta dissertação: 1. Manufatura Just-in-Time (JIT); 2. Total Quality Control (TQC); 3. Total Productive Maintenance (TPM). O presente trabalho é dedicado ao estudo conceitual destes modelos. Para isso foi elaborado um quadro conceitual sobre a estrutura geral de um PMPQ. Tomando-se este quadro como pano de fundo, estes três modelos foram então caracterizados, analisados e avaliados de forma comparativa. Esta análise possibilitou a identificação dos aspectos específicos a cada um, más também evidenciou muitas semelhanças (exemplo: sua aplicação como instrumento de gestão estratégica da manufatura) entre os mesmos. / Along the last decades a series of geopolitical and macroeconomic changes have made the competition in international trade tougher. Although the brazilian economy has not been so integrated to the international market, effects of such trend are already disturbing the dynamics of Braazilian companies. Therefore an increasing number of companies have driven themselves into processes aimed to increase competitive power through strategies that value mainly attributes like cost and quality. Such processes have in general a broad scope and are usully called Productivity and Quality Improvement Programs (PQIP\'s). In this context, new paradigms for planning, implementation and guidance of such programs have risen from japanese industries. Among these paradigms, three of them are worthy of special attention and represent the main object of this work. Each of these paradigms have their own manufacturing management philosophy and are the following; 1. the paradigm based on Just-In-Time (JIT) Manufacturing philosophy, 2. the paradigm based on Total Quality Control (TQC) philosophy and 3. the paradigm based on Total Productive Maintenance (TPM) philosophy, This work is dedicated to the conceptual investigation of these paradigms. First, a conceptual framework for the general structure of a PQIP was built. Then it was taken as a frame in order to present, analyse and evaluate comparatively the three paradigms. The investigation resulted in the recognition of features that are unique to each one but it also exposed many similarities among them. One commom feature is that all three admit their use as a tool for strategic management of manufacturing, an activity that has been overlooked by western industrial companies organized and managed in traditional way. The investigation also revealed a clear resolution of these paradigms to search the achievement of economic objectives of a firm without confronting and neglecting the social and humanistic demands expressed by the human resources engaged in production.

Thesis (M.B.A.)--University of Hong Kong, 1991.

O aumento da competitividade no mercado tem estimulado uma grande busca por conceitos e técnicas que auxiliem os processos de melhoria do desempenho de sistemas produtivos, sobretudo no que tange a produtividade e qualidade. Neste contexto, o estudo da experiência das indústrias japonesas revela que a sua competitividade foi conquistada e tem sido sustentada com base em modelos integrados voltados ao planejamento, implementação e condução dos chamados programas de melhoria da produtividade e qualidade (PMPQ\'s). Tais modelos são baseados em filosofias especificas de gestão da manufatura, sendo que os três seguintes, despontam com grande destaque e constituem o objeto central de estudo desta dissertação: 1. Manufatura Just-in-Time (JIT); 2. Total Quality Control (TQC); 3. Total Productive Maintenance (TPM). O presente trabalho é dedicado ao estudo conceitual destes modelos. Para isso foi elaborado um quadro conceitual sobre a estrutura geral de um PMPQ. Tomando-se este quadro como pano de fundo, estes três modelos foram então caracterizados, analisados e avaliados de forma comparativa. Esta análise possibilitou a identificação dos aspectos específicos a cada um, más também evidenciou muitas semelhanças (exemplo: sua aplicação como instrumento de gestão estratégica da manufatura) entre os mesmos. / Along the last decades a series of geopolitical and macroeconomic changes have made the competition in international trade tougher. Although the brazilian economy has not been so integrated to the international market, effects of such trend are already disturbing the dynamics of Braazilian companies. Therefore an increasing number of companies have driven themselves into processes aimed to increase competitive power through strategies that value mainly attributes like cost and quality. Such processes have in general a broad scope and are usully called Productivity and Quality Improvement Programs (PQIP\'s). In this context, new paradigms for planning, implementation and guidance of such programs have risen from japanese industries. Among these paradigms, three of them are worthy of special attention and represent the main object of this work. Each of these paradigms have their own manufacturing management philosophy and are the following; 1. the paradigm based on Just-In-Time (JIT) Manufacturing philosophy, 2. the paradigm based on Total Quality Control (TQC) philosophy and 3. the paradigm based on Total Productive Maintenance (TPM) philosophy, This work is dedicated to the conceptual investigation of these paradigms. First, a conceptual framework for the general structure of a PQIP was built. Then it was taken as a frame in order to present, analyse and evaluate comparatively the three paradigms. The investigation resulted in the recognition of features that are unique to each one but it also exposed many similarities among them. One commom feature is that all three admit their use as a tool for strategic management of manufacturing, an activity that has been overlooked by western industrial companies organized and managed in traditional way. The investigation also revealed a clear resolution of these paradigms to search the achievement of economic objectives of a firm without confronting and neglecting the social and humanistic demands expressed by the human resources engaged in production.

Orientador: Miguel Juan Bacic / Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-08-06T08:30:50Z (GMT). No. of bitstreams: 1 Invernizzi_Gerson_M.pdf: 550215 bytes, checksum: 886a531e2b99c237a533d70822d2ab76 (MD5) Previous issue date: 2006 / Resumo: O Sistema Lean de Manufatura desenvolvido pela Toyota em meados do século passado foi o principal combustível que contribuiu na transformação da empresa em uma das principais indústrias do segmento automotivo. A perseguição constante pela eliminação das atividades que não agregam valor ao processo I produto fez com que a Toyota se transformasse no principal exemplo a ser citado quando se refere a exemplos de empresas Lean, isto é, empresas enxutas com produtos de alto conceito de qualidade. Nesta pesquisa descreve-se o caso prático de implantação do Sistema Lean de Manufatura em uma empresa produtora de filtros automotivos, líder no mercado onde atua. A principal ferramenta utilizada por esta empresa para a transformação em uma empresa Lean foi a aplicação do Kaizen. que em outras palavras. significa Melhoria Contínua. Isto é, a busca constante pela eliminação de todas as atividades que não agregam valor ao produto. No final deste trabalho são apresentados os resultados alcançados após 05 anos do início do processo de implantação do Sistema Lean de Manufatura, onde os principais indicadores de desempenho são citados / Abstract: The Manufacture Lean System developed by Toyota in the middle of the last century was the deciding factor that made this company in one of the most important industries In the automobile segment in the world. The constant effort to eliminate activities that do not add gain to the production/process made of Toyota the main example to be mentioned when referring to companies that can be considered Lean, that means a industry that have a high quality product concept. In this research I describe the real ease of implementation of the Lean Manufacturing System in a market leader automobile filters company. In this research the main technical books on the subject were used. The main tool used to make the cha.."1ges was the Kaizen works that means continuous improvement. The results reached after five years of the introduction of the Manufacturing Lean System are presented at the end of this essay where the main performance indicators in the process are presented. / Mestrado / Gestão da Qualidade Total / Mestre em Engenharia Mecânica