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Barreiras de implementação da gestão Lean 6 Sigma: um estudo de caso na indústria portuguesa
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| 7.16 MB | Adobe PDF |
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Abstract(s)
Atualmente, as indústrias procuram cada vez mais atingir a excelência para atuar num mundo
cada vez mais competitivo e cheio de interdependências a nível global. Neste contexto, a gestão
integrada do Lean Six Sigma (LSS) vem sendo amplamente utilizada como abordagem filosófica,
teórica e prática, com uma metodologia estruturada, para as empresas alcançarem e manterem o nível
de competitividade. No LSS contemplam-se princípios e ferramentas para promover a melhoria
contínua das organizações. O objetivo deste trabalho foi o de diagnosticar e avaliar as principais
barreiras relativas à implementação do LSS nas indústrias portuguesas, de modo a fornecer
informações para assistir os agentes envolvidos a obterem maiores taxas de sucesso na sua aplicação.
Numa primeira fase deste trabalho, a partir de uma revisão sistemática de literatura, em que se
analisaram 60 publicações, foram identificadas as barreiras, classificadas e quantificadas, procedendo se a uma análise comparativa destas, em nível global versus nacional. No total, foram elencadas 21
barreiras, distribuídas em 6 categorias, a saber: (i) gestão de topo, (ii) financeiros, (iii) educacionais,
(iv) externos, (v) técnicos e (vi) comportamentais. Numa fase seguinte, foram compilados os principais
agentes atuantes com a implementação do LSS no país, onde foram mapeados os perfis de 50
consultores, em termos da suaárea de formação, grau de titulação, tempo de atuação e outras
dimensões que serão apresentadas. Foram elaboradas entrevistas semiestruturadas e individuais com
4 dos consultores e recolhidos dados para elaboração e aplicação de inquérito online que contemplou
22 questões, divididas em 3 partes: (1) perfil do consultor e das empresas onde atuou; (2) frequência e
nível de criticidade das barreiras que enfrentou; (3) grau de dificuldade na implementação e grau de
impacto da utilização das principais ferramentas do LSS (37 no total) na implementação. Como
resultado desta investigação, a partir da perceção e experiência dos consultores, foi possível
desenvolver uma Matriz de Risco das principais barreiras, bem como elaborar uma Matriz de Decisão
e ranking do uso das principais ferramentas do LSS nas indústrias portuguesas. As barreiras
consideradas mais críticas foram a resistência dos colaboradores à mudança e a falta de dedicação e
envolvimento de gestores de topo ou líderes das organizações. Em relação às ferramentas, foi possível
criar uma ordenação das mais recomendadas, com destaque para: (1°) Honshin Kanri, (2°) VOC,
(3°) PDCA, (4°) VSM e (5°) 5S e Diagrama de Esparguete. Com este trabalho e os resultados obtidos
é fornecida uma visão panorâmica sobre as principais questões ligadas à implementação da melhoria
contínua nas empresas indústrias em Portuga
Currently, industries are seeking to achieve excellence to operate in an increasingly competitive and interdependent world at a global level. In this context, the integrated management of Lean Six Sigma (LSS) has been widely used as a philosophical, theoretical, and practical approach, with a structured methodology, for companies to reach and maintain the level of competitiveness. The LSS includes principles and tools to promote the continuous improvement of organizations. The objective of this work was to diagnose and evaluate the main barriers related to the implementation of LSS in Portuguese industries, in order to provide information to assist the agents involved to obtain higher success rates in its application. In a first phase of this work, based on a systematic literature review, in which 60 publications were analyzed, barriers were identified, classified, and quantified, proceeding to a comparative analysis of these, at a global versus national level. In total, 21 barriers were listed, distributed in 6 categories, namely: (i) top management, (ii) financial, (iii) educational, (iv) external, (v) technical and (vi) behavioral. In a next phase, the main agents working with the implementation of the LSS in the country were compiled, where the profiles of 50 consultants were mapped, in terms of their area of training, degree of qualification, time of operation and other dimensions that will be presented. Semi-structured and individual interviews were carried out with 4 of the consultants and data were collected for the preparation and application of an online survey that included 22 questions, divided into 3 parts: (1) profile of the consultant and the companies where he worked; (2) frequency and level of criticality of the barriers he faced; (3) degree of difficulty in implementation and degree of impact of using the main LSS tools (37 in total) on implementation. As a result of this investigation, based on the consultants' perception and experience, it was possible to develop a Risk Matrix of the main barriers, as well as to elaborate a Decision Matrix and ranking of the use of the main LSS tools in Portuguese industries. The barriers considered most critical were the resistance of employees to change and the lack of dedication and involvement of top managers or leaders of organizations. Regarding the tools, it was possible to create an ordering of the most recommended, with emphasis on: (1st) Honshin Kanri, (2nd) VOC, (3rd) PDCA, (4th) VSM and (5th) 5S and Diagram of spaghetti. With this work and the results obtained, an overview of the main issues related to the implementation of continuous improvement in industrial companies in Portugal is provided
Currently, industries are seeking to achieve excellence to operate in an increasingly competitive and interdependent world at a global level. In this context, the integrated management of Lean Six Sigma (LSS) has been widely used as a philosophical, theoretical, and practical approach, with a structured methodology, for companies to reach and maintain the level of competitiveness. The LSS includes principles and tools to promote the continuous improvement of organizations. The objective of this work was to diagnose and evaluate the main barriers related to the implementation of LSS in Portuguese industries, in order to provide information to assist the agents involved to obtain higher success rates in its application. In a first phase of this work, based on a systematic literature review, in which 60 publications were analyzed, barriers were identified, classified, and quantified, proceeding to a comparative analysis of these, at a global versus national level. In total, 21 barriers were listed, distributed in 6 categories, namely: (i) top management, (ii) financial, (iii) educational, (iv) external, (v) technical and (vi) behavioral. In a next phase, the main agents working with the implementation of the LSS in the country were compiled, where the profiles of 50 consultants were mapped, in terms of their area of training, degree of qualification, time of operation and other dimensions that will be presented. Semi-structured and individual interviews were carried out with 4 of the consultants and data were collected for the preparation and application of an online survey that included 22 questions, divided into 3 parts: (1) profile of the consultant and the companies where he worked; (2) frequency and level of criticality of the barriers he faced; (3) degree of difficulty in implementation and degree of impact of using the main LSS tools (37 in total) on implementation. As a result of this investigation, based on the consultants' perception and experience, it was possible to develop a Risk Matrix of the main barriers, as well as to elaborate a Decision Matrix and ranking of the use of the main LSS tools in Portuguese industries. The barriers considered most critical were the resistance of employees to change and the lack of dedication and involvement of top managers or leaders of organizations. Regarding the tools, it was possible to create an ordering of the most recommended, with emphasis on: (1st) Honshin Kanri, (2nd) VOC, (3rd) PDCA, (4th) VSM and (5th) 5S and Diagram of spaghetti. With this work and the results obtained, an overview of the main issues related to the implementation of continuous improvement in industrial companies in Portugal is provided
Description
Keywords
Gestão Lean Lean Manufacturing Seis Sigma Melhoria Contínua Barreiras à Implementação Indústria Transformadora Lean Management Lean Manufacturing Six Sigma Continuous Improvement Implementation Barriers Manufacturing Industry