A definição do mix de produção proporciona a alocação dos recursos produtivos no processo de manufatura, visando a otimização da sua utilização e do desempenho do sistema produtivo o que, por sua vez, em um nível gerencial, norteia a performance da organização. Entretanto, apesar de sua importância, a definição do mix de produção é um problema do tipo NP-Completo, ou seja, de difícil solução. Assim, com o auxílio da Teoria das Restrições - TOC, muitas heurísticas construtivas têm sido apresentadas para fazer frente a esse problema. Nesse sentido, o objetivo deste trabalho é propor uma nova heurística, denominada TOC-SN, baseado na TOC e no problema da mochila, que proporcione melhores soluções quando comparada com as principais heurísticas apresentadas na literatura, a TOC-h de Fredendall e Lea e a TOC-AK de Aryanezhad e Komijan. Para realização dessa comparação foram realizadas experimentações computacionais visando identificar o mix de produção que possibilitasse o maior ganho possível, em situações nas quais não há recursos disponíveis para produção de todos os produtos. Como resultado, observou-se que a TOC-SN obteve uma solução mais satisfatória quando comparada à aplicação das outras heurísticas e à solução ótima o que, em conclusão, evidencia a sua importância na definição de mix de produção. / The product-mix decision make possible to distribute the resources in the manufacture process, with the objective of optimizing the use of the resources and the performance of the productive system. This problem is well-known for being NP-Complete and therefore, most contributions to the topic focus on developing heuristics able to obtain good solutions for the problem in a short CPU time. Then, the objective in this thesis is to propose a new constructive heuristic or the TOC-SN based on the Theory of Constraints - TOC and on the Knapsack Problem that indicates better solutions than the TOC-h heuristic proposed by Fredendall and Lea and the TOC-AK heuristic proposed by Aryanezhad and Komijan. Experimentation computational was accomplished with the objective of testing the heuristics in the definition of product mix that made possible the best throughput in situations with scarcity of productive resources. The computational results indicate that the proposed heuristic obtains better results than the existing heuristic.

As atividades de transporte rodoviário de cargas têm evoluído ao passo em que o mercado exige serviços diferenciados, no que se refere a velocidade, confiabilidade, com custos compatíveis. Circunstâncias que condicionam as empresas prestadoras que atuam no ramo de transportes empenhar esforços na melhoria dos seus processos de gestão, tencionando posicionar-se em um cenário competitivo. Conhecer os processos de maneira sistêmica possibilita tomada de decisões mais assertivas e para tanto, compreender as restrições oriundas das adversidades do mercado e ou perdas que advenham dos procedimentos organizacionais são itens fundamentais para a melhoria da gestão organizacional. Nesta perspectiva, esta dissertação objetivou compreender restrições e perdas no contexto do transporte rodoviário de cargas, tomando como adágio as Teorias das Restrições e o Sistema Toyota de Produção. Para tanto, foi desenvolvido estudo com natureza da pesquisa aplicada, abordagem qualitativa, exploratório e com procedimento técnico estudo de caso. Por meio da categorização, foi possível identificar e analisar informações que em última instância, atenderam os objetivos propostos neste estudo. Os elementos com mais influxo, foram a ruptura na comunicação entre o comando tático da matriz para com as operações de cada uma das unidades estratégicas de negócio, a gestão dos processos de forma eficiente e eficaz entre unidades e as perdas oriundas de avaria, erros de aferição e descaminhos de mercadorias. Os resultados apurados, apontam para as esferas empresarial e acadêmica, por meio da identificação de restrições e perdas, plausíveis de tomada de decisão, melhorias na organização e contribuição científica. / Fundação de Amparo à Pesquisa do Estado do Rio Grande do Sul, FAPERGS / The road transport activities has improved in regarding of market requirements for premium services, what includes speed, reliability, with compatible costs. Some conditions that affect companies that operate in transport sector induces to engage efforts in management process improvements, intending to position themselves in a competitive environment. Knowing the processes in a systemically way enables to make more assertive decisions, and to do so, understand the constraints arising from market adversities and/or losses coming from organizational procedures are essential keys for organizational management improvements. In this perspective, this dissertation aims to understand the constraints and losses in the context of road transport, taking as adage on Theory of Constraints and on Toyota Production System, therefore, was developed a study with applied research essence, qualitative approach, exploratory and technical procedure case study. Through the categorizing, it was possible to identify and analyze information that in the last instance, met the objectives proposed in this study. The elements with most influx were the breakdown in communication between the tactical command of the headquarters towards the operations of each strategic business units, the management of process in an efficient and effective way between units and losses in regarding to damages, measurement errors and waywardness of goods. The results obtained aim to the business and academic environment, by identifying constraints and losses, improvements on making plausible decisions in the organization and scientific contribution.

Submitted by Maryse Santos (maryseeu4@gmail.com) on 2016-08-12T14:50:19Z No. of bitstreams: 1 Dissertação- Newton Pinheiro Bitar.pdf: 4483572 bytes, checksum: cf21569363b0057cb919e6937b19fe02 (MD5) / Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2016-08-26T12:21:05Z (GMT) No. of bitstreams: 1 Dissertação- Newton Pinheiro Bitar.pdf: 4483572 bytes, checksum: cf21569363b0057cb919e6937b19fe02 (MD5) / Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2016-08-26T12:23:36Z (GMT) No. of bitstreams: 1 Dissertação- Newton Pinheiro Bitar.pdf: 4483572 bytes, checksum: cf21569363b0057cb919e6937b19fe02 (MD5) / Made available in DSpace on 2016-08-26T12:23:36Z (GMT). No. of bitstreams: 1 Dissertação- Newton Pinheiro Bitar.pdf: 4483572 bytes, checksum: cf21569363b0057cb919e6937b19fe02 (MD5) Previous issue date: 2009-09-02 / CAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / mmodities, they are looking for process improvements, thus seeking better profits. The profitability of companies is decreasing more and more, due to high competitiveness or lack of quality in their process, because a dynamic with many variations, it becomes a non-deterministic problem. Studies on management philosophies has been important input so that managers can understand the problems in the process and seek the most efficient solutions. When talking about in Production Process, some gaps have been filled with the application of some techniques or adopting some philosophies focused on the management and optimization of production, but in some cases, expected results are not enough. A Production System consists of features that may or may not interact with each other, that is, dependent or not dependent, taking into account the method used, which also depends on the final product. This work provided a minimization of waste, maximize profit, improved the identification of bottleneck, completed the missing gaps, provided a paired use (integrated) Restriction of Theory with Six Sigma, we treat the neck, along with the in-process inventory (inventory), resulting in a gain in production and consequently improving profit. To do this, we use the Theory of Constraints (Theory of Constraints - TOC - 1984, which was created by Israeli physicist Eliyahu Goldratt, so soon after became one of the largest consultants in the Corporate Management Branch), along with Six Sigma (originally developed by Motorola – years 80). The approach was based on the Management of) Bottlenecks), used some statistical tools of Six Sigma for the presentation of results. / Cada vez mais as empresas de Manufatura, principalmente as que produzem commodities, procuram por melhorias de processos, consequentemente buscando melhores lucros. A rentabilidade dessas empresas vem diminuindo cada vez mais, devido à alta competitividade ou a falta de qualidade no seu processo. Em virtude de uma dinâmica com muitas variações, torna-se um problema não determinístico. Os estudos sobre as filosofias de gestão tem sido insumo importante para que os gestores possam entender os problemas no seu processo e buscar as soluções mais eficientes. Em se falando em Processo Produtivo, algumas lacunas vêm sendo preenchidas com as aplicações de algumas técnicas ou a adoção de algumas filosofias voltadas para o Gerenciamento e Otimização da Produção, mas em alguns casos, os resultados esperados não são suficientes. Um Sistema de Produção é constituído por recursos que podem ou não interagir entre si, ou seja, dependentes ou não dependentes, sempre levando em conta o método utilizado, que também depende do produto final. O presente trabalho proporcionou uma minimização de desperdício, maximizou o lucro, melhorou a identificação do gargalo, completou as lacunas faltantes, proporcionou uma utilização pareada (integrada) da Teoria das Restrições junto com Seis Sigma, tratamos o gargalo, junto com o estoque em processo (inventário), resultando assim em um ganho na produção e consequentemente aprimorando o lucro. Para tal, fizemos uso da Teoria das Restrições (Theory of Constraints – TOC – 1984, que foi criada pelo físico israelense Eliyahu Goldratt, tão logo depois tornou-se um dos maiores consultores no ramo de Gestão Empresarial), junto com Seis Sigma (originalmente desenvolvida pela Motorola – Anos 80). A abordagem foi baseada na Gerência do(s) Gargalo(s), utilizou-se algumas ferramentas estatísticas do seis sigma para a apresentação dos resultados.

Identificar a meta, pensar na empresa como um todo e não como um conjunto de partes isoladas, reconhecer e aumentar a capacidade da restrição, são etapas necessárias para a implementação da Theory of Constraints (TOC). Essa utilização, seja por meio de raciocínio lógico ou por meio da metodologia Tambor-Pulmão-Corda, visa racionalizar os processos nas organizações e criar novas abordagens que permitam alavancar a competitividade das organizações. Este trabalho parte da intenção de abordar os princípios e as práticas da Teoria das Restrições, identificando e analisando o impacto da implantação da TOC na gestão da produção. Neste contexto, a pesquisa apresenta um enfoque tanto exploratório, quanto descritivo. Pode ser considerado exploratório, uma vez que a revisão da literatura servirá como referência central para as seguintes discussões - a partir da implantação da TOC, quais as mudanças geradas no processo de gestão de uma empresa, quais as alterações nas rotinas de trabalho, qual a reação da equipe envolvida no processo. É descritivo, por meio da descrição e análise de estudos de caso. Sendo assim, pretende-se a partir do levantamento e avaliação do desempenho organizacional e de pesquisa realizada junto a empresas conceituadas, identificar como essas organizações vêem o papel e importância da TOC, sua relevância, efetividade, bem como os aspectos importantes para sua implementação. / Identifying the goal, thinking of the company as a whole and not as a set of isolated parts, to recognize and to increase the capacity of restriction, are necessary stages for the implementation of the TOC (Theory of Constraints). This utilization, be it by means of logical reasoning or by means of methodology Drum-Buffer-Rope, aims to rationalize the processes in the organizations and to create new approaches that allow for the organizations to leverage competitiveness. This article aims to approach the principles and practices of the Theory of Constraints, identifying and analyzing the impact of implantation of TOC in the production administration. In this context, the research presents an exploratory focus as well as a descriptive one. It can be considered exploratory, being that the literature revision will serve as the main reference for the following discussions - from TOC implantation, what changes are generated in the administration process of a company, what are the alterations in the working routines, what is the reaction of the team involved in the process. It is descriptive, by means of description and analysis of case studies. Thus, it is intended from the rising of information and performance evaluation and of research accomplished along with relevant companies, to identify how these organizations see the role and importance of TOC, its relevance, effectiveness, as well as the important aspects for its implementation.

Nowadays companies face continuous changes. Every change a firm face has to be carefully addressed by everyone in the organization but especially by leaders and the managerial team. However these changes not always produce monetary benefits. A change on the IS might increase productivity in one business area but it might not represent profit to the whole company. There are several change studies which can be used as guide by leaders when im-plementing a change. However none of these theories consider the possibility to improve efficiency as a result of the change. Neither to assure that after the IS change implementation the company‟s profitability increases. The theory of con-straints (TOC) is a useful tool which covers both of the issues mentioned before. This paper will combine several change theories with the theory of constraints. With this mixture of ideas we want to show leaders a new procedure on which they can relay on when dealing with the process of an IS change. This procedure should assure an increment on the productivity produce after the change. But also consider an addition to the company profitability. We studied three change related theories. We then revised the TOC and we com-pared all this recollected information with the way six leaders handled IS changes in their companies. These five companies were Dell, Cisco Systems, Desca, Ericsson, and Nortel. At the end we were able to identify critical success factors which any leader should consider when facing an IS change. These factors cover from the beginning of the IS change, the implementation of it and finally the way to make this change maximize the business performance.

« Theory Of Constraints » (TOC), est le nom donné à une série de techniques de résolution de problèmes et d’aide à la prise de décision créée par le Docteur Eliyahu M. Goldratt dans les années 1980. La TOC n’est ni l’objet de recherches, ni de publications en France. La centralité du concept de contrainte est l’aboutissement d’un processus qui a conduit E. M. Goldratt d’une première posture mécaniste sur le fonctionnement des organisations à une perception systémique dans laquelle ce concept occupe une place prépondérante. C’est l’irruption de ce concept dans le domaine de l’organisation qui va initier le développement de la TOC. La description des expériences menées pendant une période de trois années sert à contextualiser les usages des éléments de la TOC. La description de l’expérimentation fournit de nombreux éléments de réponses à nombre de nos questions de recherche et permet d’évaluer les apports potentiels, mais aussi les limites des pratiques managériales mobilisées. / Theory Of Constraints (TOC) is the name given to tools and techniques dedicated to problem solving and decision making created by Dr. Eliyahu M. Goldratt at the beginning of the 1980s. It is clear that there are neither research, nor publications in France on TOC. The concept of constraint is the outcome of a thinking process which lead E. M. Goldratt from a mechanistic posture on operations in organizations to a systemic perception in which this concept dominates, like in mathematics or linear programming. Experiments for 3 years within a French midsize company lead to the contextualization of the usage of TOC elements. They provide a lot of answers to our research questions and allow the assessment of potential contributions, but also of limitations of TOC management approaches mobilized.

Knowledge translation describes the process of getting knowledge into practice, leading to a healthy workforce and economy. Knowledge translation is particularly challenging at the primary healthcare level, which manifests as a research to practice gap. This research aimed to explore and describe knowledge translation from both a knowledge translation organisation’s and knowledge user’s point of view at the South African primary healthcare level. A qualitative dominant, mixed methods approach was used. Twelve semi-structured interviews were conducted with nine organisations to evaluate their knowledge translation strategies. An online survey collected responses from primary healthcare workers to assess their knowledge needs and preferences. Lastly, the Thinking Processes of Theory of Constraints were applied to the public sector to identify ways in which knowledge translation can be optimised within the Department of Health system. This research found that the organisations’ strategies were inextricably linked to the knowledge translation context. Barriers to knowledge translation in the public and private sector as well as urban and rural areas differed in many respects. Organisations were successful in overcoming many of these barriers, but barriers that reside at the Department of Health (DOH) policy level, remain difficult to address. The 82 survey respondents were mostly doctors from the urban private sector. They represented a distinct subset of practitioners who preferred using the internet to access knowledge and identified no significant barriers to staying up to date. The Thinking Processes identified possible solutions to getting new DOH guidelines into practice in a fast, reliable and coordinated manner. This requires increased collaboration between knowledge translation organisations and the DOH as well as the design of a system for updating the DOH guidelines on an annual basis. / Dissertation (MBA)--University of Pretoria, 2013. / ccgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

D.Phil. (Leadership in Performance and Change) / The desire for organisational competitiveness as a result of factors such as the changing and increasing needs of customers, deregulation, the globalisation of the economy and work, the increasing competition due to globalisation, the need to control costs and increase efficiency, as well as the fast pace of technological advancement, has compelled organisations to embark on changes that take place at a fast and ever-increasing rate. However, it was noted that organisations are not at all succeeding in implementing and institutionalising change initiatives effectively. There is a high failure rate in the implementation of transformational change efforts, and this is attributed to the fact that managers are not well-equipped to deal with challenges associated with the implementation of transformational changes in organisations. As a result of the high failure rate in change implementation, there had been a number of empirical studies conducted, which investigated reasons behind this low success rate. Unfortunately very few studies have focused on the human side of transformational change. Most of the researches have dwelt more on the technical side of change. This quantitative study was then conducted in order to identify and explore the elements and dynamics of transformational change, which can be regarded as constituting the human dimension of transformational change. Specifically, the main objective of this study was to determine the extent to which the elements and dynamics of transformational change (that is, perceptions, reactions, experiences, personal impact, and organisational impact) relate to the status of the change process. This research adopted a two-pronged approach, which incorporated a literature study first, and thereafter an empirical study. The literature study contextualised the elements and dynamics of transformational change within the Correctional Services environment. An overview of transformational change in the Department of Correctional Services was also provided. Based on the results of the literature study, a theoretical model, which hypothesised the relationships between perceptions and experience on one side, and the status of change on the other, was developed and empirically tested. The empirical data was collected by means of two survey questionnaires – one for correctional officials and the other for offenders, which were administered to 1000 correctional officials and 500 offenders. Methodologically, the study was guided by an exploratory, survey, descriptive, correlational and explanatory research designs, which were underpinned by ontological and epistemological perspectives. All completed and returned questionnaires were computed to analyse the responses of the respondents. The results of the analysis of data showed that the DCS change was characterised by positive perceptions; positive, negative and introspective-anxious experiences; negative responses in terms of emotional reactions and resistance; negative personal impact at intrapersonal and interpersonal levels; and positive organisational impact as the key aspects of the elements and dynamics of transformational change. The discussion in this thesis revolves around the above-named elements and dynamics of transformational change. Through performing exploratory and confirmatory factor analyses, a three-factor measurement model which encompassed perception, experience and the status of change, was identified and confirmed. The structural equation modelling found that both perceptions and experiences were the predictors of the status of change.

The project portfolio management process is characterised by a series of stages and gates where a project needs to pass the set criteria at that given point in order to continue to the next phase of the process. In this paper it is postulated that project portfolio management, in a multi-project environment, suffers from a core problem referred to as the release-problem. The release-problem serves as the catalyst that causes seven undesirable effects to occur within the project portfolio management environment. These undesirable effects lead to delays that hamper the rate of work the system is able to complete, complicates managerial decision-making and jeopardises the four desired outcomes of project portfolio management. / Dissertation (MSc)--University of Pretoria, 2007. / Graduate School of Technology Management (GSTM) / MSc / Unrestricted

It is expected from highly technical first line supervisors to manage an underground coal mining production unit and to reach stretched targets when they have very little operational management skills. A myriad of operational management philosophies are available that were not developed for a mining environment as such. These philosophies are focused on company level implementation and not on production unit level. To be used in the mining production unit is therefore necessary to adapt these philosophies. The first line supervisor needs an operational management business model that will assist and guide him/her in managing the production unit in order that production, cost and quality targets can be achieved. The first line supervisor must also be able to adapt quickly to changing requirements. The answer lies in the application of current world-class operational management philosophies to the management of the coal mining production unit. In the thesis an operational management model to assist the first line supervisor is derived from current operational management philosophies. The research approach that was followed is: -- Current world-class operational management philosophies were investigated. -- The management philosophies to be analysed in detail were identified as Total Quality Management, Just-in-Time and Theory of Constraints. -- From these philosophies the key elements to be used in the development of an operational management model for an underground mining production unit were determined. -- These key elements were used as building blocks to develop the mining model. -- The developed model was illustrated utilizing real data from a production section. The developed mining model provides a framework for managing the production unit on a day-to-day basis, but with a long-term vision. To achieve this a strategic and operational level exist in the model, with different focus areas. The purpose of the strategic level is to focus the unit on the requirements of the customer, and to plan for a longer time horizon. The operational level assists the first line supervisor in managing the day-to-day operations of the production unit. The model also provides tools to continuously monitor and improve the performance of the unit. For any new initiative to be successful proper planning, training and an implementation plan are necessary. The planning phase includes change management and creating awareness of the mining model. Training consists of various training modules, presented over the implementation period. Each production unit that is introduced to the mining model follows a predetermined implementation plan with constant feedback on the progress made. The support from top management is actively demonstrated during the implementation period. A phased in rollout of the mining model is prescribed, i.e. not all production units will be introduced to the model at once. The research highlighted the similarities that exist between the three operational management philosophies, leading to a cohesive set of building blocks for the mining model. Where differences between the three philosophies existed the most appropriate approach was selected, based on the evaluation of the elements. This highlights the impact that the evaluation process has on the design of the mining model, and forces one to scrutinize the process for ambiguity and partiality. This is one area where the research can be refined. It is suggested that a cross-functional team is used in the evaluation and design process. To conclude, the mining model developed and illustrated provides the coal mining company with a tool that will assist a highly skilled technical first line supervisor with operational management practices based on world class operational management philosophies. / Dissertation (MSc(Industrial Engineering))--University of Pretoria, 2006. / Industrial and Systems Engineering / unrestricted