Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Managing any government institution has become increasingly complicated as the requirements for accountability, streamlined operations and greater flexibility have multiplied. Being a government institution but at the same time an institution of higher education, managing the Faculty of Military Science becomes a daunting task. It requires sophisticated approaches for implementing strategy and measuring performance. Employees are asked to change how they view their work and focus on results, not activities. While not asking the impossible, it is a challenging task. Formal accountability for outcomes down the line has simply not been a marker of the bureaucratic culture. As leadership looks for ways to support employees in this transition, it is vital that a comprehensive management system is deployed. For employees to focus on the outcomes of their individual performance, they must: • understand what the standards for organisational performance are; • participate in measuring how well those standards have been met; and • be responsible for finding ways to improve organisational performance. The Balanced Scorecard can help. This approach is one that is gaining currency as an easy to use and accessible process for measuring organisational effectiveness. It can be applied at any level and any type of organisation. The objectives and measures for the Balanced Scorecard are derived from the organisation's vision and strategy. These objectives and measures describe the progress of the organisation from four perspectives. These perspectives can vary from organisation to organisation and in the case of the Faculty of Military Science they include, the stakeholder perspective, the customer perspective, the internal processes perspective and the learning and growth perspective. It is a balanced model, because the measures represent an equilibrium between external measures for stakeholders and customers, and internal measures of business processes and learning and growth. The construction of the Balanced Scorecard is a systematic process, which ensures that the organisation's objectives and measures are made clear and that there is consensus in this regard. The success of the process depends on the participation of top management. The most important person in the process is the leader or "architect. A Balanced Scorecard can be constructed in 16 weeks, with high involvement of the leader in the beginning of the process. The Balanced Scorecard must be used as a strategic management system. It helps to clarify and to gain consensus about vision and strategy of the organisation, which should be communicated throughout the organisation. It is also useful in the establishment of objectives for each employee, the allocation of resources and the alignment of strategic initiatives, This study is directed towards the relevant literature on the Balanced Scorecard and the possible use thereof as a management system in an institution for higher education, specifically the Faculty of Military Science. To this end a thorough literature study was undertaken, focusing on the origins of the Balanced Scorecard, the developing and implementation thereof as well as the Balanced Scorecard as a strategic management system. The study further determined the applicability of the Balanced Scorecard to institutions for higher education, looking at the University of California, San Diego, as an example. In the final instance a Balanced Scorecard is proposed for the Faculty of Military Science, with certain recommendations. / AFRIKAANSE OPSOMMING: Toenemende druk op staatsinstellings om meer aanspreeklikheid te aanvaar, aktiwiteite meer vaartbelyn uit te voer en om meer buigsaam in hul optrede te wees, veroorsaak dat die bestuur van sulke instellings toenemend kompleks begin word. Die bestuur van die Fakulteit Krygskunde, 'n staatsinstelling, maar ook 'n instelling vir hoër onderwys, bied dus 'n geweldige uitdaging. Dit vereis daarom 'n gesofistikeerde benadering tot die implementering van 'n strategie en die meet van prestasie. Van werknemers word verwag om hul siening van werk te verander deur te fokus op resultate eerder as op aktiwiteite - 'n uitdaging op sy eie. Aanspreeklikheid vir die bereiking van resultate op lae vlakke in 'n staatsinstelling was nog nooit deel van 'n burokratiese kultuur nie. Vir leierskap om werknemers met hierdie aanpassing te ondersteun, is 'n omvattende bestuurstelsel nodig. Vir werknemers om te fokus op die uitkomste van hul individuele prestasies, moet hulle: • die prestasiestandaarde van die organisasie verstaan; • deelneem om te bepaal tot watter mate die standaarde bereik is; en • verantwoordelikheid neem om te bepaal hoe die prestasie van die organisasie verbeter kan word. Dit wat 'n organisasie meet en hoe die resultate daarvan gekommunikeer word lewer 'n sleutel bydrae t.o.v die voortdurende verbetering van prestasie deur die werknemers. Die "Balanced Scorecard" kan op hierdie gebied 'n groot bydrae lewer. Dit is 'n benadering wat wye veld wen as 'n eenvoudige en toeganklike proses om die effektiewiteit van 'n organisasie te meet. Die benadering kan op enige vlak en enige tipe organisasie toegepas word. Die doelwitte en maatstawwe vir die "Balanced Scorecard" word direk afgelei uit die organisasie se visie en strategie. Hierdie doelwitte en maatstawwe beskryf die organisasie se vordering uit vier perspektiewe. Hierdie perspektiewe kan wissel van organisasie tot organisasie en in die geval van die Fakutteit Krygskunde sluit dit in, die belanghebber perspektief, die kliente perspektief, die interne prosesse perspektief en die leer- en groeiperspektief. Die model word as gebalanseerd beskou omdat dit 'n ewewig tussen die eksterne maatstawwe (vir aandeelhouers, belanghebbers en kliente) en interne maatstawwe (besigheidsporosesse en leer- en groeifasette) handhaaf. Die bou van 'n "Balanced Scorecard" is 'n sistematiese proses, wat konsensus en duidelikheid met betrekking tot die organisasie se doelwitte en maatstawwe verseker. Die sukses van die hele proses berus egter op die ondersteuning en deelname van die topbestuur. Die belangrikste persoon in die hele proses is die leier of "argitek". 'n "Balanced Scorecard" kan binne 16 weke voltooi word, met die leier se betrokkenheid baie hoog aan die begin van die hele proses. Die "Balanced Scorecard" moet as 'n strategiese bestuurstelsel gebruik word. Dit kan help om die visie en strategie duidelik te stel en om konsensus daaroor te bereik. Dit moet aan die hele organisasie gekommunikeer word. Dit is verder nuttig in die opstel van doelwitte vir elke werknemer, die allokasie van hulpbronne en die rig van strategiese inisiatiewe. Hierdie studie is gerig tot die relevante literatuur t.o.v die "Balanced Scorecard" en die potensiele gebruik daarvan as 'n bestuurstelsel by 'n instelling van hoër onderwys, en spesifiek die Fakulteit Krygskunde. 'n Deeglike literatuurstudie is gedoen oor die oorsprong van die "Balanced Scorecard", die ontwikkeling en implementering daarvan, asook die aanwending van die "Balanced Scorecard" as 'n strategiese bestuurstelsel. Die studie het ook die toepaslikheid van die "Balanced Scorecard" ondersoek deur te verwys na die Universiteit van Kalifornie, San Diego as 'n voorbeeld. In die finale instansie word 'n "Balanced Scorecard" voorgestel vir die Fakulteit Krygskunde met sekere aanbevelings.

Thesis (MBA)--Stellenbosch University, 2002. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: To compete in the global economy South African, organisations have been forced to become more competitive with other organisations worldwide. These changes have necessitated analysis of improved management techniques, stakeholder needs and requirements, business orientation and people management skills in order to ensure that the most efficient systems and structures are implemented. In this project, the systematic approach towards business excellence is discussed. Business excellence can only be achieved by implementing a structured approach towards business performance. This approach starts with the stakeholder needs, which are incorporated into the organisation's policies and strategies. The organisation must align its process and capabilities with the strategy in order to achieve the desired business results. This whole process is driven by leadership and a performance culture. The Denison Organisational Culture Model is based on managerial practices that have an impact on performance, and is introduced as a framework for measuring the organisational culture. The SAEF Model for performance excellence is a framework for measuring the organisation's progress towards achieving performance excellence, and is supported by the principles of continuous improvement and TOM. The self-assessment process, as prescribed by the South African Excellence foundation, is reviewed as a process to measure performance against the SAEF Model framework. A process for integrating results of the self-assessment exercises into the business planning process is presented. Lastly, guidelines on benchmarking, surveys and performance measurement are discussed as a toolkit for successful self-assessment.

Performance management, which is a core element of the New Public Management (NPM), has maintained its significance both in academic and practical perspectives for many scholars and governments, although enthusiasm for the NPM has waned since the late 1990s. There have been debates on the universality of the NPM, and the divergence argument regards the practices and trajectories of specific reforms as being shaped by the different characteristics of politico-administrative and cultural systems. Through the comparative study of performance management based on the case studies in the UK and South Korea, this thesis demonstrates that the processes of a NPM-type reform can be similar in spite of differences of politico-administrative and cultural characteristics. It examines performance management systems in the two countries in terms of the speed and nature of reform, resistance to reform, use of performance information and importance as a control mechanism. The comparison is also useful for lesson-drawing for the improvement of current systems. This research has been conducted by undertaking a wide literature review, including journal articles and government papers, and by conducting semi-structured interviews. To undertake analysis and comparison of performance management systems, the thesis looks at the Public Service Agreements (PSAs) in the UK and the Government Performance Evaluation (GPE), Financial Performance Management System (FPMS) and Performance Agreements in Korea. Case studies have been carried out with the Department of Health in the UK and the Ministry of Government Administration and Home Affairs in Korea. The PSA system has problems generated by excessive central control and lack of participation of professionals and front-line staff. In Korea all three performance management systems are based on evaluation. Departments used evaluation as a tool of exercising control, which resulted in duplication of evaluation and excessive bureaucracy. Focus on the process-oriented evaluation has undermined the value of the systems for improving public services. Whilst the two countries display differences in the fundamental approach to performance management, there are similarities in the detailed practices and trajectories in the operation of the systems. The reason for these similarities may be attributed to the strong leadership of top politicians in both countries.

Organizations have had difficulty managing the performance of their knowledge work teams. Many of these troubles have been linked to antiquated or inadequate performance management systems along with a scarcity of empirical research on this important human resource initiative. These problems are magnified when managing the performance of research and development teams because greater ambiguity and uncertainty exists in these environments, while projects are unique and continually evolving. In addition, performance management in R&D has only recently been accepted as important while individuals in these settings are often resistant to teams. This study represented the first step in the process of understanding relationships between performance management practices and perceptions of performance in R&D work teams. Participants were 132 R&D team leaders representing 20 organizations that agreed to complete a survey via the Internet. The survey instrument was designed to examine the relationships between performance measurement, feedback, and reward processes utilized by teams in relation to measures of customer satisfaction, psychological and team effectiveness, and resource utilization and development. The most important level of performance measurement occurred at the business unit level followed next by the individual level while team level measurement was unrelated to team performance. A simple measurement system with three to seven performance measures focused on objective results, outcomes, and customer satisfaction appeared ideal. Team participation in the performance management process, most notably the process of setting performance measures, goals, and objectives was also important. The use of multiple raters, frequent performance appraisals, and frequent feedback were identified as meaningful. Specific types of rewards were unrelated to performance although some evidence suggested that business unit rewards were superior to team and individual rewards. It was speculated that R&D teams function more like working groups rather than real teams. The focus in R&D seems to be on business unit projects, products, or designs where the aggregate of individual and team contributions determine larger project outcomes.

Depuis le milieu des années 90, les indices et les fonds d‘investissement islamiques ont fait l‘objet de plusieurs études académiques. Cependant, les résultats divergent quant à leur surperformance ou leur sous-Performance. L‘objectif de notre thèse est d‘étudier les enjeux et la performance de cette catégorie d‘indices et de fonds. En ce qui concerne les indices, notre étude porte sur un échantillon de 57 couples d‘indices islamiques et de leurs benchmarks conventionnels. Nous étudions d‘abord les similitudes et les différences entre les deux catégories d‘indices. Puis, nous réalisons une revue de littérature classique accompagnée d‘une méta-Analyse. Ensuite, nous analysons l‘efficience et le potentiel de diversification de ces indices. Après, nous comparons les indices en termes de rentabilité, de risque et de performance. Nous utilisons également plusieurs mesures de performance afin de classer les indices islamiques. Enfin, nous étudions la persistance de la performance en ayant recours au modèle à quatre facteurs. Nos résultats montrent que malgré leur manque de diversification, les indices boursiers islamiques ont, en moyenne, le même degré d‘inefficience et le même niveau de performance que leurs homologues conventionnels. Quant aux fonds d‘investissement islamiques, nous étudions un échantillon de 111 fonds equity sur la période allant d‘avril 2005 à mars 2011. Nous utilisons plusieurs mesures de performance et des tests non paramétriques de la persistance entre trois sous-Périodes équivalentes. Nous trouvons une hétérogénéité en matière de performance de ces fonds et une absence de persistance pendant et après la dernière crise financière. / Since the mid-Nineties, Islamic mutual funds and indices have received a significant level of academic scrutiny. However, the debate over their under-Performance or over-Performance is not over yet. The prime objective of our study is to explore the stakes, the performance and the persistence in performance of this category of indices and funds. As for indices, the study used a sample of 57 Islamic indices and their conventional benchmarks. It is carried out through a) studying the similarities and differences between Islamic and conventional indices; b) surveying the current literature by performing both narrative and meta-Analytical review of the literature, c) studying the efficiency and their potential for diversification; d) comparing the return, the risk and the performance of Islamic indices with their conventional counterparts, e) ranking Islamic indices using various performance measures; and f) studying the persistence using the four-Factor pricing model. Despite their lack of diversification, the study finds that Islamic indices have, in average, the same level of inefficiency and performance as their conventional counterparts. As for funds, the study used a sample of 111 Islamic equity funds over the period April 2005 to March 2011 and carried out through applying different performance measures and non-Parametric tests of performance persistence over three equal sub-Periods. The study finds much heterogeneity in Islamic funds‘ performance and a little evidence that supports non-Persistence in performance of Islamic mutual funds during and after the last financial crisis.

Diploma thesis is focused on topics of strategic management, business performance management, Balanced Scorecard and Business Intelligence in the company, which operates in Education. Analyzes the current situation and then design and implement selected tools in a specific organization. Main objective is to design a system for monitoring the performance of medium-sized company through the application of the Balanced Scorecard. Not only for monitoring business performance, but also for the management of company itself. Partial objectives include the identification of strategic objectives, design of strategic map and implementation of selected part through Business Intelligence. Diploma thesis first looks at identifying the main risks and benefits of the BSC and BI. In addition, it also deals with the position of the BSC in practice at present, and current trends in BI. A key benefit of this work is another part, which deals with the relation of the parallel implementation of the Balanced Scorecard and Quality Management System according to ISO. The section devoted to design of the Balanced Scorecard strategic objectives are identified, plotted in the strategic map and accompanied by appropriate metrics. Inputs are the interviews, document study and experiences. The acquired information is verified through a questionnaire survey focused on strategic management and performance measurement. For a practical demonstration is realized Business Intelligence project of specific part of the BSC. Since the initial study, through analysis, design, dimensional analysis, modeling, data warehouse design through to the reports design, implementation and evaluation. Part of the work is to establish technological basis required for the implementation and operation of the project. The main benefit is primarily in the practical dimension. The outputs are designed primarily for management. It enables company to enter the world of the strategic management. Selected parts can also be utilized by any other company that deals with similar issues in management. Specifically, it's the relationship between BSC and QMS, BI trends, risks and benefits of the BSC and BI.

Cette thèse traite de la problématique de la performance durable d’une chaîne logistiques. Le travail de recherche se décline en trois phases : la première phase porte sur l’étude des approches existantes pour la mesure la performance durable des chaînes logistiques. L’approche proposée permet alors à une entreprise, de déterminer plus facilement les critères spécifiques de mesure de la durabilité. Cette approche comporte huit critères de durabilité à savoir : valeur financière, valeur non-financière, matière première, ressources naturelles, énergie, santé humaine et sécurité, développement des ressources humaines et l’éthique. Ces critères ont été développés à partir du concept des « Human needs » et le concept de «Triple Bottom » avec la prise en compte des aspects règlementaires, normatifs et lignes directrices.Nous avons développé un modèle de mesure de la performance durable des chaines logistiques. Ce modèle est un cadre amélioré du « value Chain model » (Porter, 2008) et de l’approche processus (Chan and Qi, 2003) permettant l’implémentation de l’approche développée. Cette proposition permet à l’entreprise de mesurer la performance durable de ses processus et de ses activités aussi bien en interne que sur le niveau chaine logistique. Pour implémenter et tester l’approche développée, nous avons sélectionné le cas concret du problème d’évaluation de la performance durable d’un fournisseur.La deuxième phase de ce travail est le développement de l’outil de mesure de la performance durable basé sur la méthode FAHP (Fuzzy Analytical Hierarchy Process) avec une application au cas de l’évaluation des fournisseurs. Il ne s’agit pas de sélectionner le meilleur fournisseur mais d’aider l’entreprise à mettre en place un plan d’action basé sur les résultats obtenus. Pour construire ce modèle, nous avons proposé un cadre de choix entre trois méthodes possibles : la méthode « Extent Analysis Method »(Méthode I), la méthode de normalisation (Méthode II) et la méthode arithmétique des t-norme (Méthode III) pour déterminer les poids flous. La méthode I est plus simple mais elle obtient la plus grande propagation floue comparée aux deux autres méthodes. Les résultats de mesure des performances du fournisseur permettent d’orienter les actions d’amélioration à travers l’utilisation des facteurs de normalisation proposés dans le modèle formel de mesure.La troisième et dernière phase de ce travail fut l’implémentation du système de mesure et les méthodes FAHP dans une étude de cas au sein d’une industrie d’électronique en Thaïlande. La société étudiée visait à évaluer la performance durable de ses fournisseurs en vue d’améliorer leurs performances. Le modèle de mesure de la performance durable comportait dix indicateurs et vingt-cinq mesures de durabilité sur les trois dimensions (économique, environnementale et sociale). Nous avons constaté que les poids de la dimension économique, environnementale et sociale étaient respectivement de 50.87%, 34.86%, et 15.14% respectivement. Cela signifie que les performances économiques étaient les plus importantes et que les performances sociales étaient les moins importantes dans l’évaluation des fournisseurs. La société étudiée travaille avec plus de deux cents fournisseurs. A cause de ce grand nombre de fournisseur, une approche de mesure absolue a été adoptée pour l’évaluation des performances de chaque fournisseur. Cependant, nous avons sélectionné cinq fournisseurs pour l’implémentation et la validation de notre modèle. Les résultats de cette étude de cas ont montré que les méthodes FAHP proposées sont adaptées au contexte industriel et sont moins compliquées que la méthode lambda-max par exemple. / This thesis aims to clarify a sustainability implementation into supply chain and to develop a tool for measuring sustainability performance in supply chain and improving the sustainability performance for electronic industry in Thailand. This research has divided into three phases; the first phase is to clarify a sustainability measurement framework in supply chain. This framework allows decision makers identifying the sustainability measures based on their interesting area in sustainability criteria. There are eight categories of sustainability criteria in this framework which are financial, non-financial, raw material, natural resources, energy, human health and safety, human resources development, and ethical issues. The sustainability criteria in this framework have developed based on the concept of human needs and the triple bottom line concept. It have been justified by analyze with standard, guide line, and regulation involving sustainable development perspective. Moreover, this proposed framework enhances an engagement level of elements in supply chain as an important perspective to identifying the sustainability measures. After developing the conceptual framework for measuring sustainability performance, this thesis has proposed an approach to construct the performance measurement model. This work enhances the valuable of adopting the value chain model (Porter, 2008) and the process based approach (Chan and Qi, 2003) for constructing the sustainability measures model. This leads to an implementation of the proposed framework allowing decision makers to measures sustainability performance in any process or activity in the company and its supply chain. In order to implementing the proposed conceptual framework and the model construction method in practical situation, this thesis has selected the supplier performance evaluation problem for measuring sustainability performance.The second phase of this work is the development of the tool for measuring sustainability performance by focusing on supplier evaluation problem. The measurement tool is developed based on multi-criteria decision method. This model is not used for making a decision such as selecting the best supplier but it is a multicriteria decision aiding which help manager to establish supplier improvement program based on the results. The measurement tool is developed based on a fuzzy analytical hierarchy process (FAHP) approach. This thesis has proposed three FAHP methods by modified the extent analysis method (Method-I), modified the normalization approach (Method-II), and employed the weakest t-norm arithmetic (Method-III) for determining the fuzzy priority weight. These methods are easy to adopt in real-life problem in industry. The method-I is less complexity than method-II and method-III respectively but the method-I also obtains the larger fuzzy spread than method-II and method-III respectively. It is depends on the decision makers to select the proposed FAHP among these three methods for implementing in their situations. The results from supplier’s performance help manager for setting the direction to improve supplier’s sustainability by using the normalization rating from measurement model.The third phase of this thesis is an implementation of the proposed framework and proposed FAHP in the case study company in Thai electronics industry. The case study company aims to evaluate sustainability performance of their suppliers in order to manage and improve supplier’s performance. The sustainability performance measurement model consists of 10 indicators and 25 sustainability measures based on three dimensions (economic, environmental, and social). It is found that the importance weight of economic, environmental, and social dimension are 50.87%, 34.86%, and 15.14% respectively. It means that an economic performance is still the most important and the social performance is the less important of supplier’s evaluation....

O emprego de práticas Lean pode apoiar melhorias no que se refere a aumentar a eficiência e a qualidade de processos em sistemas de produção. Sistemas como hospitais vêm empregando o chamado Lean Healthcare para criar mais valor aos serviços entregues aos pacientes, reduzir os desperdícios dos processos e aumentar a qualidade nos tratamentos e atendimentos. Nesses ambientes, destacam-se as oportunidades de melhoria em centros cirúrgicos e salas cirúrgicas, responsáveis pelo relevante volume de atendimentos hospitalares e grande parte da receita e estrutura de custos de hospitais. Nesse contexto, a medição de desempenho, assim como a gestão dos indicadores, tem se mostrado uma árdua tarefa, e estudos destacam a relevância dessas práticas para iniciativas Lean Healthcare, as quais podem apoiar a melhoria dos processos e prover tomadas de decisão baseadas em informações confiáveis e precisas. A partir disso, a presente pesquisa propõe a estruturação de um Sistema de Medição de Desempenho (SMD) para apoiar a introdução de práticas Lean em centros cirúrgicos. Esse SMD foi construído a partir de um modelo conceitual baseado em oito requisitos sobre aspectos teóricos advindos de revisões da literatura acerca da relação da gestão de centros cirúrgicos com práticas Lean e de medição de desempenho. O modelo conceitual possibilitou exemplificar os requisitos em um estudo de caso no centro cirúrgico de um hospital brasileiro. Por meio do caso, aspectos práticos foram observados e utilizados para formalizar o SMD, a exemplo do desenvolvimento de cinco classes de indicadores de desempenho (volume de cirurgias, processos cirúrgicos, sustentabilidade financeira, gestão de recursos e stakeholders) e o teste de ferramentas <i\\>Lean (como o mapeamento do fluxo de valor e quadros de gestão visual). Assim, um framework para SMD pode ser estruturado, unindo aspectos teóricos e práticos da pesquisa, de modo a alinhar e promover a medição, melhoria e gestão das operações e estratégias de um centro cirúrgico. Além do framework, um roteiro de seis fases para sua implementação foi desenvolvido, de modo a apoiar futuras replicações do SMD. Espera-se que a presente pesquisa apoie novos estudos teóricos e práticos sobre a gestão de operações na área da saúde, em especial no centro cirúrgico, de forma a aprimorar as práticas atuais e promover benefícios para pesquisas futuras. / The use of Lean can improve production in order to increase process efficiency and quality. Systems, such as hospitals, have been using an approach named Lean Healthcare to create more value to their services delivered to patients, to reduce process wastes and to increase quality of care. In this setting, improvement opportunities in surgical centers and operating rooms, which are responsible for a relevant volume of hospital procedures and a significant share of revenue and costs structure, can be identified. In this context, performance measurement, as well as performance indicators management, have been shown as a tough task, and studies highlighted its relevance in Lean healthcare initiatives, which could support process improvement and provide relevant decision making based on precise and reliable information. From this premise, this research proposes the structuring of a Performance Measurement System (PMS) to support Lean practices introduction in surgical centers. This PMS was supported by a conceptual model based on eight requirements coming from theoretical aspects, such as literature reviews about the relationship of surgical centers management with Lean and performance measurement practices. The conceptual model made it possible to exemplify the requirements through a case study in a surgical center of a Brazilian hospital. Based on this case, practical aspects were observed and used to ground the proposed PMS, such as the development of five performance indicators categories (surgical volume, surgical processes, financial sustainability, resource management and stakeholders) and Lean practices tests (such as value stream mapping and visual management boards). Then, a PMS framework was structured, joining theoretical and practical aspects of the research, in order to align and to promote measurement, improvement and management of a surgical center\'s operations and strategies. Besides the framework, a six-phase implementation guide was developed, in order to support future replications of this PMS. It is expected that this research supports theoretical and practical studies in healthcare operations management, in order to improve the current practices and promote benefits for future research.

[pt] Este trabalho apresenta a aplicação do método AHP (Analytic Hierarchy Process) como ferramenta de apoio ao Gerenciamento de Projetos Industriais. O foco de análise é o projeto de expansão da Indústria Alunorte, líder mundial de produção de alumina. O sucesso da implantação de empreendimentos industriais como o da Alunorte depende do desempenho da área de Engenharia do Projeto, cuja responsabilidade abrange a concepção e a coordenação dos diversos projetos de engenharia integrantes do projeto global. Existe uma relação direta entre a competência das empresas executoras dos projetos e o desempenho global de um empreendimento industrial. Portanto, é primordial garantir e mensurar a qualidade da Engenharia. A presente pesquisa propõe uma avaliação dessas empresas através de um índice único que traduz as características qualificadoras e essenciais de um projeto de engenharia. O método AHP facilitou a estruturação lógica do problema e a geração de resultados baseados em aspectos quantitativos e qualitativos. Como conseqüência, o índice desenvolvido provê uma ferramenta para as tomadas de decisão de contratação de empresas de projetos e para a busca pela excelência da qualidade. Ademais, a partir das análises gerais obtidas em um estudo de caso específico, o trabalho visa contribuir para o aprimoramento da gestão de projetos industriais. / [en] This work presents the application of the method of the Analytic Hierarchy Process (AHP) as tool of support to the Management of Industrial Projects. The focus of this study is the expansion project of the Alunorte industry, worldwide leader of alumina production. The success of industrial enterprises implementation such as the Alunorte project depends on the performance of the Engineering area of the Project, which is responsible for the conception and coordination of the several engineering projects integrating the global project. A direct relation exists between the effectiveness of the engineering contractors (designers) and the global performance of an industrial enterprise. Therefore, it is primordial to guarantee and to measure the quality of Engineering. The present research considers an evaluation of the engineering designers through a single index that evaluates the essential qualifications of an engineering project. The AHP method provided a basis for establishing the logical problem and generating results on quantitative and qualitative aspects. As a consequence, the index developed represents a tool for decision making process of engineering contracts practices and quality excellence achievement. Moreover, the analyses of a specific case study may contribute to the management of general industrial projects.

Os impactos causados na manufatura das empresas que buscam a implementação das técnicas e ferramentas guiadas pelos conceitos da produção enxuta não se limitam às questões técnicas. Para que se atenda ao dinamismo nas operações requerido por essa filosofia, é dado empowerment aos operadores do chão-de-fábrica para que executem ações corretivas e de melhoria por si próprios, mudando os papéis desses funcionários de simples cumpridores de ordens para tomadores de decisão. Para isso, é necessário que, além da autoridade, esses operadores tenham disponíveis as informações requeridas para fomentar adequadamente suas decisões, e que essas informações sejam atuais e alinhadas às diretrizes definidas para a empresa. Este trabalho propõe um modelo de sistema de medição de desempenho e elementos estruturais que têm por objetivo eliminar a lacuna identificada entre outras propostas de sistemas desse tipo e as necessidades identificadas em ambientes de produção enxuta reais. O modelo é baseado no levantamento bibliográfico da literatura técnica sobre o tema e na realização de estudos de casos de duas empresas reconhecidamente bem-sucedidas na implantação da produção enxuta em suas operações. Propõe-se uma estrutura que internaliza as melhorias desenvolvidas pela empresa em políticas que servirão de base para análises e tomada de decisões futuras, formalizando um ciclo virtuoso de estruturação e gestão do sistema de medição de desempenho para ambientes de produção enxuta. / The impacts caused in the manufacturing in companies that look for the implementation of techniques and tolls driven by lean manufacturing concept are not restricted to technical aspects. In order to achieve the dynamism required by this philosophy, the shop floor workers are empowered and they have to conduct corrective and improvement actions by themselves, what changes their roles from command executioners to decision makers. Therefore, it is necessary that, in addition to the authority, these operators have access to the information required to support their decisions adequately - this information must be up to date and related to the guidelines defined by the company. This dissertation proposes a model of performance measurement system that seeks to eliminate the gap identified among other similar proposals and the needs identified in real lean manufacturing environments. The model is based on bibliographical research in the technical literature and on case studies conducted in two companies recognized as successful in implementing lean manufacturing in their operations. It proposes a framework that incorporates the improvements developed in the company into a policy which will serve as basis for future analysis and decisions, i. e., it formalizes a virtuous circle for structuring and managing the performance measurement system for lean manufacturing environments.