Submitted by Jorge Silva (jorgelmsilva@ufrrj.br) on 2017-05-26T19:13:24Z No. of bitstreams: 1 2016 - Rodrigo da Cruz Ramos.pdf: 2018893 bytes, checksum: 08eae5e64c7e9bff8fd286f11da0a484 (MD5) / Made available in DSpace on 2017-05-26T19:13:24Z (GMT). No. of bitstreams: 1 2016 - Rodrigo da Cruz Ramos.pdf: 2018893 bytes, checksum: 08eae5e64c7e9bff8fd286f11da0a484 (MD5) Previous issue date: 2016-04-29 / The economic situation in Brazil, and the demand fall in the automotive industry generated a strong increase in competitiveness in the sector, forcing companies to become increasingly lean. In this sense, companies are investing in the application of the concepts of Lean Manufacturing. However, to achieve excellence, companies need to expand these concepts to the administrative environment. From this context, arises the question of how Lean practices can contribute to improve the performance of administrative processes. In administrative activities, the application Lean Manufacturing tools and principles is known as Lean Office. The objective of this research is to present the contribution of the Lean Office concepts to reduce the lead time of administrative process of quoting and issuing purchase orders of custom vehicles. For this purpose, the theoretical referencial is based on Lean principles, in the methodological approach of Value Stream Management proposed by Tapping and Shuker in order to facilitate the implementation of Lean Office, and in the Laureau classification of the waste found in the administrative environment. The methodology used in this work was the method of action research, the data collection instruments used were participant observation, document research and field research through semi-structured interviews. The participation of the responsible for the activities related to the processes surveyed allowed to map the current status, identify problems and waste of the process, design the future state, develop and implement an action plan to solve the problems identified. The main results are the reduction of waste around 80% and the decrease the lead time of process around 80%, providing the an efficient gain in the use of resources and increasing the company's competitiveness, demonstrating the effectiveness. / A conjuntura econ?mica do pa?s e a queda de demanda da ind?stria automobil?stica geraram um forte aumento da competitividade no setor, obrigando as empresas a se tornarem cada vez mais enxutas. Nesse sentido, as empresas est?o intensificando a aplica??o dos conceitos do Lean Manufacturing. Entretanto, para alcan?ar a excel?ncia, ? necess?rio expandir estes conceitos para o ambiente administrativo. A partir desse contexto, surge o questionamento de como as pr?ticas Lean podem contribuir para melhorar o desempenho de processos administrativos. Nas atividades administrativas, a aplica??o dos princ?pios e ferramentas oriundos do Lean Manufacturing ? conhecida como Lean Office (escrit?rio enxuto). O objetivo desta pesquisa ? apresentar a contribui??o dos conceitos do Lean Office para reduzir o lead time dos servi?os administrativos de cota??o e emiss?o de pedidos de compras de ve?culos customizados em uma montadora. Para tal, o referencial te?rico baseia-se nos princ?pios do Lean, na abordagem metodol?gica de Gerenciamento de Fluxo de Valor (Value Stream Management) proposta por Tapping e Shuker para facilitar a implementa??o do Lean Office, e na classifica??o de Laureau dos desperd?cios encontrados no ambiente administrativo. A metodologia aplicada neste trabalho foi o m?todo de pesquisa-a??o, utilizando-se, como instrumentos de coleta de dados, a observa??o participante, a pesquisa documental, e a pesquisa de campo por meio de entrevistas semi-estruturadas. A participa??o dos respons?veis pelas atividades relacionadas aos processos pesquisados permitiu mapear o estado atual, identificar os problemas e desperd?cios do processo, desenhar o estado futuro, desenvolver e implementar um plano de a??es para solucionar os problemas identificados. Os principais resultados obtidos s?o a redu??o de desperd?cios em torno de 80% e diminui??o do lead time do processo em torno de 77%, proporcionando a utiliza??o mais eficiente de recursos e o aumento da competitividade da empresa.

No description available.

Thesis (MScEng)-- Stellenbosch University, 2013. / ENGLISH ABSTRACT: It has been postulated that lean thinking principles can be successfully applied to any industry. Following on that postulation, there have been great advances in the area of lean thinking outside the “traditional” domain of manufacturing. One such advancement has been in the area of maintenance operations where lean thinking has been used through the concept of lean maintenance. However, a problem lies in the fact that the work that has been done so far has been largely limited to the manufacturing environment where lean maintenance is practised as a prerequisite for lean manufacturing. Little evidence exists of the use of frameworks or models that can test, let alone apply, lean thinking in operational maintenance environments outside of the manufacturing context. The main objective of this research was to come up with a framework, based on lean thinking tools and relevant performance measures, which will prove the applicability or otherwise, of lean thinking in an operational maintenance environment outside the traditional domain of manufacturing. A case study of the rolling stock section of the Salt River depot of PRASA, Metrorail, which is a typical non-traditional domain for lean thinking, was used to build and verify the framework. The Analytic Hierarchy Process (AHP) together with the Quality Function Deployment (QFD) process, is used in building and quantifying the judgements made in developing elements of the framework. The Value Stream Management process is used to predict the possible outcomes of using the proposed framework in the case study. The study was based on the hypothesis that lean thinking can also be applicable to non-manufacturing oriented maintenance organisations. The ensuing framework is used to make the argument for the use of the lean thinking approach in non-manufacturing oriented maintenance environments and hence expand the body of knowledge in this subject area. It also provides a roadmap for PRASA, Metrorail and other similar maintenance organisations in the rail industry to streamline and improve current operations through value addition and waste elimination efforts. / AFRIKAANSE OPSOMMING: Daar word bespiegel dat die beginsels van besparende denke (“lean thinking”) suksesvol toegepas kan word op enige industrie. As gevolg van hierdie hipotese is daar groot vooruitgang op die gebied van besparende denke buite die “tradisionele” gebied van vervaardiging. Een sodanige vooruitgang is op die gebied van die verrigting van instandhouding waar besparende denke bekend is as die konsep van “lean maintenance”. Die problem is dat die vooruitgang tot dusver beperk is tot die vervaardigingsomgewing waar besparende instandhouding beskou word as ‟n vereisde vir besparende vervaardiging. Daar word min gebruik gemaak van raamwerke of modelle om besparende denke te toets of om dit toe te pas in instandhoudingsomgewings buite die vervaardigingskonteks. Die hoofdoelwit van hierdie navorsing is om te vore te kom wet ‟n raamwerk wat gegrond is op besparende denke en relevante prestasie maatstawwe, en wat die toepaslikheid van besparende denke , al dan nie, op die verrigting van instandhouding buite die tradisionele gebied van vervaardiging sal bewys. ‟n Gevalle studie van die Soutrivier Depot van PRASA Metrorail, wat tipies is van ‟n nie-tradisionele gebied vir besparende denke, is gebruik vir die bou en stawing van die raamwerk. Die analitiese hiëragiese proses (AHP) tesame met die kwaliteits funksionele ontplooiing (QFD) proses word gebruik in die kies van elemente vir die raamwerk. Die waarde stroom bestuursproses word gebruik om die moontlik uitkomste van die gebruik van die voorgestelde raamwerk, te voorspel. Die studie is gegrond op die hipotese dat besparende denke ook toegepas kan word op nie-vervaarding-georienteerde instandhoudingsorganisasies. Die raamwerk word gebruik om te bewys dat die besparende denke benadering gebruik kan word in nie-vervaardiging–georienteerde instandhoudingsomgewings en dus kennis hieroor uit te brei. Die raamwerk kan ook gebruik word as ‟n padkaart deur Metrorail en ander soortgelyke instandhoudingsorganisasies in die spoorweg industrie, om hulle huidige werksverrigting deur waarde toevoeging te verbeter en om verkwisting te voorkom.

Effective and reliable delivery of services provides long-term performance to an organization. Inorder to create effective and reliable deliveries, activities that do not create value for the customer,namely the wastes, need to be reduced or eliminated. Value Stream mapping is a Leanmanagement tool that aims to clean processes from the wastes. With this as a starting point, studieshave previously been conducted to customize the tool for use on service processes. The studyresulted in Service value stream management, a model implemented in six steps. When the modelis applied in service processes, there is a wide variety of problems that may occur, it is therefore considered not possible to collect all problems in order to provide suggestions for improvements. This study aims to investigate whether the tool can be modified to better suit an internal serviceprocess in the pulp and paper industry. The literature review that has been conducted, revealedthat the existing model does not contain certain, according to the theory, important elementsadapted for Lean service. Beside the waste and tools that the model already consists of, fourrelevant wastes and twelve tools were found during the literature review. Other interestingcomponents that emerged through the literature review, were the views of what an organizationshould learn about and how successes should be measured. In order to fulfill the purpose of ourstudy, the Lean tool Service value stream management, was tested with the additions found duringthe literature review. The test was conducted at an internal service process at a case company tosee if there is evidence to add or remove some of the new wastes, tools or components to themodel. At the case company, data was collected through interviews and observations as well asthrough a survey. The study resulted in the 5K-model which consists five steps to eliminate andreduce wastes. With this model, organizations in the pulp and paper industry should be able tocreate higher efficiency in their internal service processes. To visualize and measure efficiency, amathematical formula was developed that could be considered useful even outside the 5K model.