Objective: compare the application of Total Quality (TQ) models used in processes of a health service, cases of lean healthcare and literature from another institution that has also applied this model. Method: this is a qualitative research that was conducted through a descriptive case study. Results: through critical analysis of the institutions studied it was possible to make a comparison between the traditional quality approach checked in one case and the theoretical and practice lean production approach used in another case and the specifications are described below. Conclusion: the research identified that the lean model was better suited for people that work systemically and generate the flow. It also pointed towards some potential challenges in the introduction and implementation of lean methods in health.
A multi case research unfolded into a study in a sample of Brazilian manufacturing companies concerning their Continuous Improvement (CI) program in manufacturing operations. Stakeholders interviews and performance analyses were conducted. The study aims to analyze the existence or absence of the institutionalization of a CI culture in manufacturing operations, identify barriers and difficulties within the process and propose a model for change. As a result of the research, it was observed that despite the considerable motivation of staff, rapid gains of the company and superior results during the early phases of the CI program, time and again such results were either not upheld or faded out over time, delivering no significant mid-term or long term results, due to poor management of changes. This happened mainly as a result of lack of strategic alignment at all levels of the organization, translated in measureable activities and projects, coached and mentored by the middle and upper management throughout the implementation and maintenance of the program. The selected cases showed a declining in performance after two years of CI program start up. Learning, union and process ownership among participants by means of interactions, are necessary to absorb and incorporate changes, instead of merely "smart words".
Purpose In recent years, innovative methodologies of product development such as lean product development (LPD) and agile project management (APM) have emerged. Even though previous research studies focused on these subjects, only few of them were focused on traditional industries, as civil construction. The purpose of this paper is to cover a part of this gap by estimating the potential of the application of these two new approaches (LPD and APM) in the construction industry, more specifically on the design stage. Design/methodology/approach For this, a case study has been conducted in order to understand if some of LPD and APM tools and practices had already been used, and also to evaluate the potential application of these new methodologies. Three Brazilian companies have been evaluated, all of them were exclusive executors of the design stage and presented distinct characteristics (size, structure, business model, etc.). Findings The results show that there is currently little adherence to LPD and APM practices within the companies studied. In terms of potential application of these new methodologies, the study has identified evidence regarding technical similarities between the reported cases and others mentioned in literature. However, the interviewees’ reception of these concepts was mostly pessimistic, showing considerable resistance to changes in the current process. Originality/value According to the analysis, the study identified that the main challenge/hampering to the implementation of these tools in the cases studied herein are the functional organizational structures, the customer–supplier relationships and the internal cultural resistance to change.
RESUMODescrever modelos de gestão de operações não é suficiente para ilustrar o dinamismo, a complexidade e a importância dessa atividade. As dificuldades de balanceamento entre teoria e prática na formação em gestão de operações sugerem a busca por iniciativas capazes de proporcionar um ambiente de aprendizagem que integre teoria e prática. Desse modo, objetiva-se verificar os temas referentes à gestão de operações pesquisados no ambiente do laboratório de gestão, os principais fatores condicionantes da escolha dos temas e o potencial do laboratório de gestão para a prática dos modelos de gestão de operações. Este estudo aborda os modelos de gestão de operações ligados aos temas estratégia em operações, gestão de cadeia de suprimentos, gestão da qualidade, manutenção, lean production (produção enxuta), sustentabilidade, gestão de processos e produtos, inovação, gestão de estoques, capacidade de produção, teoria das restrições, planejamento e controle da produção, custos de produção, projeto e medida do trabalho, enterprise resource planning/manufacturing resource planning (ERP/MRP – planejamento de recursos empresariais/planejamento de recursos de manufatura), carteira de projetos e o laboratório de gestão apoiado no tripé conceitual: simulador, jogo de empresas e pesquisa aplicada. De acordo com a classificação proposta por Gonçalves (2007), foi realizada uma análise descritiva do laboratório de gestão, na qual se adotou o método de estudo de caso longitudinal, com abordagem quantitativa, na perspectiva de uma pesquisa bibliométrica. Os dados coletados e analisados correspondem a nove anos (2005-2013) de condução do laboratório de gestão em uma universidade pública. O simulador utilizado no laboratório de gestão permitiu aos estudantes gerenciar cinco variáveis de operações explicitamente, o que facilitou 42% das pesquisas em torno desses temas. Variáveis não explícitas no simulador foram trabalhadas em 58% das pesquisas aplicadas que exploraram 14 novos temas devido ao jogo de empresas. No entanto, existem variáveis não abordadas nas pesquisas aplicadas e que poderiam ser utilizadas no ambiente do laboratório de gestão. Verificou-se a utilidade do laboratório de gestão para a prática de conceitos de gestão de operações, indicando possíveis avanços na área de ensino e aprendizagem de gestão de operações com a pesquisa em torno de temas pouco pesquisados ou ainda não pesquisados nesse ambiente de educação gerencial.
The agile transition is crucial for traditional organizations to remain competitive in the current market, which is characterized by a fastpace and a constant need for innovation. In order to implement this transition, organizations must adjust their mindset to the new agile values. Despite its evident benefits, the transition to agile model is complex and time-consuming, posing many challenges to organizations. Since the agile philosophy is people-centered, rather than process-centered, most challenges are related to the human aspects of this transition and they demand a large transformation in all areas of the organization. This article provides a Systematic Literature Review (SLR) of the human aspects of agile transition and summarizes the existing literature into three categories: People, Management and Organization. Its main objective is to assist organizations undergoing agile transition in reducing risks related to this process, by acquiring knowledge on the challenges involved and implementing the proposed recommendations.
Leading manufacturers that have advanced in the streamlining of internal processes are realising that the accomplishment of further performance gains implies stretching the deployment of process improvement efforts beyond their boundaries. In this context, there is a growing interest in extending mapping activities to inter-plant and inter-firm levels. However, research on the conditions under which such an initiative has actually been tackled in industry is still incipient. Based on multiplecase study method, this paper discusses some supply chain (SC) mapping initiatives undertaken in the Brazilian automotive industry. The study examines the major motivations, difficulties, and outcomes observed in the cases, as well as the methodological approach adopted in their realisation. The cases reveal that despite its intrinsic complexity, the SC mapping process provides invaluable opportunities to strengthen the SC capabilities. However, its adoption as a formal management method with strategic implications will depend on clearer understanding of its relevance and potentials.
Esta pesquisa se deu em uma empresa que trocou a forma de gestão da produção de Teoria das Restrições (TOC) para manufatura enxuta-Sistema Toyota de Produção (STP)-como base para firmar sua vantagem competitiva. A empresa em análise, uma das líderes do segmento de metais sanitários, tem o baixo lead time de entrega dos seus produtos como objetivo estratégico de produção. Porém, para manter esse objetivo, enquanto usava a TOC, a empresa precisava se valer de altos volumes de estoques como forma de prevenir-se das incertezas do mercado e do processo. Com intuito de firmar sua vantagem competitiva e reduzir custos produtivos, a empresa decidiu-se por implantar o sistema de manufatura enxuta. Com a conclusão da pesquisa, constatou-se que fatores relacionados à "cesta" de elementos da manufatura enxuta estavam fortemente relacionados à robustidão da sua vantagem competitiva. Esta pesquisa é exploratória descritiva, formatada nos moldes de estudo de caso único.
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