Process reengineering methodologies have become an international management phenomenon (Waring & Bishop, 2010), as there have been a growing pressure on health services to increase their efficiency. To achieve this goal, health services have sought alternatives to traditional models, adopting methodologies for improving processes commonly used in the manufacturing sector, including lean manufacturing (Radnor et al., 2012). The lean methodology, originated at Toyota, and also known as the Toyota Production System (TPS), is considered a radical alternative to the traditional mass-production model. Lean is defined as a methodology that adopts the elimination of waste, as well as the aggregation of value to all processes, whose goal is to improve the final product (Brackett et al., 2013) and to maximize operational efficiency, quality, speed and cost of operations (Holweg, 2007). The lean approach finds popular appeal in health care as it seeks to redesign clinical practices and resources around simplified, efficient and value-added care (Waring & Bishop, 2010). The approach adopted in health systems is different from that adopted in manufacturing systems, since the processes are different, particularly for working with human lives. Thus, the definition of lean for health systems has different interpretations and practices, and is commonly called lean health care. Nelson-Peterson & Leppa (2007) state that lean health care is neither an adapted manufacturing tactic nor a cost reduction program; it is a management strategy based on process improvement in a system. Radnor et al. (2012)

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Resumo: A demanda por gerentes de projetos é crescente. Um dos principais fatores que impactam no desempenho Palavras-chave: Gestão de projetos; Aspectos comportamentais; Bibliometria.Abstract: Due to the growing demand for project managers, one of the main factors that impact their performance is related to behavioral aspects, namely that in which relationships and understanding between individuals in a group are key. Faced with this problem, we aim to perform a literature review on the behavioral aspects topic in project management in order to identify the relationship between behavioral aspects and project management. Therefore, we used the bibliometric methodology, and the database composing the sample was collected from the Web of Science -ISI and Scopus, since Scopus articles were also the main base in the Web of Science. Analyses suggest based on the behavioral aspects that the "human side" is an essential factor for increasing success in project management.

ResumoO sistema de saúde brasileiro vem passando por profundas transformações. As instituições hospitalares têm adotado programas de gestão de qualidade com o objetivo de melhorar, continuamente, seus processos, produtos e serviços, utilizando a acreditação como metodologia de avaliação externa da qualidade em serviços de saúde. Este artigo analisa os impactos gerados pela acreditação na criação das boas práticas da qualidade em serviços da saúde. Utiliza a abordagem qualitativa, com estudos de múltiplos casos, realizados em cinco hospitais distintos, no período de novembro de 2015 a fevereiro de 2016, através de entrevistas e com o auxílio de questionário semiestruturado. Os resultados mostram que o apoio da alta direção é relevante para os processos de melhoria contínua e para o aumento da produtividade nos serviços e que os níveis de segurança dos pacientes estão relacionados com as melhorias na qualidade do atendimento. Conclui-se que as boas práticas da qualidade em serviços da saúde nos hospitais, quando associada à acreditação, proporciona aumento da produtividade, maior satisfação ao paciente e agrega valor à instituição.Palavras-chave: Acreditação hospitalar. Análise qualitativa. Gestão da qualidade. Produtividade. Serviços de saúde. AbstractThe Brazilian health system has undergone profound transformations. Hospital institutions have been adopting quality management programs with the objective of continuously improving their processes, products and services, using accreditation as methodology for the external evaluation of quality in health services. This article analyzes the impacts generated by this accreditation in the creation of good quality practices in health services. It uses a qualitative approach, with multiple case studies, conducted in five different hospitals, from November 2015 to February 2016, through interviews and with the aid of a semi-structured questionnaire. The results show that upper management support is relevant to the processes of continuous improvement, and to increase productivity in services. Also, patient safety levels are related to improvements in the quality of care. It is concluded that good quality practices in health services in hospitals, when associated with accreditation, increase productivity, increase patient satisfaction and add value to the institution.

This paper exposes the difficulties in integrating “Industry 4.0 Practices” and “World-Class Manufacturing” due to the rapid expansion of production systems and the increasingly complex data monitoring. The applied methodology was to study multiple cases with the aid of a semi-structured questionnaire. The analysis comprised responses of 15 large companies with different expertise from five countries and three continents. The results show that when a company’s strategy is linked to Industry 4.0 practices and the World-Class Manufacturing method, they boost productivity by monitoring the shop floor, applying analytical tools, and spreading the organisational culture aimed at improving processes. The results also indicate that human resources are essential in this integration. The conclusion indicates robust barriers to the increasing progress of these procedures, such as the costs associated with the use of technologies, the lack of knowledge of the applied methods and tools, the lack of trained and qualified human resources, and the resistance of people to the use and application of the newly adopted practices. The continuous improvement practices do not keep up with the speed of development that the Industry 4.0 practices propose, requiring studies directed to “World-Class Manufacturing” and “Industry 4.0 practices”. Although there is a coexistence of improvement and innovation in world-class manufacturers, the literature has not yet provided a complete understanding of how this coexistence can be achieved at the manufacturing level. Therefore, the paper presents the main actions to overcome these barriers.

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