Orientador: Maria Carolina de Azevedo Ferreira de Souza / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-07-31T18:19:47Z (GMT). No. of bitstreams: 1 Ferreira_AnaGlauciaVasconcelos_M.pdf: 7261742 bytes, checksum: 71d24f5259fc7ce4c92c159af99e0cdc (MD5) Previous issue date: 2001 / Resumo: A reestruturação do Setor Elétrico nacional e o processo de privatização parcial das energéticas de São Paulo trouxeram para as empresas estatais de geração, transmissão e distribuição de energia elétrica, a necessidade de adotar um posicionamento competitivo no novo mercado de energia, menos estável e menos estruturado, no qual novas variáveis foram inseridas. No caso da CTEEP - Companhia de Transmissão de Energia Elétrica Paulista (empresa originária da cisão parcial da CESP - Companhia Energética de São Paulo e que permaneceu estatal), a preparação para esse processo exigiu a adoção de estratégias que foram muito além da reestruturação e cisão. A principal preocupação foi a de preservar sua posição no mercado, de forma competitiva e saudável. A possibilidade de prever as mudanças e de preparar-se antecipadamente para elas foi um fator determinante para que todo o processo pudesse ser realizado sem traumas internos, por meio de um posicionamento flexível e adaptável. A operacionalização das mudanças teve como eixo de sustentação a Gestão da Qualidade que, tomada num sentido mais amplo, integra elementos de diversas Teorias da Administração, do Desenvolvimento Organizacional, da Cultura Organizacional e da Abordagem Sistêmica, além de considerar os aspectos técnicos e os parâmetros específicos da gestão setorial. Sob essa perspectiva, o Sistema de Gestão da Qualidade implementado na empresa extrapola o objetivo de padronização dos processos e assume a função de facilitar e estimular o processo interno de aprendizado organizacional contínuo e de compartilhamento do "saber organizacional" . A análise da evolução histórica e da transformação empresarial mostra a aplicabilidade dos conceitos da Gestão da Qualidade na organização. Ainda que seja uma empresa estatal, que não está isenta do atendimento à legislação, aos tribunais de contas e às questões políticas, advindas de sua constituição societária, é possível observar o modo como o Sistema de Gestão da Qualidade pode ajudar a preservar e ampliar o conjunto de recursos existentes na empresa, apesar da intensidade e dimensão das mudanças por meio de estratégias / Abstract: The rebuilding ofthe National Electricity generating segment and the partial privatization of electric power mills of São Paulo have brought to the State Companies (Companies of electrical energy, transmition, and distribution of electricity) the need of adopting a competitive position in the new-bom power market, less steady and less prepared, in which new approaches have been inserted. In the CTEEP - (Company ofElectricity Transmission), the company which had its origin in the partial breaking off of the CESP (Electrical Power Company of São Paulo), and that remained a state Company. The preparation for this process required the adoption of strategies which went beyond the rebuilding and the rupture. The main objective was to keep its position in the market, in a very healthy and competitive way. The possibility of, in advance, changing, and getting ready for them was a decisive factor for the whole process to be achieved without any traumas inside, through an adjustable and flexible position. The operating process of the changes had as a support the Quality Management, which seen in a wider sense, integrate elements from several Administration Theories, of the organizational Development, and of the systematic approach, besides taking into consideration the technical features, and the "specific limits" ofthe management of sectors. Under this outlook the Management Quality System which has been improved in the company goes beyond the process standardizing, and has the function of simplifying and busting the internal process of organizationallearning, and also the sharing of "organizational wareness". The analysis of the historical evolution, and of entrepreunership transformation shows the aplicability of the Concepts of Quality Management in the Company sectors. As a State Company though, it is not free from obeying the law regulations,from answering the National Treasure, and the political questions, alI ofwhich are originated in its constitution of associates. It's not difticult to notice how much the Quality Management System can help to keep and widen the set of existing resources in the company, in spite of the intensity and dimension of the strategical . changes that sometimes become necessary / Mestrado / Gestão da Qualidade Total / Mestre Profissional em Engenharia Mecanica

Orientador: Messias Borges Silva / Coorientador: João Paulo Estevam de Souza / Banca: Otávio José de Oliveira / Banca: Marco Antonio Carvalho Pereira / Resumo: Esta pesquisa tem como objetivos verificar a similaridade de requisitos entre os modelos Americano, Europeu e Brasileiro de excelência em gestão e o sistema de gestão da qualidade baseado na norma ISO 9001:2015 e verificar qual o nível de aderência das empresas brasileiras do setor aeronáutico quanto a estes modelos. Para a realização da pesquisa foi utilizado o método Survey. Constatou-se que existem similaridades entre os requisitos dos modelos de excelência Americano, Europeu e o Brasileiro e os requisitos similares são: gestão da liderança, processos e resultados do negócio. Foi possível identificar uma aproximação entre o modelo de excelência em gestão Brasileiro e a ISO 9001, especialmente a partir da versão 2015 da norma. Quanto ao nível de aderência dos requisitos nas atuais empresas manufatureiras do setor aeronáutico, os resultados mostram que 90.4% das empresas-respondentes, concordam parcialmente ou totalmente quanto às práticas propostas pelo modelo de excelência em gestão e os itens que apresentaram maior nível de aderência foram: o mapeamento de processos, a utilização dos indicadores de desempenho que mede a satisfação do cliente e a conformidade do produto. Também foi verificado que as principais melhorias percebidas no ambiente empresarial foram a aprendizagem organizacional, a cultura de excelência e a melhora da competitividade e sustentabilidade do negócio / Abstract: This research aims to verify the similarity of requirements between the American, European and Brazilian models of management excellence and the quality management system based on ISO 9001:2015 and the adherence level of Brazilian aeronautical companies to these models. In this research the method survey was used. The research found that there are similarities between the requirements of the global business excellence models and the Brazilian excellence model, and these similar requirements are: leadership management, processes, and business results. It was possible to identify an approximation between the Brazilian model of excellence and the ISO 9001, especially since the 2015 version of the standard. Regarding the level of adherence of the requirements in the current aeronautical manufacturing companies, the results show that the 90.4% of respondents, agree partially or totally on the practices proposed by the model of excellence in management. And, the items that presented the highest level of adherence were: the mapping of processes, the use of performance indicators that measure customer satisfaction and product compliance. It was also verified that the main improvements perceived in the business environment were the organizational learning, the culture of excellence and the improvement of the competitiveness and sustainability of the business / Mestre

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Revisión por pares

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Studien har genomförts på Nybergs Entreprenad verksamma inom byggbranschen. Byggbranschen påverkas kraftigt av omvärlden och effekter av konkurrens, varierande efterfrågan och det ekonomiska läget i världen. Flera omvärldsfaktorer bidrar därför till att organisationen ser ett stort behov av att vara dynamiska inom deras struktur av tjänstemän samt inom arbetsflödet. Syftet med studien är att kartlägga tjänstemännens arbetsflöde inom Projektprocessen. Studien har genomförts med datainsamlingsmetoderna intervjuer samt dokumentgranskning. I resultatets Ishikawadiagram kan det utläsas att tjänstemännens arbetsflöde inom Projektprocessen påverkas av både interna och externa faktorer, vilket medför svårigheter att kartlägga ett definitivt arbetsflöde. Utifrån studiens datainsamlingsmetoder har därför en alternativ kartläggning av Projektprocessens aktiviteter och tjänstemännens involvering tagits fram och presenteras i ett blockdiagram. Slutligen presenteras tidsfördelningen och antal involverade tjänstemän, baserat på 29 olika projekt, i stapeldiagram. Studiens resultat har därefter analyserats med hjälp av teorier och modeller inom kvalitetsteknik med fokus på Total Quality Management (TQM). Det kvalitetstekniska området kompletteras med teorier inom olika typer av organisationer. Övergripande slutsatser visar att tjänstemännens involvering samt tidsfördelning i olika projektfaser inom arbetsflödet påverkas av flera faktorer och kan därför variera. Den kartläggning av arbetsflödet som presenteras kan därför anses vara en alternativ och inte en definitiv kartläggning. Dessutom kan det potentiellt förekomma fler faktorer än de studien redogjort för. Ytterligare studier inom området anses därför vara en förutsättning för att kartlägga en mer ingående version av arbetsflödet. Organisationen skulle därför kunna inhämta data och skapa förståelse för variationer inom arbetsflödet, för att identifiera åtgärder och bemöta den dynamiska branschen. / The study has been conducted at Nybergs Entreprenad, operating in the construction industry heavily affected by external factors such as competition, varying demand and the global economic situation. Several external factors contribute to the organization’s recognition of a need to be dynamic within their structure of employees and workflow. The purpose of the study is to map the workflow of employees within the Project process. The study was conducted collecting data by interviews and document reviews. The results show that the workflow of the employees within the Project process is affected by internal and external factors, making it difficult to map a definitive workflow. Therefore, an alternative mapping of the activities in the Project process and the involvement of employees is presented in a swimlane flowchart. The distribution of time and number of involved employees is presented in bar charts. The study’s results have been analyzed using theories and models in quality technology focusing on Total Quality Management, complemented by theories on different types of organizations. Overall conclusions show that the involvement of employees and the distribution of time in different project phases within the workflow are affected by several factors and can therefore vary. The workflow mapping presented can thus be considered an alternative and not a definitive mapping. Further studies are therefore considered necessary to map a more detailed version of the workflow. The organization could gather data and gain an understanding of variations within the workflow to identify actions and address the dynamic industry.

This document serves as a means of enlightening organizations that are not practicing TQM/continuous improvement or managing race/ethnicity and gender diversity or that are practicing both but want to benchmark their practices against other organizations used in this study or against the program the researcher designed to assist organizations in the management or race/ethnicity and gender diversity about managing race/ethnicity and gender diversity in the context of large-scale organizational change efforts. Both TQM and race/ethnicity and gender diversity are defined in this document. Also discussed are the reasons why organizations should manage race/ethnicity and gender diversity as a means of improving overall organizational performance. This document also contains an extensive body of knowledge review that discusses both phenomena extensively. Also outlined in this document is the research methodology used by this researcher to collect the necessary data for carrying out this research. Discussed in the research methodology section are the handling of the logistics~ practicalities, ethical issues and confidentiality related to entry into the organizations used in this research and data collection while in the organizations. This research methodology chapter also contains the data analysis techniques the research used to analyze the data. In the results chapter of this document, the research presents a detailed case description about the data found in each organization pertaining to the research. The detailed case description contains: a brief overview of the organization, its TQM efforts, the endeavors that the organization uses to manage race/ethnicity and gender diversity, the means the organization uses to achieve the elements (working together; empowerment, participation, and involvement; and communication) that relate to both TQM and diversity management; and a summary. Also in this chapter is a comparison of each organization's endeavors and means to the other organizations used in the study. Chapter 5 contains the conclusions and interpretations of the general findings pertaining to the information rendered from this research pertaining to how the organizations used manage race/ethnicity and gender diversity in a TQM environment. Chapter 6 also contains the program this researcher developed to assist organizations in managing race/ethnicity and gender diversity in the context of large-scale organizational change efforts aimed at improving organizational performance. The information the researcher used to compile this chapter is based on the data, facts, information, knowledge, past and present experiences acquired while doing the research endeavor, and while a graduate student at Virginia Tech. / Ph. D.

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by Cheung Kwok-wah. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves [1]-[2] (2nd group)). / ABSTRACT --- p.ii / TABLE OF CONTENT / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- DEFINITION OF TOTAL QUALITY MANAGEMENT --- p.2 / Chapter III. --- QUALITY AWARENESS IN HONG KONG --- p.3 / Chapter IV. --- TOTAL QUALITY MANAGEMENT PRACTICE IN HONG KONG --- p.4 / Chapter V. --- ISO9000. / Chapter A. --- What is ISO 9000 ？ --- p.6 / Chapter B. --- Benefit of ISO 9000 --- p.6 / Chapter C. --- ISO 9000 Certification in Hong Kong --- p.7 / Chapter VI. --- PURPOSE OF THE STUDY --- p.8 / Chapter VII. --- LITERATURE REVIEW --- p.9 / Chapter A. --- Approach for implementation of Total Quality Management --- p.9 / Chapter B. --- Factors associated with the success of implementation of TQM --- p.9 / Chapter 1. --- Management commitment and Total Quality Management --- p.10 / Chapter 2. --- Involvement of people and Total Quality Management --- p.10 / Chapter 3. --- Quality Training and Total Quality Management --- p.11 / Chapter 4. --- Measurement of quality cost and Total Quality Management --- p.12 / Chapter 5. --- "Rewards, Recognition and Total Quality Management" --- p.14 / Chapter C. --- Reasons for implementing quality improvement prcgramme --- p.14 / Chapter D. --- Barriers to the implementation of Total Quality Management programme --- p.15 / Chapter VIII. --- METHODOLOGY / Chapter A. --- Target population and sampling --- p.16 / Chapter B. --- Target survey group --- p.16 / Chapter C. --- The questionnaire design --- p.17 / Chapter D. --- Questions grouping --- p.17 / Chapter XI. --- SURVEY RESPONSES / Chapter A. --- Profile of the respondents --- p.19 / Chapter B. --- Reasons for implementation of Total Quality Management programme --- p.22 / Chapter C. --- Total Quality Management approach --- p.23 / Chapter D. --- Quality department and Total Quality Management --- p.24 / Chapter E. --- Quality training and Total Quality Management --- p.25 / Chapter F. --- "Rewards, Recognition and Total Quality Management" --- p.26 / Chapter G. --- Quality costs and benefits measurement and Total Quality Management --- p.27 / Chapter H. --- Achievements observed after implementation of Total Quality Management programmes --- p.30 / Chapter I. --- Difficulties encountered during implementation of TQM programme --- p.31 / Chapter J. --- Outside resources for implementation of Total Quality Management programmes --- p.33 / Chapter K. --- Opinions from manufacturers who have implemented Total Quality Management programmes --- p.34 / Chapter L. --- Progress of ISO 9000 --- p.36 / Chapter M. --- Comparison on Total Quality Management Practices between HK based and China based Manufacturers --- p.37 / Chapter N. --- Summary --- p.43 / Chapter X. --- RECOMMENDATIONS --- p.46 / Chapter XI. --- ACKNOWLEDGEMENT --- p.48 / REFERENCE / Chapter APPENDIX 1. --- Questionnaire / Chapter 2. --- Respondents profile by product nature / Chapter 3. --- Respondents profile by company size / Chapter 4. --- Respondents profile by length of time of TOM programme / Chapter 5. --- Reasons for implementation of TQM programme / Chapter 6. --- Total Quality Management approach / Chapter 7. --- Quality training provided to / Chapter 8. --- ISO 9000 status

by Tsoi To-wa. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 68-70). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF FIGURES --- p.v / ACKNOWLEDGEMENT --- p.vi / Chapter / Chapter I. --- INTRODUCTION / General Organization of the MBA Project --- p.1 / Broad Problem Area --- p.2 / Preliminary Data Collection --- p.4 / Initial Literature Survey --- p.5 / Problem Definition --- p.6 / Project Process and Management --- p.6 / Chapter II. --- RESEARCH METHODOLOGY / Methodology --- p.9 / Case Study Approach --- p.9 / Purpose of the Study --- p.10 / The Settings --- p.10 / Breadth and Time-Frame of Study --- p.11 / Data Collection --- p.12 / Casual Discussions --- p.12 / Observational Surveys --- p.12 / Chapter III. --- LITERATURE SURVEY / Definition of Quality --- p.13 / TQM as a Concept --- p.14 / Customer Orientation --- p.15 / Empowering People to Achieve Quality --- p.16 / TQM as a Process --- p.17 / Deming's 14 Points --- p.19 / Chinese Business Culture and Style --- p.21 / Chinese Behavioural Culture and Style --- p.26 / Chapter IV. --- DATA COLLECTION / The Group's Business Activities --- p.27 / The Role of the Development Department --- p.29 / Difficulties with Building Process --- p.29 / The Internal Organization of Development Department --- p.30 / The Internal Working of Development Department --- p.33 / Lack of Longer Term Perspectives --- p.33 / Lack of Specified Working Procedures --- p.34 / Lack of Formal Co-ordination among Different Departments --- p.35 / Lack of Formal Communication --- p.36 / Centralized Decision Making Authority --- p.36 / The Group's Mentality over Property Development --- p.37 / Lack of Performing Contractors --- p.37 / The Call for Quality --- p.38 / Corporate Goals and Values --- p.39 / Corporate Goals --- p.39 / Corporate Values --- p.40 / The Quality Improvement Process --- p.40 / Across the Company --- p.40 / Within the Development Department --- p.41 / Response on the TQM Efforts --- p.44 / Individual Response --- p.45 / Organizational Response --- p.49 / Chapter V. --- ANALYSIS AND INTERPRETATION / TQM as a Concept --- p.51 / Customer Orientation --- p.53 / Empowering People to Achieve Quality --- p.54 / TQM as a Process --- p.55 / Personalism and Face Giving --- p.56 / The Lack of Training --- p.56 / Chapter VI. --- CONCLUSION / Experiences with S Group from the Corporate Culture Perspective --- p.58 / Conclusion --- p.60 / Long Term Perspectives --- p.60 / Top Management Support --- p.60 / Improving Personnel Policy --- p.60 / Process vs Result Orientation --- p.61 / Cultural Changes --- p.61 / Recommendations for Further Study --- p.62 / APPENDIX --- p.64 / BIBLIOGRAPHY --- p.68