<p>This study is about to see whether the two models representing the strategies of lean production is to use and apply in different companies. The models are structured in two different ways in which one of them is checking the softer elements of lean production in the form of leadership and strategies. This model is called Lesat and is based on interviewquestions. The second model, called "learning to see" is about identifying flows. This, together shall then give an idea of how mature companies are when it comes to a whole in the concept of lean production, and susceptibility to use these models to their respective companies.</p><p> </p><p>The study is conducted in two companies, SKF couplings systems and AQ parkoprint. SKF is a company that makes connections through a special method called the oil injection method. Parkoprint produces mainly parking meters of all kinds, this is done in close cooperation with customers and their preferences.</p><p> </p><p>The study has been carried out by means of interviews of individuals in leadership positions in each business. We also interviewed operations personnel and has developed facts through observation and computer systems to make the flow surveys.</p><p> </p><p>The results show that the models themselves are useful and functional. However, it became more difficult to use the Lesat showing soft data, rather than "learn to see" that focuses mostly on flows. This is for several reasons. One of the reasons was that the companies examined were not quite at the level existing strategies and leadership that Lesat calls, this makes it difficult to estimate where in the assessment firms ports when the people interviewed do not really are in line or understand how the model or concept works in some areas. In addition to this we experienced it difficult to make a fair assessment when the model in any way based on subjective assessments from companies and then marked in a way that also tends to be of subjective nature. From this perspective, we believe that Lesat model fit better in a study of the companies that has made more of work on lean production and has achieved a higher degree of maturity, and thus become a little easier to rate and provide a more realistic sense.</p><p> </p><p>It appears that the models worked with different conditions and also with different results. However, the two worked so well that it clearly has been able to see the potential strengths, weaknesses and possible improvements in the respective organization. This means that the combination of the two satisfactory to achieve a whole, and that any use, ie organization, can help to improve and lead organizations to more effectively work with and against the lean production.</p>

This study is about to see whether the two models representing the strategies of lean production is to use and apply in different companies. The models are structured in two different ways in which one of them is checking the softer elements of lean production in the form of leadership and strategies. This model is called Lesat and is based on interviewquestions. The second model, called "learning to see" is about identifying flows. This, together shall then give an idea of how mature companies are when it comes to a whole in the concept of lean production, and susceptibility to use these models to their respective companies.   The study is conducted in two companies, SKF couplings systems and AQ parkoprint. SKF is a company that makes connections through a special method called the oil injection method. Parkoprint produces mainly parking meters of all kinds, this is done in close cooperation with customers and their preferences.   The study has been carried out by means of interviews of individuals in leadership positions in each business. We also interviewed operations personnel and has developed facts through observation and computer systems to make the flow surveys.   The results show that the models themselves are useful and functional. However, it became more difficult to use the Lesat showing soft data, rather than "learn to see" that focuses mostly on flows. This is for several reasons. One of the reasons was that the companies examined were not quite at the level existing strategies and leadership that Lesat calls, this makes it difficult to estimate where in the assessment firms ports when the people interviewed do not really are in line or understand how the model or concept works in some areas. In addition to this we experienced it difficult to make a fair assessment when the model in any way based on subjective assessments from companies and then marked in a way that also tends to be of subjective nature. From this perspective, we believe that Lesat model fit better in a study of the companies that has made more of work on lean production and has achieved a higher degree of maturity, and thus become a little easier to rate and provide a more realistic sense.   It appears that the models worked with different conditions and also with different results. However, the two worked so well that it clearly has been able to see the potential strengths, weaknesses and possible improvements in the respective organization. This means that the combination of the two satisfactory to achieve a whole, and that any use, ie organization, can help to improve and lead organizations to more effectively work with and against the lean production.

Submitted by EPAMINONDAS RODRIGUES SOARES null (soaresep@ig.com.br) on 2016-09-15T12:24:24Z No. of bitstreams: 1 Tese_Epa_15092016.pdf: 3559715 bytes, checksum: f9c8d9306fde4e031595ddab51bed217 (MD5) / Approved for entry into archive by Juliano Benedito Ferreira (julianoferreira@reitoria.unesp.br) on 2016-09-15T18:40:37Z (GMT) No. of bitstreams: 1 soares_erj_dr_guara.pdf: 3559715 bytes, checksum: f9c8d9306fde4e031595ddab51bed217 (MD5) / Made available in DSpace on 2016-09-15T18:40:37Z (GMT). No. of bitstreams: 1 soares_erj_dr_guara.pdf: 3559715 bytes, checksum: f9c8d9306fde4e031595ddab51bed217 (MD5) Previous issue date: 2016-08-26 / Esta pesquisa teve o objetivo de diagnosticar o nível de maturidade de diversas unidades produtivas de uma empresa do ramo químico e se elas poderiam ser consideradas Classe Mundial, identificando os pontos fortes e fracos da gestão de cada uma das fábricas analisadas, visando buscar oportunidades de melhoria em seu Sistema de Gestão. O método científico utilizado, as limitações da pesquisa e implicações, os resultados de investigação e pesquisa são exploratórios. O estudo foi feito por meio de uma pesquisa tipo Survey por análise combinada inicialmente qualitativa e em seguida quantitativa, referente ao grau de maturidade das empresas analisadas, utilizando-se do método de Análise de Correlação Grey. Referente ao método de pesquisa, foi utilizado o questionário combinado do LAI Enterprise Self-assessment Tool (Lesat) do Massaussuchets Institute of Technology (MIT) e Baldrige Performance Excellence Program do National Institute of of Standards and Techonology (NIST) do United States Department of Commerce, aplicados ao Método de Diagnóstico de Empresas (MDE). Pesquisas futuras podem ser realizadas em estudos de correlação entre um número maior de empresas de manufatura de outros segmentos. Este estudo amplo e com diversidade de organizações proporcionará um melhor entendimento do nível maturidade das organizações. A contribuição do estudo está na capacidade de diagnosticar o nível de maturidade da organização pesquisada. Avaliar se a aplicação das ferramentas do MDE, Lesat, Baldrige e Grey System entre as diversas fábricas de uma empresa do ramo químico pesquisadas têm sido capazes de identificar os pontos fortes e fracos desta organização. O estudo resultou na identificação de uma forma sistêmica de orientar a necessidade de novos projetos e ações para apoiar e elaborar o planejamento estratégico da empresa química pesquisada. / This research had the purpose to diagnose the level of maturity of the several production plants in a chemical industry and evaluate if they could be consider World Class, in order to identify the strengths and weaknesses of the management of each of the analyzed factories, to identify opportunities for improvement in its Management System. The scientific method used, research limitations and implications, the results of investigation and research are exploratory. This study done through a survey type Survey combined qualitative analysis initially and then quantitative, concerning the degree of maturity of the factories analyzed, using Grey Correlation analysis method. Concerning the study method was the combined questionnaire LAI Enterprise Self-assessment Tool (Lesat) of Massachusetts Institute of Technology (MIT) and Baldrige Performance Excellence Program of the National Institute of Standards and Technology (NIST) of the United States Department of Commerce, using the Business Diagnostic Method (BDM). Future research can be carry out and correlation studies among a larger number of other branches manufacturing companies can be perform. A larger study with a diversity of organizations will provide a better understanding of the maturity level of the organizations. The contribution of this study is in the ability to diagnose the organization's maturity level. Evaluate if the application of BDM, Lesat & Baldrige and Grey System tools between the different factories inside a chemical company surveyed have been able to identify the strengths and weaknesses of this organization. The study resulted in the identification of a systemic way to guide the need for new projects and initiatives to support and develop the strategic planning of the chemical company researched.