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Lean Office: Uma aplicação no Departamento de Marketing de uma instituição financeira RESUMOO presente artigo trata de uma breve apresentação teórica da metodologia Lean Office (seus conceitos e ferramentas) e de um estudo de caso feito a partir de observações diretas em uma operação do departamento de Marketing de uma grande instituição financeira sediada no Brasil. O estudo de caso teve como objetivos principais realizar: um mapeamento das atividades presentes na operação, a identificação de processos que não agregavam valor ao produto final e uma proposta de melhorias a partir da aplicação da metodologia Lean Office visando a redução do lead-time do processo. Para isso, foram apresentados mapas de fluxo de valor do estado atual e futuro para uma das famílias de produtos, ressaltando as adaptações necessárias para alcançar o resultado desejado. O fato de o processo lidar com arquivos digitais e produzir um produto totalmente personalizável exigiu adaptações das ferramentas e conceitos básicos do Lean Office. Ideias e solução propostas pelos autores foram discutidas até se chegar a um consenso quanto ao modelo mais adequado a ser adotado. Optou-se pela criação de um banco de dados, similar a um supermercado da metodologia tradicional, e da definição de um Gestor de Processo (Gestor do Fluxo de Valor). Por fim, a aplicação dos conceitos 42 possibilitou uma redução de 32% do lead-time total da operação, passando de 31 dias para 21 dias, resultado significativo e capaz gerar grandes impactos na área. Palavras-chave: Lean Office, mapa de fluxo de valor, instituição financeira ABSTRACTThis paper presents a brief theoretical presentation of the Lean Office methodology (its concepts and tools) and a case study based on direct observations of a process in the marketing department of a major financial institution headquartered in Brazil. The case study had, as main objectives, to accomplish: a mapping of activities present in the process, the identification of the processes that do not add value to the final product and a proposal for improvements through the application of the Lean Office methodology aimed at reducing the lead-time of the process. In order to achieve that, current state and future state value stream maps for one of the product families were elaborated, highlighting the adjustments needed to achieve the desired results. The fact that the process deals with digital files and produce a fully customizable product required adjustments to the basic tools and concepts of Lean Office. Ideas and solutions proposed by the authors were discussed to reach a consensus on the most appropriate model to be adopted. The creation of a data base, similar to a supermarket in the traditional methodology, and the definition of a Value Stream Manager were the main improvements proposed. Finally, the application of the concept enabled a reduction of 32% of the total lead-time of the operation, i.e. from 31 days to 21 days, which is a significant result and can generate great impact in the area.

PurposeEffective planning requires the participation of different functions and may be hampered by lack of integration and information quality (IQ). This paper aims to investigate the relationships among integration, uncertainty, IQ and performance, in the context of the production planning and control function. The literature lacks in-depth studies that consider these factors altogether, showing how they interact and how they contribute to improve business performance.Design/methodology/approachThe authors introduce the variable of planning performance, which represents the quality of the production plans/planning process and is related to the frequency and causes of modifications to these plans. The relationships among the mentioned constructs are investigated by means of multiple case studies.FindingsThe results illustrate that integration is positively related to planning performance, and this relationship is mediated by IQ and moderated by uncertainty.Originality/valueThe presented analysis may help practitioners to foster interfunctional integration, better cope with uncertainty and improve information management, aiming to achieve better planning performance. The managers can choose integration and IQ improvement mechanisms that better fit to their environment/reality, using the four different cases as a benchmark. Moreover, this research contributes to the literature exploring this contingency perspective by means of in-depth case studies, considering that most of the existing research adopting this perspective is survey-based.

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