M.Ing. / The principles of lean were understood to be relevant to the operations of a manufacturing enterprise meaning processes associated with material supply, component production and delivery of products and services to the customer. It was identified there was growing awareness that lean principles could be transferred readily to other functions and sectors. The purpose of the study was to investigate the application of lean principles to knowledgebased activities such as engineering design and product development. The organization under study was Olifant Manufacturing Company (OMC), a division of British Aerospace Systems, Land Systems South Africa. Lean product developments (LPD) was identified as one of the leading approaches currently adopted by organizations attempting to maximize value, increase quality, shorten lead times, and lower the costs for product development (PD) processes. The justification for the research was due to and in response to current adverse market trends. There would be the adoption of processes that would radically reduce the product development lead time, product introduction lead time to market, increase process efficiency and product quality and reduce development costs at OMC. The problem statement was formulated as: “Would the researched Lean principles enable OMC to improve its traditional PD to LPD?” The Life Cycle Management (LCM) framework was the mandated organizational framework that guided the execution of projects at BAE Systems The development of the research literature was guided by research questions that sought to identify the relevant framework that would be tailored within the overarching (LCM) framework to enable process improvements. The main findings were that Lean transformation is an organizational journey that would begin with a top down philosophy or strategy approach. Aspects of Lean Product Development were identified and were found to be integrated into a system framework that integrated the transformation of people, processes and tools and technologies.

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Submitted by Nadir Basilio (nadirsb@uninove.br) on 2015-07-17T15:50:42Z No. of bitstreams: 1 Filipe Marafon de Paoli.pdf: 1490330 bytes, checksum: 27cac5c2df743505ff41058f8e12d21b (MD5) / Made available in DSpace on 2015-07-17T15:50:42Z (GMT). No. of bitstreams: 1 Filipe Marafon de Paoli.pdf: 1490330 bytes, checksum: 27cac5c2df743505ff41058f8e12d21b (MD5) Previous issue date: 2015-02-24 / The publication of the MIT report (Massachusetts Institute of Technology), which was evidenced by the book "The Machine that Changed the World", contributed to several branches of industrial companies to be aware of lean manufacturing and what it represents. In Brazil, in particular, it has been observed in recent years a significant increase in the implementation of lean manufacturing in various sectors of industrial activity, as companies have joined the lean manufacturing to become more competitive in a scenario where increased productivity is required, using fewer resources. However, very often the lean manufacturing is implemented taking into consideration only the concept of their tools as a way to solve all the problems of an organization. In many cases they are not successful implementations due to various external factors of lean manufacturing are not considered. Is it possible to measure and compare the influence of organizational culture on the success of implementation and maintenance of lean manufacturing in industrial companies? Aiming to answer this question, this paper proposes the development of a study aiming to identify and determine the impact of organizational culture on the successful implementation of lean manufacturing. In order to verify that the industrial companies that have favorable organizational culture, ie, have greater success in the implementation and maintenance of lean manufacturing in their manufacturing processes, this paper to conducted a multiple case studies, in which six companies were analyzed in which it was investigated the existence of a relationship between the organizational culture characteristics and the success in the adoption of lean manufacturing. The results obtained enabled to conclude that companies having more favorable organizational culture had a more effective, complete and long lasting lean manufacturing implementation. / O surgimento do relatório do MIT (Massachussets Institute of Technology), o qual fora evidenciado por meio do livro "A máquina que mudou o mundo", contribuiu para que empresas de diversos ramos da indústria tomassem conhecimento sobre a manufatura enxuta e o que ela representa. No Brasil, em particular, observou-se nos últimos anos um aumento expressivo da implementação da manufatura enxuta em diversos setores industriais, pois as empresas aderiram a ela para se tornarem mais competitivas em um cenário no qual é necessário um aumento de produtividade, tendo em vista a utilização de cada vez menos recursos. Contudo, muitas vezes a manufatura enxuta é implementada tendo em vista apenas o conceito de suas ferramentas, para que possam solucionar todos os problemas operacionais de uma organização. Em muitos casos, as implementações não surtem os efeitos desejados, pois diversos fatores externos à sua adoção não são considerados. É possível medir e comparar a influência da cultura organizacional no sucesso da implantação e manutenção da manufatura enxuta nas empresas industriais? Com o intuito de responder a esta questão, este trabalho propôs o desenvolvimento de um estudo com o objetivo de identificar e determinar os impactos da cultura organizacional no sucesso da implantação da manufatura enxuta. Para poder verificar se as empresas industriais que possuem cultura organizacional favorável, têm maior sucesso na implementação e manutenção da manufatura enxuta em seus processos de fabricação, este trabalho realizou uma pesquisa do tipo estudo de casos múltiplos, na qual seis empresas foram estudadas, e nas quais se procurou avaliar a existência de uma relação entre as características da cultura organizacional e o sucesso na adoção da manufatura enxuta. Os resultados obtidos permitiram verificar que quanto mais favoráveis foram os traços da cultura organizacional das empresas estudadas, mais efetiva, completa e duradoura foi a implementação da manufatura enxuta.

Implementation of lean helps many organizations to improve their productivity and efficiency; on the other hand numerous organizations have failed to benefit from lean philosophy. The lean thinking was originated in the automobile manufacturing sector and it widely spreads within the discrete industries; however the today’s challenge is to implement the lean philosophy within continuous manufacturing industries and different organizations regardless to the type, size, or mission of the applicant organization. This has motivated the undertaken research to propose a standard generic transition steps which can be adopted by different organizations in order to become lean. The cement industry is ideal example of the continuous industry sector and it will be used to demonstrate that the lean philosophy is applicable to all deferent organisation types. There are numerous challenges facing the cement industry in today’s competitive environments; one of the major challenges is the capability of the cement industry to adopt and introduce the improvement approaches and techniques by which the overall enhancement can be achieved. The need for improving the efficiency of the cement production line is widely acknowledged in order to reduce the downtime rates, and satisfy high levels of market demand where the demand for cement is mostly second substance behind water. In response to this respect this thesis has investigated and addressed the implementation of the lean philosophy within the cement industry. The main contribution of this study is to convey the message to the decision makers that the lean philosophy is the proposed solution by which the continuous industry and different organisation types can be improved through eliminating or minimising wastes and non-value added activities within the production line.

El objetivo de este artículo es presentar el desarrollo de una propuesta de optimización en el uso de los recursos operativos en una planta de producción de mantequilla, la misma que ha presentado un crecimiento importante en los últimos años. A partir del análisis del mapa del flujo de valor de todo el proceso, se identifican las oportunidades de mejora más significativas. Aplicando herramientas de manufactura esbelta, se obtiene una propuesta para mejorar sustancialmente los resultados operativos a través de reducción de costos, incremento de la productividad y la reducción de los ocho tipos de desperdicios: tiempos de espera, inventarios, transporte, movimientos, re trabajo, sobreproducción, sobre procesamiento y recursos humanos no utilizados. / The aim of this paper is to present the development of an optimization proposal in the use of operational resources on a butter plant in a dairy company presenting a significant growth in recent years. From the analysis of the value stream map of the entire process, the most significant improvement opportunities are identified. Applying lean manufacturing tools, we developed a proposal to substantially improve operating through cost reduction, increased productivity and reduction of eight types of waste: waiting times, inventories, transportation, movements, rework, overproduction, over processing and unused human resources.

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As estratégias para tornar as empresas mais competitivas apontam para a necessidade de redução de custos de produção e melhoria da qualidade dos produtos. Nesta direção o trabalho apresentado visa a incorporação dos princípios Lean de como diminuir os custos de produção e melhorar a qualidade dos produtos baseada na utilização dos elementos da manufatura enxuta através da técnica de eventos Kaizen. O uso isolado de ferramentas como o mapa de fluxo de valor fornece direção clara do que melhorar e possibilita enxergar o todo. Porém, ela não dá a receita de como transformar ou como fazer com que as pessoas contribuam para atingir os estados futuros. Existe a necessidade de transformar os processos e, também, as pessoas que neles trabalham. É preciso dar poder às pessoas para contribuir. A técnica de eventos Kaizen preconiza o comprometimento das pessoas e em muitos casos tem início de forma rápida e positiva, mas em pouco tempo as pessoas envolvidas esmorecem, pois os resultados na forma de lucros e melhoria substancial da qualidade não aparecem. Os eventos são realizados de forma isolada com utilização dos recursos em situações que aparentemente não são os pontos críticos do sistema. Em outras situações, as ferramentas aplicadas nos eventos não estão claramente entendidas pelos participantes e não conseguem resolver o problema focado. Por fim, nos eventos eficazes, os resultados não são sustentados por falta de acompanhamento das ações implantadas, ou mesmo, dos indicadores relacionados ao desempenho da área. Neste panorama, após uma revisão teórica dos principais elementos que levam uma organização a tornar-se Lean, o trabalho busca verificar se fatores como processo decisório de onde aplicar a técnica, assim como, os indicadores de monitoramento implicam na eficácia e sustentação dos resultados dos eventos. A verificação foi realizada através da análise e estudo de uma seqüência de eventos realizados de 2002 a 2005 na unidade escolhida, gerando algumas recomendações para se melhorar o processo decisório baseando-se em indicadores financeiros relevantes e um diagnóstico da área avaliada. / The strategies to transform companies more competitive direct to enhance the regional market, production cost reduction and quality improvement. It is clear the necessity of studying effective ways to accomplish these targets. In this direction this dissertation intend to study a technique that reduces the production costs and improve the quality levels based on the implementation of lean concepts through a Kaizen events technique. The isolated use of tools like value stream mapping gives a clear view of the whole picture but does not give the direction of how implement the future state and more important make the people committed allowing them contribute for the change. There is a need for change the process as well as the people. To accomplish this, the Kaizen technique can help or not depending how it is implemented. At first the technique really stimulates people to participate and get involved but soon the events do not give the expected results and the people involvement decrease. The events are realized in areas not relevant and the events are not sustained due to lack of monitoring process. In this scenario after a theory review of the lean journey, the dissertation verified if factors such as decision process on where to apply the technique and how to measure the improvement reached influence on the effectiveness and sustainability of the events’ results. It ended up with recommendations of a decision process based on financials metrics and a lean diagnosis of the evaluated area in order to really identify the business problem as well as the priority to address it solution.

O setor industrial historicamente liderou o setor de serviços no desenvolvimento de soluções para melhoria de qualidade e produtividade e redução de perdas nos processos. Os conceitos do Pensamento Enxuto, originalmente aplicados em operações de manufatura na melhoria de processos, começaram a ser utilizados em operações de serviços a partir do ano de 2000, visando à redução de perdas tanto para a empresa como para os clientes. Este trabalho tem por objetivo investigar como as ferramentas que operacionalizam o Pensamento Enxuto podem ser adaptadas e aplicadas na redução de perdas em operações de serviços. Para resgatar fundamentos teóricos ao trabalho, a dissertação se inicia com uma revisão bibliográfica sobre conceitos-chave abordados na pesquisa: características de operações de manufatura e serviços, papel do cliente em serviços, definição de valor e qualidade e evolução dos conceitos e da aplicação do Pensamento Enxuto nas empresas. Traçou-se também um paralelo entre as sete grandes perdas em operações de manufatura (superprodução, transporte, movimento, processo, produtos defeituosos, tempo de espera e estoque) e perdas em serviços, que podem estar em atividades do front office ou do back office e podem afetar o cliente, a empresa ou ambos. A questão de pesquisa foi analisada através de três estudos de caso realizados em hotéis, com base em observação direta e entrevistas. Os hotéis estudados pertencem a categorias diferentes (econômica, super econômica e luxo), onde, portanto, identificaram-se diferentes ferramentas para redução de perdas. O presente trabalho apresenta e discute a aplicação de ferramentas do Pensamento Enxuto em serviços, tanto em atividades do back office quanto do front office, sempre orientadas para a redução de perdas de clientes ou da empresa. / The manufacturing sector has typically led the service sector in developing solutions for quality and productivity improvement and elimination of waste in the processes. The concepts of Lean Thinking, originally applied in manufacturing operations for processes improvement, was first used in services operations after 2000, aiming at the reduction of wastes as much for the organization as for the customers. The objective of this work is to investigate how Lean Thinking tools can be translated and applied in the reduction of wastes in services operations. In order to rescue theoretical support, the work initiates with a conceptual background about key concepts discussed in the research: characteristics of manufacturing operations and services operations, consumer role in services, definition of value and quality and evolution of Lean Thinking concepts and application in the organizations. A comparison among the seven wastes in manufacturing operations (overproduction, transportation, movement, processing, defects, waiting and inventories) and wastes in services was drawn, considering that wastes in services may occur in front office activities or in back office activities and can affect the consumer, the organization or both. The research question was analyzed through multiple case research in three hotels, based on direct observations and interviews. These hotels are classified in different categories (economic, super economic and luxury), where, therefore, different tools from Lean Thinking had been identified. This work presents and argues the application of Lean Thinking tools in services, as much in activities of back office as activities of front office, always guided for the reduction of wastes of consumers and of the organization.

Este trabalho busca apresentar um modelo de análise e projeto de layout industrial para empresas que estão implantando ou já implantaram os conceitos da Produção Enxuta. O modelo desenvolvido foca empresas de manufatura discreta em ambientes com uma alta variedade de produtos. O desenvolvimento do modelo foi elaborado com base na literatura técnica e na experiência prática em projetos de layouts desenvolvidos em diversas empresas. O objetivo principal desse trabalho foi desenvolver um modelo de fácil utilização que auxilie as pessoas envolvidas no projeto do arranjo físico. Esse modelo concebido utiliza ferramentas e conceitos da Produção Enxuta para analisar e projetar o novo layout, e como tal, não considera o layout como uma variável independente no sistema produtivo. Fatores como gestão visual, qualidade, fluxo contínuo, complexidade de programação da produção, entre outros, foram levados em consideração na construção do modelo. Este também incorpora uma metodologia de implantação do arranjo físico projetado em situações brown field, ou seja, com a fábrica em funcionamento. Esse ponto é de extrema importância pois alterações do layout podem incorrer em interrupções no fluxo produtivo e, conseqüentemente, em falhas na entrega dos produtos aos clientes. Por último, esse trabalho apresenta a metodologia 3P Kaizen, uma metodologia de projeto de layout industrial desenvolvida pela Toyota e utilizada em situações de projeto de novas fábricas ou de novas linhas de produção. / This work aims to show a model to analyze and design an industrial layout for companies that are implementing or have implemented lean manufacturing concepts. The model developed has a focus in discrete manufacturing companies in environments of high variety of products. The development of the model was based on the experience of layouts projects developed in many companies. The main aim of this work is to create an easy model of application that help people that are involved in the design of the facilities resources. This model utilizes tools and concepts of lean manufacturing to analyze and design a new layout, without considering the layout as an independent variable of production system. Aspects like visual management, quality, continuous flow, etc., were considered in the construction of the model. The layout design model presents also a methodology to implement a new layout projected in brown field situations, where the factory activities do not need to stop its activities. This point is very important because changing in the position of facilities resources can cause interruption in the flow of products. At last, this work shows the 3P Kaizen, a Japanese methodology, developed by Toyota, to design a layout of a new factory or a new production line.

El presente proyecto tiene como finalidad mejorar los procesos de una empresa logística de distribución pues la misma presenta una problemática actual basada en niveles de servicio bajos a nivel nacional, la cual se sustenta en un diagnóstico del proceso crítico relacionado con el problema con la finalidad de determinar las causas y consecuencias potenciales del problema, para dicho fin se desarrolló un análisis cuantitativo y cualitativo de muestras reales tomadas de la operación realizándose así así las causas raíz significativas para el problema ; posterior a ello, se procedió a definir las herramientas de ingenría apropiadas para eliminar cada causa raíz identificada anteriormente, ello fue posible mediante una exhaustiva investigación de publicaciones científicas relacionadas con el tema. De dicha manera, se desarrolló el ciclo de mejora continúa PHVA y metodologías Lean como metodología de solución para el problema actual de la empresa. / The purpose of this project is to improve the processes of a logistics distribution company because it presents a current problem based on low levels of service at the national level, which is based on a diagnosis of the critical process related to the problem with the purpose of determine the causes and potential consequences of the problem, for this purpose, a quantitative and qualitative analysis of real samples taken from the operation was carried out, thus realizing the significant root causes for the problem; After that, we proceeded to define the appropriate engineering tools to eliminate each identified root cause, this was possible through an exhaustive research of scientific publications related to the subject. In this way, the continuous improvement cycle PHVA and Lean methodologies were developed as a solution methodology for the current problem of the company. / Tesis