A implementação de Sistemas de Produção Enxuta (SPE) é reconhecidamente essencial em empresas que desejam obter alto nível de competitividade. Há disponíveis na literatura diversos exemplos de roadmaps de implementação enxuta, os quais possibilitam guiar as empresas em seu processo de mudança enxuta. Contudo, uma vez que esses roadmaps priorizam os fatores técnicos da mudança enxuta, os fatores sócio-culturais do processo de mudança tendem a ser negligenciados, o que dificulta a construção de um comportamento e sustentabilidade da mudança. Esta tese tem por objetivo apresentar uma metodologia de identificação e avaliação dos fatores sócio-culturais em uma empresa em implementação enxuta. Esta metodologia agrega práticas e conceitos de gestão de mudança aos roadmaps de implementação enxuta e possibilita a análise de maturidade da empresa quanto aos fatores sócio-culturais da mudança em diferentes níveis de contextualização. A aplicação do método é ilustrada em uma empresa do ramo automotivo, a qual se encontra em processo de implementação enxuta há mais de nove anos e possui dificuldades na sustentação do SPE. / The implementation of Lean Production Systems is essential for companies aiming at high competition levels. Many examples of lean implementation roadmaps are available in the literature guiding companies in their lean change process. However, most of these roadmaps prioritize technical factors in the lean change process, while the socio-cultural factors tend to be neglected, making the behavior construction and change sustainability more difficult. This thesis has as objective to present an identification and evaluation methodology that approaches the socio-cultural factors implied in the transition to a lean production system in companies. The model merges change management practices and concepts with lean implementation roadmaps, and allows the company’s maturity analysis regarding sociocultural factors of the change in different contextualization levels. In addition to that, the model is validated in an automotive company that has been in the lean implementation journey for more than nine years and presents difficulties in sustaining the change.

A implementação de Sistemas de Produção Enxuta (SPE) é reconhecidamente essencial em empresas que desejam obter alto nível de competitividade. Há disponíveis na literatura diversos exemplos de roadmaps de implementação enxuta, os quais possibilitam guiar as empresas em seu processo de mudança enxuta. Contudo, uma vez que esses roadmaps priorizam os fatores técnicos da mudança enxuta, os fatores sócio-culturais do processo de mudança tendem a ser negligenciados, o que dificulta a construção de um comportamento e sustentabilidade da mudança. Esta tese tem por objetivo apresentar uma metodologia de identificação e avaliação dos fatores sócio-culturais em uma empresa em implementação enxuta. Esta metodologia agrega práticas e conceitos de gestão de mudança aos roadmaps de implementação enxuta e possibilita a análise de maturidade da empresa quanto aos fatores sócio-culturais da mudança em diferentes níveis de contextualização. A aplicação do método é ilustrada em uma empresa do ramo automotivo, a qual se encontra em processo de implementação enxuta há mais de nove anos e possui dificuldades na sustentação do SPE. / The implementation of Lean Production Systems is essential for companies aiming at high competition levels. Many examples of lean implementation roadmaps are available in the literature guiding companies in their lean change process. However, most of these roadmaps prioritize technical factors in the lean change process, while the socio-cultural factors tend to be neglected, making the behavior construction and change sustainability more difficult. This thesis has as objective to present an identification and evaluation methodology that approaches the socio-cultural factors implied in the transition to a lean production system in companies. The model merges change management practices and concepts with lean implementation roadmaps, and allows the company’s maturity analysis regarding sociocultural factors of the change in different contextualization levels. In addition to that, the model is validated in an automotive company that has been in the lean implementation journey for more than nine years and presents difficulties in sustaining the change.

A implementação de Sistemas de Produção Enxuta (SPE) é reconhecidamente essencial em empresas que desejam obter alto nível de competitividade. Há disponíveis na literatura diversos exemplos de roadmaps de implementação enxuta, os quais possibilitam guiar as empresas em seu processo de mudança enxuta. Contudo, uma vez que esses roadmaps priorizam os fatores técnicos da mudança enxuta, os fatores sócio-culturais do processo de mudança tendem a ser negligenciados, o que dificulta a construção de um comportamento e sustentabilidade da mudança. Esta tese tem por objetivo apresentar uma metodologia de identificação e avaliação dos fatores sócio-culturais em uma empresa em implementação enxuta. Esta metodologia agrega práticas e conceitos de gestão de mudança aos roadmaps de implementação enxuta e possibilita a análise de maturidade da empresa quanto aos fatores sócio-culturais da mudança em diferentes níveis de contextualização. A aplicação do método é ilustrada em uma empresa do ramo automotivo, a qual se encontra em processo de implementação enxuta há mais de nove anos e possui dificuldades na sustentação do SPE. / The implementation of Lean Production Systems is essential for companies aiming at high competition levels. Many examples of lean implementation roadmaps are available in the literature guiding companies in their lean change process. However, most of these roadmaps prioritize technical factors in the lean change process, while the socio-cultural factors tend to be neglected, making the behavior construction and change sustainability more difficult. This thesis has as objective to present an identification and evaluation methodology that approaches the socio-cultural factors implied in the transition to a lean production system in companies. The model merges change management practices and concepts with lean implementation roadmaps, and allows the company’s maturity analysis regarding sociocultural factors of the change in different contextualization levels. In addition to that, the model is validated in an automotive company that has been in the lean implementation journey for more than nine years and presents difficulties in sustaining the change.

The IT consultancy industry is characterized by knowledge intensive implementationprojects related to varying levels of standardized information system software. When faced with a large implementation project at a previously unknown customer various assessmentsis usually conducted to identify the level of fit between the software and organizationin order to plan and structure the implementation process. However, there are several aspects of the customer organization that potentially can affect the end result as well as the implementation process that is unrelated to the fit between the software and the implementation organization as well as the potency of the implementation method. By conducting measurements of these maturity factors within the customer organization the implementing procedure can be modified based on the customer maturity level in order to become more aligned with the capabilities present in the customer organization. Research question: Which aspects need to be covered by a Customer Maturity Analysis Tool (CMAT) in order to evaluate the pre implementation maturity for potential customersof our case company and how should these aspects be organized and measured? The first task of the research process was to create an underlying model of maturity perspectives and aspects to structure the literature review as well as the empirical data collection. It was decided to adhere to a deductive approach where the theoretical model would be validated and if necessary modified in accordance to feedback from potential users of the CMAT within the case company. This procedure was repeated in the creation of measurements and maturity levels for the aspects to be used in the tool. The research process would therefore transition from a general model based on literature review, through a iterative feedback loop to a final model tailored to the specific requirementsof the case company. The final CMAT ended up containing four main perspectives of customer maturity; ITi nfrastructure, Culture, Process and Business Governance. These four perspectives were in turn divided into subgroups in order to be able to aggregate and compare differentaspects of the perspectives with each other.