The goal of this study was to evaluate the effect of the motivational factor on the results obtained after implementing a lean manufacturing system in a multinational consumer goods manufacturing company. Key performance indicator data were collected from three production lines during periods before and after lean manufacturing implementation. Unstructured interviews were conducted, and the Motivation and Work Meaning Inventory (MWMI) instrument was applied. The motivational factors were then correlated with the performance indicators. The results provide evidence to support the hypothesis, based on the literature, that the motivational factor in work teams in a lean implementation process will affect the degree of success of the process. It was also confirmed that after implementation of the program, there was a significant improvement in the lines’ operational performance.
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IntroductionResearch results relating motivation and work have encouraged organizations to efficiently value its workers to maintain a prominent place in today's highly competitive market (Macintosh, & Doherty, 2010;Stringer et al., 2011). Even in a training context, motivation can influence the willingness of an employee to participate in a program and put in practice the best way to apply what has been learned (Maurer, & Tarulli, 1994;Noe, & Wilk, 1993).Although this is a relatively well investigated topic, the study of the factors that motivate workers and, consequently, organizations to achieve good performance still demands the accumulation of observations obtained in different countries, whose workers are governed by specific institutional norms linked to work and are immersed in different cultures, as well as in companies of varied size, markets, work organization, skills and workforce skills (Di Cesare, & Sadri, 2003).Another factor highly interdependent with the performance of the industrial company is maintenance, defined by Pintelon & Van Puyvelde ( 2006) as a combination of all the technical and administrative activities necessary to keep equipment, installations and other assets in the desired operating condition or restore them
Interactions between Science and Technology Institutions (STIs) and the actors of the Innovation Ecosystem are essential to the technological development of businesses and society in a dynamic environment. In this situation, it is essential to integrate innovation and marketing strategies to improve the performance of STIs. There are numerous marketing methods and instruments currently available, but marketing 4.0 stands out. This study proposes a marketing 4.0 planning framework for STIs. To accomplish this, a preliminary systematic literature review and a survey of 14 STIs affiliated with EMBRAPII (Brazilian Enterprise for Research and Industrial Innovation) were conducted. The proposal for a marketing 4.0 planning framework for STIs is based on assumptions derived from a literature review and STIs' responses to a questionnaire. To shift strategic assumptions from the analog to the digital era, it is necessary to act on the consumer, competition, data, innovation, and value domains. Based on these presumptions, the framework consists of five stages: scenario comprehension, mapping/identification, planning/detail, action, and evaluation of results.
An exploratory study on the presence of cognitive biases in project management decisions at a research institute Um estudo exploratório sobre a presença de vieses cognitivos nas decisões de gestão de projetos em um instituto de pesquisa
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