Lack of strategies to sustain continuous improvement initiatives to serve the needs of consumers whilst restructuring to conform to regulations has resulted in the collapse of some financial service companies in Ghana. The purpose of this multiple case study was to explore strategies some leaders of financial service companies use to engage employees to sustain continuous improvement initiatives to improve organizational performance. The targeted population comprised 6 senior leaders of financial service companies in Ghana who have engaged employees to sustain organizational continuous improvement initiatives. The conceptual framework for this study was Goldratt's theory of constraint complemented by the transformational leadership theory. Data were collected using semistructured face-to-face interviews, analysis of company reports, and field notes. Based on methodological triangulation and thematic analysis, 3 themes emerged from the study: operational excellence, employee engagement and incentives, and leadership strategies. The implications of these findings for positive social change include the potential to reduce poverty and improve quality of life in Ghana. Business leaders whose organizations attain improved financial performance can direct their efforts to increasing their organization's corporate social responsibility in the communities where they do business by supporting local charities and other initiatives.

Several studies in high-latitude catchments have demonstrated the importance of near-stream riparian zones as hydrogeochemical hotspots with a substantial influence on stream chemistry. An adequate representation of the spatial variability of riparian-zone processes and characteristics is the key for modeling spatio-temporal variations of stream-water quality. This thesis contributes to current knowledge by refining landscape-analysis techniques to describe riparian zones and by introducing a conceptual framework to quantify solute exports from riparian zones. The utility of the suggested concepts is evaluated based on an extensive set of hydrometric and chemical data comprising measurements of streamflow, groundwater levels, soil-water chemistry and stream chemistry. Standard routines to analyze digital elevation models that are offered by current geographical information systems have been of very limited use for deriving hydrologically meaningful terrain indices for riparian zones. A model-based approach for hydrological landscape analysis is outlined, which, by explicitly simulating groundwater levels, allows better predictions of saturated areas compared to standard routines. Moreover, a novel algorithm is presented for distinguishing between left and right stream sides, which is a fundamental prerequisite for characterizing riparian zones through landscape analysis. The new algorithm was used to derive terrain indices from a high-resolution LiDAR digital elevation model. By combining these terrain indices with detailed hydrogeochemical measurements from a riparian observatory, it was possible to upscale the measured attributes and to subsequently characterize the variation of total organic-carbon exports from riparian zones in a boreal catchment in Northern Sweden. Riparian zones were recognized as highly heterogeneous landscape elements. Organic-rich riparian zones were found to be hotspots influencing temporal trends in stream-water organic carbon while spatial variations of organic carbon in streams were attributed to the arrangement of organic-poor and organic-rich riparian zones along the streams. These insights were integrated into a parsimonious modeling approach. An analytical solution of the model equations is presented, which provides a physical basis for commonly used power-law streamflow-load relations. / At the time of doctoral defense, the following papers were unpublished and had a status as follows: Paper 2: In press; Paper 4: Manuscript. / Swedish Research Council (VR, grant no. 2005-4289)

In the process of making carton boards into Skoghall Mill, are great quantities of water being contaminated. This water has to be treated before it is possible to release into the recipient, Kattfjorden. One of the contaminations that is important to extract from the wastewater, is organic carbon (measured as TOC-total organic carbon) because microbiological breakdown can lead to the bottom becomig free of oxygen. The wastewater treatment at Skoghall Mill is done through an external wastewater treatment that is located at the factory. The biological treatment (aerated lagoon) is a 140 000 m3 water pool with surface aerator, which is give oxygen to the water. In the lagoon live microorganisms who performs the biggest part of the TOC-reduction. One problem with the lagoon is that the treatment of TOC is considerably worse during wintertime than during summertime. The reduction is during wintertime only 40 %, while during summertime it is about 70-80 %. This seasonal variation can to a large extent be explained by, that the water temperature in the lagoon decreases wintertime. The low water temperature does that the biological activity in the lagoon is reduced, which reduces the TOC-reduction. A second reason can also be that the microorganisms do not have enough bioavailable nutrients that is needed for growth of a new biomass. In this thesis the need of nutrient has been examined. In two test pools, addings of nutrient were being done, to come to the conclusion of a good dosage of nutrient which would lead to a larger reduction of TOC, without enlarged quantities of nitrogen/phosphorus in the outgoing water. One of the test pools hold a summer temperature (30°C), and the other test pool hold a winter temperature (10°C). The test was performed this way to see if there would be any difference in the need of nutrient between summertime and wintertime. The most important conclusion was that a nutrient dosage to the Skoghall aerated lagoon, rise the TOC-reduction wintertime. It was also concluded that it was foremost the nitrogen that contributed to the raised TOC-reduction, and nitrogen is thereby considered to be the growth restraining element wintertime. It seemed like phosphorus had been overdosed during the tests, while enlarged halts of the substance could be seen in the outgoing water, and an optimal dosage of phosphorus could not be done. The recommendation that came as a results from the tests, was that during wintertime add nitrogen and phosphorus according to TOC:N:P-quota 100:0,75:0,10. To the summer pool was no considerable improvement of the TOC-reduction seen, as a result of the nutrient addings. It is also no reason to dosage nutrients in summertime. / Vid tillverkning av kartong och pappersmassa på Skoghalls Bruk förorenas stora mängder vatten, som därmed måste renas före utsläpp till recipienten, Kattfjorden, en vik i Vänern. En av de föroreningar som är viktig att avlägsna ur avloppsvattnet är organiska kolföreningar (TOC-total organic carbon) eftersom det vid mikrobiologisk nedbrytning av TOC åtgår syre vilket kan leda till att sjöbotten blir syrefri. Rening av avloppsvatten på Skoghall Bruk sker genom en extern reningsanläggning som är placerad på bruket. Det biologiska reningssteget i reningsanläggningen är en s.k. luftad damm. Detta är en 140 000 m3 stor vattenbassäng med ytluftare som syresätter vattnet. I dammen lever mikroorganismer vilka utför den största delen av TOC-reduktionen i brukets reningsanläggning. Ett problem med dammen är att reningen av TOC är betydligt sämre vintertid än sommartid. Reduktionen av det till dammen inkommande TOC, är vintertid endast ca 40 % medan den sommartid ligger kring 70-80 %. Denna årstidsvariation kan till stor del förklaras av att vattentemperaturen i dammen sjunker vintertid. Den låga temperaturen medför att den biologiska aktiviteten i dammen sjunker, vilket hämmar TOC-reduktionen. En annan orsak till en låg TOC-reduktion kan vara att det för mikroorganismerna råder brist på biotillgängliga närsalter (kväve och fosfor) som behövs för tillväxt av ny biomassa. I detta examensarbete har det undersökts behovet av närsalter för att höja TOC-reduktionen. I två laborationsdammar (ca 20 l) skedde doseringar av närsalter i syfte att finna en bra doseringskvot som innebar en ökad reduktion av TOC, utan att det blev förhöjda kväve-/fosforhalter i utgående vatten. En av laborationsdammarna höll sommartemperatur (ca 30°C) och en höll vintertemperatur (ca 10°C) vilket gjordes för att undersöka om det var skillnad av närsaltsbehovet mellan sommar och vintertid. Den viktigaste slutsatsen av försöken var att en närsaltsdosering till Skoghalls luftade damm höjer TOC-reduktion vintertid. Det konstaterades att det var kvävet som främst bidrog till den ökade TOC-reduktionen och kväve anses därmed vara det tillväxtbegränsande ämnet vintertid. Fosfor tycktes ha överdoserats under försöken, då det sågs förhöjda halter i utgående vatten, och en optimal dosering av fosfor kunde inte avgöras. Den rekommendation som föll ut av de laborativa försöken var att vintertid dosera kväve och fosfor enligt TOC:N:P-kvot 100:0,75:0,10. Till sommardammen sågs inte någon förbättring av TOC-reduktionen till följd av närsaltstillsatserna, vilket innebär att närsaltsdoseringar sommartid är obefogat. Vidare sågs tendenser till att slammets sedimentationsegenskaper, hos framförallt vinterdammen, blev bättre till följd av närsaltsdosering, men brist på mätdata medför att det är svårt att dra slutsatser om det verkligen varit så.

Three methodologies are associated with production optimisation, namely, Theory of Constraints (TOC), Lean and Six Sigma – and each boasts with a number of success stories. This dissertation addresses the possibility of implementing all three these methodologies in a specific sequence at an organisation and also sets out to determine the impact of this implementation. A literature survey was conducted on all three stand-alone methodologies as well as on the combined methodology, which is called the Theory of Constrains Lean Six Sigma (TLS). TLS literature suggests that TOC should be implemented first with a view to identify the constraint in an organisation. Lean implementation should follow in order to eliminate any waste in the organisation. Lastly, Six Sigma should be implemented to optimise the process variability. TOC literature explains that The Goal of any organisation is to make money. All other objectives are only the means of achieving The Goal. The literature further indicates that the constraint in any organisation determines the drumbeat, and that this constraint should be managed by means of the Drum-Buffer-Rope methodology. Lean literature points towards 14 Management Principles by means of which an organisation should be managed in order to become a Lean organisation, while Six Sigma literature is concerned with the DMAIC (Define-Measure-Analyse-Improve-Control) methodology used for improvement projects and the belt system that is used to manage these improvement projects. Jonker Sailplanes, a sailplanes manufacturer in Potchefstroom, South Africa, was used as a case study for the implementation of TLS. A description is given of the processes and procedures that were followed before and after the implementation of TLS. The TLS methodology had to be adapted in order to meet the specific needs of Jonker Sailplanes into an adapted 14-step TLS implementation plan. After implementing TOC and Lean at Jonker Sailplanes, it was found that the organisation was not ready for the transition from Lean projects to Six Sigma projects. The implementation of Six Sigma was therefore referred for future research. One of the most significant findings of the current study was the very positive impact that the implementation of TLS had on the organisation: the production tempo (throughput) of the organisation has increased while the operating expenses per aircraft have decreased. This confirms that the profit per aircraft has increased. A critical evaluation of the implementation of the TLS methodology can therefore maintain that the implementation of TLS at Jonker Sailplanes was a success since the production tempo (throughput) and the organisational profit were increased and the implementation of the methodology was done with relative ease. In terms of interpreting results it was also necessary to set out how Jonker Sailplanes proceeded from a prototyping environment to a production setup, and how specifically identifying the constraint helped to achieve this transition. Furthermore, is it argued that when Lean is implemented before TOC, this could move the organisation away from The Goal, which is to make money. The interpretation of findings suggests that the procedure followed at Jonker Sailplanes was the most appropriate one. Finally, recommendations are made for future studies in terms of how to further improve the impact of the TLS implementation at Jonker Sailplanes. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.

Three methodologies are associated with production optimisation, namely, Theory of Constraints (TOC), Lean and Six Sigma – and each boasts with a number of success stories. This dissertation addresses the possibility of implementing all three these methodologies in a specific sequence at an organisation and also sets out to determine the impact of this implementation. A literature survey was conducted on all three stand-alone methodologies as well as on the combined methodology, which is called the Theory of Constrains Lean Six Sigma (TLS). TLS literature suggests that TOC should be implemented first with a view to identify the constraint in an organisation. Lean implementation should follow in order to eliminate any waste in the organisation. Lastly, Six Sigma should be implemented to optimise the process variability. TOC literature explains that The Goal of any organisation is to make money. All other objectives are only the means of achieving The Goal. The literature further indicates that the constraint in any organisation determines the drumbeat, and that this constraint should be managed by means of the Drum-Buffer-Rope methodology. Lean literature points towards 14 Management Principles by means of which an organisation should be managed in order to become a Lean organisation, while Six Sigma literature is concerned with the DMAIC (Define-Measure-Analyse-Improve-Control) methodology used for improvement projects and the belt system that is used to manage these improvement projects. Jonker Sailplanes, a sailplanes manufacturer in Potchefstroom, South Africa, was used as a case study for the implementation of TLS. A description is given of the processes and procedures that were followed before and after the implementation of TLS. The TLS methodology had to be adapted in order to meet the specific needs of Jonker Sailplanes into an adapted 14-step TLS implementation plan. After implementing TOC and Lean at Jonker Sailplanes, it was found that the organisation was not ready for the transition from Lean projects to Six Sigma projects. The implementation of Six Sigma was therefore referred for future research. One of the most significant findings of the current study was the very positive impact that the implementation of TLS had on the organisation: the production tempo (throughput) of the organisation has increased while the operating expenses per aircraft have decreased. This confirms that the profit per aircraft has increased. A critical evaluation of the implementation of the TLS methodology can therefore maintain that the implementation of TLS at Jonker Sailplanes was a success since the production tempo (throughput) and the organisational profit were increased and the implementation of the methodology was done with relative ease. In terms of interpreting results it was also necessary to set out how Jonker Sailplanes proceeded from a prototyping environment to a production setup, and how specifically identifying the constraint helped to achieve this transition. Furthermore, is it argued that when Lean is implemented before TOC, this could move the organisation away from The Goal, which is to make money. The interpretation of findings suggests that the procedure followed at Jonker Sailplanes was the most appropriate one. Finally, recommendations are made for future studies in terms of how to further improve the impact of the TLS implementation at Jonker Sailplanes. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.

Thesis (MScEng (Industrial Engineering))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: Concurrent and distributed business processes are becoming the norm in many organisations. Current modelling techniques do not address the problems faced by concurrent business processes sufficiently. We showhowmodel checking is applied to business processes to prove behavioural properties to address the aforementioned shortcomings. A method of abstraction is required to construct business process models that can be model checked. In this thesis we show the suitability of the Logical Thinking Process as an abstraction tool. We call the combination of the Logical Thinking Process and model checking the Complexity Alleviation Method (CAM). We apply CAM to two well-known supply chain and manufacturing problems, and insightful results are obtained. This leads us to the conclusion that CAM allows for the quicker modelling of business processes, as well as providing problem-specific and proven solutions in amanner not possible with simulation or other techniques. / AFRIKAANSE OPSOMMING: Gelyklopende en verspreide besigheidsprosesse word ’n alledaagse verskynsel in menigte instansies. Huidige modelleringstegnieke is nie in staat om die probleme geassosieer met gelyklopende besigheidsprosesse aan te spreek nie. Ons wys hoe model model verifikasie (“model checking”) toegepas word op besigheidsprosesse om gedragseienskappe te bewys en sodoende die voorgenoemde tekortkominge aan te spreek. ’nMetode van abstraksie word benodig ombesigheidsprosesmodelle, wat verifieerbaar is, te konstrueer. In hierdie verhandeling word die geskiktheid van die Logiese Denkproses (“the Logical Thinking Process”) as abstraksie gereedskap aangetoon. Ons noem die kombinasie van die Logiese Denkproses en model verifikasie Kompleksiteitsverligtingsmetodologie (CAM). Ons pas CAM op twee welbekende aanbodketting- en vervaardigingsprobleme toe en insiggewende resultate is verkry. Dit lei ons tot die gevolgtrekking dat CAM vinniger konstruering van modelle te weeg bring, sowel as probleem spesifieke en bewysbare oplossings verskaf wat nie moontlik ismet simulasie of ander tegnieke nie.

Submitted by TIAGO DA CUNHA JORGE null (tiago.jorge1984@gmail.com) on 2018-01-09T15:54:47Z No. of bitstreams: 1 Dissertacao Final Tiago da Cunha Jorge.pdf: 4224244 bytes, checksum: a8bc587a448d3ec8a242dfd59cfc9591 (MD5) / Approved for entry into archive by Maria Marlene Zaniboni null (zaniboni@bauru.unesp.br) on 2018-01-10T13:10:39Z (GMT) No. of bitstreams: 1 jorge_tc_me_bauru.pdf: 4224244 bytes, checksum: a8bc587a448d3ec8a242dfd59cfc9591 (MD5) / Made available in DSpace on 2018-01-10T13:10:39Z (GMT). No. of bitstreams: 1 jorge_tc_me_bauru.pdf: 4224244 bytes, checksum: a8bc587a448d3ec8a242dfd59cfc9591 (MD5) Previous issue date: 2017-11-30 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / O presente trabalho tem como objetivo avaliar, por meio de simulação computacional, a regra de sequenciamento de ordens de produção recomendada pelo método Tambor-Pulmão-Corda Simplificado/Gerenciamento do Pulmão (Simplified Drum-Buffer-Rope / Buffer Management - S-DBR/BM) aplicado em ambientes de produção para estoque. Esta aplicação recebe o nome de Make to Availability (MTA), pois visa a um compromisso de atendimento da demanda baseado na pronta-entrega de produtos acabados. Para tanto, tal regra será comparada com as regras de sequenciamento da produção SPT (Shortest Processing Time), FIFO (First in First Out) e random. Para cumprir tal objetivo, será simulada uma fábrica real de manufatura contendo diferentes níveis de demanda e diferentes níveis de coeficiente de variação (CV) da demanda. A variável dependente utilizada para comparação dos desempenhos é o fill rate, que mensura o atendimento da demanda a partir do estoque de produtos acabados. Os resultados indicam que a regra S-DBR/MTA supera os demais métodos em todos os cenários simulados e também que cenários com menor CV da demanda apresentaram melhor fill rate médio que aqueles com maior CV. / This dissertation evaluated by computer simulation the production order sequencing rule recommended by the Simplified Drum-Buffer-Rope (S-DBR) applied in make-to-stock environments, called Make to Availability (MTA). MTA method aims at a commitment to meet demand based on the finished products prompt delivery. For this purpose, we compared it with SPT (Shortest Processing Time) sequencing heuristic, FIFO (First In First Out) and random sequencing rules, through demand patterns variations of a real factory. Fill rate was the dependent variable used to compare performances, which is the percentage of demand that is fulfilled directly out of the finished product stock. We show that S-DBR / MTA sequencing rule overcame all other sequencing rules and SPT had the worst fill rate.

A produção de matérias-primas minerais é feita através de tecnologia conhecida mundialmente. No entanto, a crescente competição econômica mundial faz com que este domínio tecnológico não seja, por si só, suficiente para assegurar a sobrevivência das empresas de mineração. É necessário, também, que os métodos de gestão utilizados pela indústria de mineração estejam alinhados com a lógica da competitividade, visando maximizar os resultados econômicos financeiros das organizações como forma de sustentação no cenário globalizado atual. Esta tese está relacionada com a maximização dos resultados passíveis de serem alcançados nas indústrias de mineração, a ser obtida através de uma forma de gestão que integre a tecnologia intrínseca da Engenharia de Minas com a tecnologia de gestão da Engenharia de Produção. Esta integração é realizada através de um Modelo de Gestão Integrada, proposto nesta tese. A construção deste modelo teve como ponto de partida a experiência realizada pelo autor desta tese na mineração de fluorita no final dos anos 90, quando foram implementados alguns conceitos de Engenharia de Produção nesta atividade mineral.A partir desta experiência, sedimentada com a agregação de conceitos teóricos, foram selecionados três outros cenários na indústria de mineração para o desenvolvimento desta tese, nos quais foram utilizadas duas metodologias de pesquisa. Na mineração de calcário e na mineração de ametista, a Pesquisa-Ação foi a metodologia de pesquisa selecionada, enquanto que na mineração de carvão utilizou-se o Estudo de Caso. Na mineração de fluorita, a implementação de melhorias no processo de produção, devido à integração dos dois ramos da Engenharia considerados, resultou na redução dos gastos totais por tonelada de produto final, em função da eliminação de perdas no sistema de produção. A empresa transformou-se em uma organização de aprendizagem. Na mineração de calcário, a disseminação de conhecimentos da Engenharia de Produção através de processos de aprendizagem, propiciou o desenvolvimento de uma visão sistêmica do processo de produção por parte dos colaboradores, bem como a implementação de uma forma de gestão com o objetivo de otimizar o uso da capacidade existente. Neste cenário foi considerado, também, o desenvolvimento de novos produtos. Na mineração de ametista, o modelo de gestão proposto propiciou a realização de melhorias não somente no fluxo de produção, mas tambémna qualidade de vida dos trabalhadores devido à melhoria nas condições de trabalho desta atividade mineral. Na mineração de carvão, este trabalho procurou evidenciar a importância de se desenvolver novos produtos buscando a plena utilização da capacidade instalada. Neste cenário foram abordadas, também, questões relacionadas com o controle do meio ambiente. A análise e o estudo dos quatro cenários resultaram na construção de uma estrutura de mudanças e de um processo de mudanças para o Modelo de Gestão Integrada. A estrutura de mudanças do modelo é suportada pela integração das técnicas de lavra e beneficiamento mineral com as técnicas de gestão bem como pela inovação, que pode ser de produtos, serviços, métodos e mercado e, ainda, na forma de como é feita a gestão na Organização. Ela propicia a obtenção de melhores resultados nas organizações através da maior utilização dos ativos, com a ampliação do mercado, a redução dos custos operacionais e o aumento do lucro.O processo de mudanças do modelo tem início a partir da realização de um diagnóstico situacional para avaliar a sinergia existente na empresa entre os dois ramos da Engenharia considerados e tende a transformar a mesma em uma organização de aprendizagem para assimilação, integração e sedimentação dos conceitos, técnicas e ferramentas de Engenharia de Minas e de Engenharia de Produção. / Mineral raw material production is done through a well known worldwide technology. However, the technological domain seems to be insufficient to cope with the survival of mining industries in view of the increasing world economic competition. In addition, it is necessary that the management methods adopted by the mining industry be aligned with the logic of competitiveness aiming to maximize the financial and economic outcomes of the organizations as a way of supporting themselves in the current globalized scenario. This thesis deals with the maximization of outcomes to be achieved in the mining industries through a form of management that integrates Mining Engineering intrinsic technology with managing technology from Industrial Engineering. This integration is carried out through an Integrated Management Model proposed. The model was first devised by the author in the fluorspar mining in the late 90’s as some concepts from Industrial Engineering were being implemented. Drawing on the author’s experience, rooted in the aggregation of theoretical concepts, three other sites in the mining industry were chosen as a scenario for the work where two research methods were used. As for limestone and amethyst mining, the Survey-Action method was applied, while Case Study was used for coal mining. For fluorspar mining, the improvement in production based upon the integration of the Engineering areas resulted in a reduction of the total costs per ton for finished product, allowing the elimination of waste in such production system. The company became a learning organization. For limestone mining, the Industrial Engineering knowledge spread through learning steps provided a systemic view of the production process and implemented a management approach aiming to optimize the use of the existing capacity. In this setting, the development of new products was also taken into account. For amethyst mining, the management model provided improvements in the production flow and also improved the employee’s life quality due to better working conditions. In the last case study, coal mining, this work attempted to emphasize the importance of developing new products by using the company’s full capacity. In addition, issues related to environmental polution control were addressed. The analysis and study of the four scenarios led to the construction of a structure and a process of changes for the Integrated ManagementModel. The model changing structure is supported by the integration of mining and processing techniques with management through the innovation of products, services, methods and market. It provides better outcomes with the expansion of market share, operational costs reduction and higher profitability. The model changing process starts by a situational diagnostic to access the existing synergy between the two areas of Engineering previously mentioned and tends to transform the same into a learning organization to assimilate, integrate and consolidate the concepts, techniques and tools from Mining Engineering and Industrial Engineering.

A produção de matérias-primas minerais é feita através de tecnologia conhecida mundialmente. No entanto, a crescente competição econômica mundial faz com que este domínio tecnológico não seja, por si só, suficiente para assegurar a sobrevivência das empresas de mineração. É necessário, também, que os métodos de gestão utilizados pela indústria de mineração estejam alinhados com a lógica da competitividade, visando maximizar os resultados econômicos financeiros das organizações como forma de sustentação no cenário globalizado atual. Esta tese está relacionada com a maximização dos resultados passíveis de serem alcançados nas indústrias de mineração, a ser obtida através de uma forma de gestão que integre a tecnologia intrínseca da Engenharia de Minas com a tecnologia de gestão da Engenharia de Produção. Esta integração é realizada através de um Modelo de Gestão Integrada, proposto nesta tese. A construção deste modelo teve como ponto de partida a experiência realizada pelo autor desta tese na mineração de fluorita no final dos anos 90, quando foram implementados alguns conceitos de Engenharia de Produção nesta atividade mineral.A partir desta experiência, sedimentada com a agregação de conceitos teóricos, foram selecionados três outros cenários na indústria de mineração para o desenvolvimento desta tese, nos quais foram utilizadas duas metodologias de pesquisa. Na mineração de calcário e na mineração de ametista, a Pesquisa-Ação foi a metodologia de pesquisa selecionada, enquanto que na mineração de carvão utilizou-se o Estudo de Caso. Na mineração de fluorita, a implementação de melhorias no processo de produção, devido à integração dos dois ramos da Engenharia considerados, resultou na redução dos gastos totais por tonelada de produto final, em função da eliminação de perdas no sistema de produção. A empresa transformou-se em uma organização de aprendizagem. Na mineração de calcário, a disseminação de conhecimentos da Engenharia de Produção através de processos de aprendizagem, propiciou o desenvolvimento de uma visão sistêmica do processo de produção por parte dos colaboradores, bem como a implementação de uma forma de gestão com o objetivo de otimizar o uso da capacidade existente. Neste cenário foi considerado, também, o desenvolvimento de novos produtos. Na mineração de ametista, o modelo de gestão proposto propiciou a realização de melhorias não somente no fluxo de produção, mas tambémna qualidade de vida dos trabalhadores devido à melhoria nas condições de trabalho desta atividade mineral. Na mineração de carvão, este trabalho procurou evidenciar a importância de se desenvolver novos produtos buscando a plena utilização da capacidade instalada. Neste cenário foram abordadas, também, questões relacionadas com o controle do meio ambiente. A análise e o estudo dos quatro cenários resultaram na construção de uma estrutura de mudanças e de um processo de mudanças para o Modelo de Gestão Integrada. A estrutura de mudanças do modelo é suportada pela integração das técnicas de lavra e beneficiamento mineral com as técnicas de gestão bem como pela inovação, que pode ser de produtos, serviços, métodos e mercado e, ainda, na forma de como é feita a gestão na Organização. Ela propicia a obtenção de melhores resultados nas organizações através da maior utilização dos ativos, com a ampliação do mercado, a redução dos custos operacionais e o aumento do lucro.O processo de mudanças do modelo tem início a partir da realização de um diagnóstico situacional para avaliar a sinergia existente na empresa entre os dois ramos da Engenharia considerados e tende a transformar a mesma em uma organização de aprendizagem para assimilação, integração e sedimentação dos conceitos, técnicas e ferramentas de Engenharia de Minas e de Engenharia de Produção. / Mineral raw material production is done through a well known worldwide technology. However, the technological domain seems to be insufficient to cope with the survival of mining industries in view of the increasing world economic competition. In addition, it is necessary that the management methods adopted by the mining industry be aligned with the logic of competitiveness aiming to maximize the financial and economic outcomes of the organizations as a way of supporting themselves in the current globalized scenario. This thesis deals with the maximization of outcomes to be achieved in the mining industries through a form of management that integrates Mining Engineering intrinsic technology with managing technology from Industrial Engineering. This integration is carried out through an Integrated Management Model proposed. The model was first devised by the author in the fluorspar mining in the late 90’s as some concepts from Industrial Engineering were being implemented. Drawing on the author’s experience, rooted in the aggregation of theoretical concepts, three other sites in the mining industry were chosen as a scenario for the work where two research methods were used. As for limestone and amethyst mining, the Survey-Action method was applied, while Case Study was used for coal mining. For fluorspar mining, the improvement in production based upon the integration of the Engineering areas resulted in a reduction of the total costs per ton for finished product, allowing the elimination of waste in such production system. The company became a learning organization. For limestone mining, the Industrial Engineering knowledge spread through learning steps provided a systemic view of the production process and implemented a management approach aiming to optimize the use of the existing capacity. In this setting, the development of new products was also taken into account. For amethyst mining, the management model provided improvements in the production flow and also improved the employee’s life quality due to better working conditions. In the last case study, coal mining, this work attempted to emphasize the importance of developing new products by using the company’s full capacity. In addition, issues related to environmental polution control were addressed. The analysis and study of the four scenarios led to the construction of a structure and a process of changes for the Integrated ManagementModel. The model changing structure is supported by the integration of mining and processing techniques with management through the innovation of products, services, methods and market. It provides better outcomes with the expansion of market share, operational costs reduction and higher profitability. The model changing process starts by a situational diagnostic to access the existing synergy between the two areas of Engineering previously mentioned and tends to transform the same into a learning organization to assimilate, integrate and consolidate the concepts, techniques and tools from Mining Engineering and Industrial Engineering.

A produção de matérias-primas minerais é feita através de tecnologia conhecida mundialmente. No entanto, a crescente competição econômica mundial faz com que este domínio tecnológico não seja, por si só, suficiente para assegurar a sobrevivência das empresas de mineração. É necessário, também, que os métodos de gestão utilizados pela indústria de mineração estejam alinhados com a lógica da competitividade, visando maximizar os resultados econômicos financeiros das organizações como forma de sustentação no cenário globalizado atual. Esta tese está relacionada com a maximização dos resultados passíveis de serem alcançados nas indústrias de mineração, a ser obtida através de uma forma de gestão que integre a tecnologia intrínseca da Engenharia de Minas com a tecnologia de gestão da Engenharia de Produção. Esta integração é realizada através de um Modelo de Gestão Integrada, proposto nesta tese. A construção deste modelo teve como ponto de partida a experiência realizada pelo autor desta tese na mineração de fluorita no final dos anos 90, quando foram implementados alguns conceitos de Engenharia de Produção nesta atividade mineral.A partir desta experiência, sedimentada com a agregação de conceitos teóricos, foram selecionados três outros cenários na indústria de mineração para o desenvolvimento desta tese, nos quais foram utilizadas duas metodologias de pesquisa. Na mineração de calcário e na mineração de ametista, a Pesquisa-Ação foi a metodologia de pesquisa selecionada, enquanto que na mineração de carvão utilizou-se o Estudo de Caso. Na mineração de fluorita, a implementação de melhorias no processo de produção, devido à integração dos dois ramos da Engenharia considerados, resultou na redução dos gastos totais por tonelada de produto final, em função da eliminação de perdas no sistema de produção. A empresa transformou-se em uma organização de aprendizagem. Na mineração de calcário, a disseminação de conhecimentos da Engenharia de Produção através de processos de aprendizagem, propiciou o desenvolvimento de uma visão sistêmica do processo de produção por parte dos colaboradores, bem como a implementação de uma forma de gestão com o objetivo de otimizar o uso da capacidade existente. Neste cenário foi considerado, também, o desenvolvimento de novos produtos. Na mineração de ametista, o modelo de gestão proposto propiciou a realização de melhorias não somente no fluxo de produção, mas tambémna qualidade de vida dos trabalhadores devido à melhoria nas condições de trabalho desta atividade mineral. Na mineração de carvão, este trabalho procurou evidenciar a importância de se desenvolver novos produtos buscando a plena utilização da capacidade instalada. Neste cenário foram abordadas, também, questões relacionadas com o controle do meio ambiente. A análise e o estudo dos quatro cenários resultaram na construção de uma estrutura de mudanças e de um processo de mudanças para o Modelo de Gestão Integrada. A estrutura de mudanças do modelo é suportada pela integração das técnicas de lavra e beneficiamento mineral com as técnicas de gestão bem como pela inovação, que pode ser de produtos, serviços, métodos e mercado e, ainda, na forma de como é feita a gestão na Organização. Ela propicia a obtenção de melhores resultados nas organizações através da maior utilização dos ativos, com a ampliação do mercado, a redução dos custos operacionais e o aumento do lucro.O processo de mudanças do modelo tem início a partir da realização de um diagnóstico situacional para avaliar a sinergia existente na empresa entre os dois ramos da Engenharia considerados e tende a transformar a mesma em uma organização de aprendizagem para assimilação, integração e sedimentação dos conceitos, técnicas e ferramentas de Engenharia de Minas e de Engenharia de Produção. / Mineral raw material production is done through a well known worldwide technology. However, the technological domain seems to be insufficient to cope with the survival of mining industries in view of the increasing world economic competition. In addition, it is necessary that the management methods adopted by the mining industry be aligned with the logic of competitiveness aiming to maximize the financial and economic outcomes of the organizations as a way of supporting themselves in the current globalized scenario. This thesis deals with the maximization of outcomes to be achieved in the mining industries through a form of management that integrates Mining Engineering intrinsic technology with managing technology from Industrial Engineering. This integration is carried out through an Integrated Management Model proposed. The model was first devised by the author in the fluorspar mining in the late 90’s as some concepts from Industrial Engineering were being implemented. Drawing on the author’s experience, rooted in the aggregation of theoretical concepts, three other sites in the mining industry were chosen as a scenario for the work where two research methods were used. As for limestone and amethyst mining, the Survey-Action method was applied, while Case Study was used for coal mining. For fluorspar mining, the improvement in production based upon the integration of the Engineering areas resulted in a reduction of the total costs per ton for finished product, allowing the elimination of waste in such production system. The company became a learning organization. For limestone mining, the Industrial Engineering knowledge spread through learning steps provided a systemic view of the production process and implemented a management approach aiming to optimize the use of the existing capacity. In this setting, the development of new products was also taken into account. For amethyst mining, the management model provided improvements in the production flow and also improved the employee’s life quality due to better working conditions. In the last case study, coal mining, this work attempted to emphasize the importance of developing new products by using the company’s full capacity. In addition, issues related to environmental polution control were addressed. The analysis and study of the four scenarios led to the construction of a structure and a process of changes for the Integrated ManagementModel. The model changing structure is supported by the integration of mining and processing techniques with management through the innovation of products, services, methods and market. It provides better outcomes with the expansion of market share, operational costs reduction and higher profitability. The model changing process starts by a situational diagnostic to access the existing synergy between the two areas of Engineering previously mentioned and tends to transform the same into a learning organization to assimilate, integrate and consolidate the concepts, techniques and tools from Mining Engineering and Industrial Engineering.