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INTERFACE TECNOLÓGICA - v.5 - n.

1 - 2008

LEAN SEIS SIGMA

Graziele Moro MANI*


Fabiana Serralha Miranda de PÁDUA**

RESUMO

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buscar ou desenvolver novas metodologias e técnicas de gestão para se manterem competitivas. O
/HDQ6HLV6LJPDUHSUHVHQWDXPDDERUGDJHPLQWHJUDGDGHGXDVPHWRGRORJLDVTXHVHGHVHQYROYHUDP
SRUpPSRGHPVHU XWLOL]DGDV GHIRUPDLQGLYLGXDO6HLV6LJPDHLean (QWUHWDQWRDV YDQWDJHQVGD
LPSOHPHQWDomRLQWHJUDGDGDVGXDVDERUGDJHQVWrPVHPRVWUDGREDVWDQWHVLJQL¿FDWLYDV(VWHDUWLJR
teve como objetivo demonstrar a importância da junção dos métodos Lean 0DQXIDFWXULQJ e Seis
Sigma para reduzir desperdícios e custos de forma a aumentar a qualidade e velocidade de entrega
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por uma pesquisa de campo em uma empresa de grande porte de bens de capital em Araraquara (SP).
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podendo analisar as causas dos defeitos Lean SDUDRHVWDEHOHFLPHQWRGHDo}HVGHPHOKRULDPHOKRUDQGR
DH¿FLrQFLDGDHPSUHVD

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INTRODUÇÃO

Com o mundo cada vez mais globalizado as empresas estão inseridas num cenário de competição. Em
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FRPSHWLWLYDVGHPRGRDDWHQGHUDVH[SHFWDWLYDVGHVHXVFOLHQWHVHDFLRQLVWDV$EXVFDSRUSURGX]LUR
Pi[LPRGHYDORUXWLOL]DQGRRPtQLPRGHUHFXUVRVWrPRULHQWDGRRVHVIRUoRVGRPXQGRFRUSRUDWLYR
moderno para novas técnicas de gerenciamento como o Lean Seis Sigma. A fundamentação do consiste
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XWLOL]DomRGHIHUUDPHQWDVGDTXDOLGDGHSDUDLGHQWL¿FDUHPLQLPL]DUDVFDXVDVHHIHLWRVGRVSUREOHPDV

Seis Sigma

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satisfação e lealdade dos clientes. Ë uma iniciativa organizacional projetada para criar processos de
PDQXIDWXUDVHUYLoRRXDGPLQLVWUDWLYRTXHJHUHPQRPi[LPRGHIHLWRVSRUPLOKmRGHRSRUWXQLGDGHV
$IHUUDPHQWDGHPHOKRULDHPSUHJDGDQDLPSODQWDomRGRVSURMHWRV6HLV6LJPDpR'0$,&VLJODTXH
VLJQL¿FD'H¿QLU±0HGLU±$QDOLVDU±,PSOHPHQWDU±&RQWURODU 5$6,6S 
___________________
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INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008

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2 '0$,& p GLUHFLRQDGRU GRV SURMHWRV GH PHOKRULD VHQGR DSUHVHQWDGR HP FLQFR HWDSDV TXH VmR
DSUHVHQWDGDVQD,OXVWUDomR &2521$'2$1721< 

Etapas Atribuições
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que é defeito para o produto deste processo.

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Medição (Measure)
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Selecionar as etapas de desempenho inferior e cuja melhoria promoverá um maior retorno


Análise (Analyse)
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variabilidade das variáveis de saída a que se referem.

Realiza-se uma forma de controle estatístico sobre as variáveis de entrada de forma que
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Controle (Control)
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)RQWH$GDSWDGRGH:HUNHPD 

Os benefícios do Seis Sigma são os principais atrativos que despertam o interesse das empresas pelo
programa. O método tem como objetivo eliminar ou reduzir atividades que não agreguem valor ao
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de custos e aumento do lucro da empresa. Com essa otimização e controle de processos torna-se
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SURFHVVRVGDRUJDQL]DomRTXHVHUmRUHÀHWLGRVHPEHQHItFLRVSDUDRVFOLHQWHV

Lean Manufacturing

De acordo com o Lean Institute%UDVLO  RWHUPR/HDQ0DQXIDFWXULQJWDPEpPFRQKHFLGR

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INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008

como Lean ProductionLean Thinking0DQXIDWXUD(Q[XWDRX6LVWHPD7R\RWDGH3URGXomRVXUJLXGH


estudos do 0DVVDFKXVHWWV,QVWLWXWHRI7HFKQRORJ\ 0,7 QR-DSmRDSyVD6HJXQGD*XHUUD0XQGLDO
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O conceito LeanYLVDOHYDUDVHPSUHVDVDRTXHVHFKDPDGHRUJDQL]DomRHQ[XWDSRUPHLRGDHOLPLQDomR
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clientes.

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WHUXPDSURGXomRSX[DGDHEXVFDUDSHUIHLomR3DUDFRORFDUHVVHVSULQFtSLRVHPSUiWLFDRLean conta
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H6 /($1,167,787(%5$6,/

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3DUDTXHHVVHVREMHWLYRVVHMDPDWLQJLGRVDVLQG~VWULDVHSUHVWDGRUDVGHVHUYLoRVWrPUHDOL]DGRJUDQGHV
esforços e vem cada vez mais usufruindo de ferramentas como o Lean para promover e garantir a
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no mercado em que atua. O /HDQ 0DQXIDFWXULQJ p XPD ¿ORVR¿D GH JHUHQFLDPHQWR TXH SURFXUD
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'$<&+280

Lean Seis Sigma

'HDFRUGRFRP:HUNHPD  RSURJUDPDUHVXOWDQWHGDLQWHJUDomRGRLean com o Seis Sigma


é uma estratégia poderosa. O Lean EDVHLDVH QD ¿ORVR¿D GD SURGXomR TXH HOLPLQD GHVSHUGtFLRV
FRQWULEXLQGRSDUDRSURJUHVVRGDSURGXWLYLGDGHRXVHMDWUDQVIRUPDRPRGRFRPRDVRUJDQL]Do}HV
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INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008

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 Promover um evento de lançamento que representa um marco para iniciar o engajamento dos
líderes da organização.
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RV SULQFLSDLV DJHQWHV GR SURFHVVR FRPR RV 'HSOR\PHQW Managers Master Black Belts e os
primeiros Black Belts.
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os primeiros projetos Lean Seis Sigma.
 Os Master Black Belts e Black Belts devem receber treinamento intensivo. Normalmente são
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trabalhar nas atividades de projetos.
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fechamento de etapas de projetos e eventos de comunicação.
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¿FDEDVWDQWHIRUWDOHFLGR

2/HDQ6HLV6LJPDVHJXHXPHVTXHPDGHQRPLQDGR'0$,& 'H¿QLU±0HGLU±$QDOLVDU±,PSOHPHQWDU
±&RQWURODU HVXDHTXLSHpFRPSRVWDSHODVVHJXLQWHVSRVLo}HVFRQIRUPH)HUQDQGHV  

x &KDPSLRQpRJHVWRUGHWRSRTXHJDUDQWHTXHRSURMHWRHVWiGHDFRUGRFRPDVSULRULGDGHVGD
empresa e é responsável em orientar os esforços para o determinado objetivo. Reporta-se ao
diretor geral.
x SponsorJHVWRUGHOLQKDRXSURFHVVRFDEHDHOHPRQLWRUDUDVDOWHUDo}HVHIHWXDGDVSHODHTXLSHe
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x Black belt VmR RV PHPEURV GD HTXLSH FRP H[SHULrQFLD H FRQKHFLPHQWRV GH OLGHUDQoD JHVWmR
equipes e projetos Lean Seis Sigma. Em alguns casos dedicam-se somente para projetos. Eles
lideram a equipe e fornece-lhes a formação necessária para os projetos. Há também o Master
Black BeltTXHSRVVXLYDVWDH[SHULrQFLDHFRQKHFLPHQWRGDPHWRGRORJLD
x Green beltpUHVSRQViYHOSRUOLGHUDUHTXLSHVQDFRQGXomRGHSURMHWRVIXQFLRQDLV
x Yellow beltVXSHUYLVLRQD D XWLOL]DomR GDV IHUUDPHQWDVQD URWLQD GD HPSUHVDH H[HFXWDSURMHWRV
mais focados e de desenvolvimento mais rápido.
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obtidos no processo.

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Estudo de caso

$HPSUHVDHVWXGDGDpVLWXDGDHP$UDUDTXDUDLQWHULRUGH6mR3DXORQHVWDXQLGDGHVmRSURGX]LGRV
HTXLSDPHQWRVSDUDDWHQGHUDGHPDQGDGRVPDLVLPSRUWDQWHVVHWRUHVGHLQIUDHVWUXWXUDGRSDtVWDLV
FRPRJHUDomRGHHQHUJLDWUDQVSRUWHPHWURIHUURYLiULRPRYLPHQWDomRHOHYDQWDPHQWRGHPDWHULDLV
FLPHQWRHPLQHUDomRSRUWXiULRVLGHUXUJLDHTXLSDPHQWRVGHSURFHVVRSHWUyOHRSHWURTXtPLFRVSDSHO
e celulose e serviços de usinagem e caldeiraria pesada. A divisão da empresa analisada é o ramo de
PHWDOXUJLDGHHTXLSDPHQWRVSURMHWRVHPRQWDJHQV

,GHQWL¿FDomRGRSUREOHPD

$WXDOPHQWHRDWUDVRQRSURFHVVRGHDEDVWHFLPHQWRpH[FHVVLYRHFRQVHTXHQWHPHQWHWHPLQÀXHQFLDGR
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produtos e matérias primas para a fábrica.

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SUy[LPDGH]HURRXVHMDHQWUHGLDVRXGLDVGDGDWDGDXWLOL]DomRGDPDWpULDSULPDSHODXQLGDGH
IDEULO'HQWURGHVVDGLVWULEXLomRRREMHWLYRpFHQWUDURSURFHVVRHPXPDYDULDELOLGDGHDFHLWiYHOGH
VLJPDRXVHMDQRPtQLPRGHGRVDEDVWHFLPHQWRVGHQWURGDIDL[DGHDGLDVGDGDWDD
VHUXWLOL]DGR3DUDDWLQJLUHVVHREMHWLYRVHUmRXWLOL]DGDVWpFQLFDVGRLean (Redução de OHDGWLPH) e do
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de melhor.

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 (QIRTXHQRDWUDVR SUD]R H[FHVVLYRQRDEDVWHFLPHQWRGH¿QLGRSHOD&'( &HQWURGH([FHOrQFLD
RQGHVHHQFRQWUDD(QJHQKDULDGH3URGXWR 
 $WHQGHUDQHFHVVLGDGHQRVSUD]RVGRVFOLHQWHV¿QDLVSURGXomR
 Contribuir para o prazo de entrega contratual dos produtos acabados.

Optou-se por utilizar o conceito de OHDGWLPH como linha base de medição dos processos de
abastecimento. /HDGWLPH WHPSRGHFLFOR pRWHPSRGHFRUULGRHQWUHDDGRomRGHXPDSURYLGrQFLDH
sua concretização.

A redução dos tempos envolvidos nos processos de produção é um fator importante para aumentar a
ÀH[LELOLGDGH8WLOL]DVHOHDGWLPH de abastecimento para o tempo entre a colocação de uma solicitação
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que irá utilizá-la.

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Implantação

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x &KDPSLRQ PHPEUR GD GLUHWRULD GD HPSUHVD UHVSRQViYHO SRU JDUDQWLU R VXSRUWH QHFHVViULR DR
projeto.
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participação e integração de sua equipe ao projeto.
x Mentor/Black BeltUHVSRQViYHOSHODRULHQWDomRGRWLPHQRXVRGDVIHUUDPHQWDV/HDQ6HLV6LJPD
e pela revisão do projeto.
x 0HPEURVFRPSRVWRSRURQ]HSHVVRDVGHWRGDVDViUHDVHQYROYLGDVTXHVHUmRUHVSRQViYHLVSHOD
operacionalização do projeto e por sugerir as melhorias necessárias no mesmo.

2SURMHWRWHYHLQtFLRHPGH]HPEURGHHVHHVWHQGHXDWpRXWXEURGH1RSULQFtSLRDPDLRU
GL¿FXOGDGH HQFRQWUDGD SDUD D LPSODQWDomR IRL QD FROHWD GH GDGRV SDUD D SULPHLUD PHQVXUDomR GR
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que o processo em que estão envolvidas passa a ser medido e analisado de uma forma mais profunda
H GHWDOKDGD $OpP GLVVR D VLPSOHV SHUFHSomR GH PXGDQoDV QRV SURFHGLPHQWRV WDPEpP FDXVD
LQVHJXUDQoDHFRQVHTXHQWHPHQWHJHUDUHVLVWrQFLDSRUSDUWHGDVPHVPDV

+RXYHWDPEpPDGL¿FXOGDGHHPFRQVHJXLUTXHYiULRVVHWRUHVVHUHXQLVVHPSDUDPDSHDUXPSURFHVVR
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determinantes para o sucesso do mesmo.

Etapas do Projeto

2SURMHWRIRLGLYLGLGRHPHWDSDVGHWUDEDOKRSRUPHLRGDPHWRGRORJLD'0$,&TXHVHEDVHLDHP
FLQFRHWDSDV'H¿QLomR0HGLomR$QiOLVH0HOKRULD ,PSURYHPPHQW) e Controle. Essas etapas serão
detalhadas a seguir.

x 'H¿QLomRREVHUYRXVHDWUDYpVGHPHGLGRUHVGHGHVHPSHQKRLQWHUQRVGDHPSUHVDTXHRSURFHVVR
de abastecimento da mesma vinha apresentando atrasos para a fabricação. No mapa de processo
o abastecimento inicia no momento que o planejamento emite a requisição de compra e termina
quando o setor de qualidade estabelece a conformidade dos requisitos da matéria prima. Este
SURFHGLPHQWRpGHPRQVWUDGRQD,OXVWUDomR

120
INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008

,OXVWUDomR0DSDGRSURFHVVRGHDEDVWHFLPHQWR
)RQWH(PSUHVD;

x 0HGLomRIRUDPHVFROKLGRVRVSURMHWRVRQGHIRUDPLGHQWL¿FDGRVRVDWUDVRVHQWUHDGDWDGHHQWUHJD
dos fornecedores e a data de utilização para a produção. O primeiro levantamento apontou os
VHJXLQWHVUHVXOWDGRVGDWDEHOD

CDE Obra Mediana 0tQLPR Máximo Sigma


Processos 9$    
Processos 63    
Processos 9$    
Processos 9%    
Mov. Materiais +3    
Mov. Materiais +3    
Mov. Materiais 0    
Metroviário 3,    
Metroviário 3,    
7DEHOD&ROHWDGHGDGRVGRSURMHWR
)RQWH(PSUHVD;

2VSURFHVVRVQmRVmRFHQWUDGRVHFRPGLVWULEXLo}HVHPWHUPRVGHDEDVWHFLPHQWRPXLWRGLVSHUVDV
$SyVID]HUDDQiOLVHHVWDWtVWLFDGRVGDGRVHDXWLOL]DomRGRVRIWZDUH0,1,7$%YHUVmRREVHUYRX
VHTXHDVPHGLGDVHPWHUPRVGHVLJPDPpWULFDHVWmRUD]RDYHOPHQWHGLVWDQWHVGDPHWDGHVLJPD+i
FDVRVGHYDORUHVQHJDWLYRVRTXHLQGLFDSURFHVVRVWRWDOPHQWHIRUDGRVOLPLWHVGHHVSHFL¿FDo}HVGD

121
INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008

IDL[DGHjGLDV

1D,OXVWUDomRWHPVHDUHSUHVHQWDomRJUi¿FDGDPHGLomRGRDEDVWHFLPHQWRGRSURMHWRGHXPDSRQWH
URODQWHGHQRPLQDGD+3

,OXVWUDomR'LVWULEXLomRDEDVWHFLPHQWRGDSRQWHURODQWH
)RQWH(PSUHVD;

x $QiOLVHRVGDGRVOHYDQWDGRVLQGLFDPTXHKiXPDGLVSHUVmRPXLWRJUDQGHQRTXHVHUHIHUHDRV
SUD]RVGHDEDVWHFLPHQWR$VVLPFRPRQXPPHVPRSURMHWRFRVQWDWRXVHDQWHFLSDo}HVQDHQWUHJD
GH DOJXQV FRPSRQHQWHV DFRQWHFHUDP DWUDVRV FRQVLGHUiYHLV HP RXWURV R TXH JHUD XPD VpULH
GH GHVHTXLOtEULRV H FRQWUDWHPSRV QR SODQHMDPHQWR H QD H[HFXomR GR SURMHWR FRPSURPHWHQGR
SRU¿PRFXPSULPHQWRGRVSUD]RVDFRUGDGRVFRPRVFOLHQWHV&RQFOXLVHTXHDVFDXVDVGHVWHV
GHVFRPSDVVRVHUDPEDVLFDPHQWHDIDOWDGHXPFRQWUROHPDLVHIHWLYRGHFDGDHWDSDGRSURFHVVR
DOpPGDGL¿FXOGDGHGHVHFRQVHJXLUIRUQHFHGRUHVDSWRVDWUDEDOKDUHPXPDVLQWRQLDPDLVD¿QDGD
com a empresa.
x 0HOKRULDVRVROXomRHQFRQWUDGDIRLXWLOL]DUDMXQomRGR/HDQH6HLV6LJPD'RLean foi utilizado
RFRQFHLWRGHUHGXomRGROHDGWLPHGHDEDVWHFLPHQWRGLQkPLFRRXVHMDRSURFHVVRpGLYLGLGR
HPWUrVHWDSDVTXHVmRSODQHMDPHQWRFRPSUDVHIRUQHFHGRUHVTXHSDVVDPDVHUPRQLWRUDGRV
quanto ao cumprimento de seus prazos. Cada etapa terá o seu sigma próprio e todos consolidados
LQGLFDPRVLJPDGRDEDVWHFLPHQWRGRSURMHWR1D,OXVWUDomRWHPVHRSURFHVVRDQWHULRUVHPD
utilização do conceito de lead-time. Esse processo não apresenta uma linha de base de tempo de
UHIHUrQFLD

122
INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008

,OXVWUDomR6LVWHPDVHPLQWHUDomR
)RQWH(PSUHVD;

1D LOXVWUDomR  p DSUHVHQWDGR R SURMHWR GH PHOKRULD FRP D LQWHJUDomR GR FRQFHLWR /HDQ /HDG
WLPHdinâmico com IHHGEDFN do tempo de compra e tempo de entrega do fornecedor. Esses valores
FRPS}HPROHDGWLPH dinâmico.

,OXVWUDomR6LVWHPDFRPIHHGEDFNSDUDOHDGWLPHGLQkPLFR
)RQWH(PSUHVD;

1D,OXVWUDomRREVHUYDVHHPWHUPRVGHPHGLomRGHGHVHPSHQKRTXHFDGDHWDSDGRDEDVWHFLPHQWR
SODQHMDPHQWRHVXSULPHQWRV WHUiXPFiOFXORGHVLJPDHVSHFt¿FRHIRUPDUiRVLJPDGHDEDVWHFLPHQWR

123
INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008

,OXVWUDomR&RPSRVLomRGRVLJPDGHDEDVWHFLPHQWR
)RQWH(PSUHVD;

)RLLPSOHPHQWDGRQR6LVWHPDGH,QIRUPDomR(53 Enterprise Resource Planning) da empresa um


PyGXORQRVRIWZDUHUHVSRQViYHOSRUUHDOL]DURDFRPSDQKDPHQWRGHFDGDHWDSDGRSURFHVVRHIRUQHFHU
DRSODQHMDPHQWRVXSULPHQWRVHFRRUGHQDomRDVLQIRUPDo}HVQHFHVViULDVSDUDVHID]HUXPDJHVWmR
SUyDWLYDGRVSURMHWRV$,OXVWUDomRUHSUHVHQWDRPyGXORGDVROLFLWDomRGDFRWDomRGHXPDPDWpULD
prima com seu respectivo OHDGWLPH e o prazo de atendimento. O OHDGWLPH varia de acordo com o tipo
HFODVVL¿FDomRGDPDWpULDSULPDVROLFLWDGD

,OXVWUDomR6LVWHPD(53DMXVWDGRFRPROHDGWLPHGHDEDVWHFLPHQWR
)RQWH(PSUHVD;

124
INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008

'HVVDIRUPDpSRVVtYHOSRUH[HPSORDiUHDGHVXSULPHQWRVUHDOL]DUDVFRPSUDVGHDFRUGRFRPR
OHDGWLPH de abastecimento e de compra de determinado componente a ser utilizado na fabricação
dos equipamentos.

x &RQWUROHFRPDIHUUDPHQWDDFLPDRFRQWUROHGRSURFHVVRSDVVDDVHUIHLWRHPFDGDHWDSDHRV
UHVXOWDGRVDSRQWDGRVHPWHPSRUHDOSRVVLELOLWDQGRTXHDViUHDVWRPHPXPDDomRLPHGLDWDPHQWH
TXDQGR VH YHUL¿FD TXH DOJXP SUREOHPD DFRQWHFH PLQLPL]DQGR DVVLP D SRVVLELOLGDGH GH QmR
FXPSULPHQWRGRVSUD]RVSODQHMDGRV'H¿QLVHTXHRVLJPDDFHLWiYHOSDUDRVSURMHWRVpQRPtQLPR
GHVLJPDRXVHMDDFHUWRVHPDEDVWHFLPHQWRVGHSHORPHQRV

Resultados obtidos

'HYLGR j FRPSOH[LGDGH GRV HTXLSDPHQWRV SURGX]LGRV SHOD HPSUHVD TXH SRGHP GHPRUDU DWp
PHVPR DQRV SDUD VHUHP FRQFOXtGRV D PHWD HVWLSXODGD GH QR PtQLPR  GRV DEDVWHFLPHQWRV
GHQWURGRSUD]RGHDGLDVGDGDWDHIHWLYDPHQWHQHFHVViULDDLQGDQmRIRLDWLQJLGDSRLVDOJXQV
projetos já estavam em andamento quando a ferramenta foi implantada. Com a utilização da nova
IHUUDPHQWDSHORGHSDUWDPHQWRGHVXSULPHQWRVGDHPSUHVDpFODUDPHQWHSHUFHSWtYHODUHGXomRQRV
SUD]RVGHDEDVWHFLPHQWRQRVQRYRVSURMHWRVRTXHJDUDQWHTXHDPHWDVHUiEUHYHPHQWHDOFDQoDGD
HYLGHQFLDQGR DVVLP HVWH SURMHWR FRPR QHFHVViULR SDUD GDU j HPSUHVD D FDSDFLGDGH GH JHULU VHXV
SURFHVVRVGHXPDIRUPDH¿FD]UHVXOWDQGRQRDSULPRUDPHQWRGHWRGDVXDFDGHLDSURGXWLYDID]HQGR
com que a organização cumpra pontualmente os compromissos assumidos em seus contratos e por
FRQVHTrQFLDDJUHJXHYDORUjVXDLPDJHPSHUDQWHVHXVFOLHQWHVHRPHUFDGRHPJHUDO

CONCLUSÃO

3RUPHLRGDDQiOLVHGRPDWHULDOGHSHVTXLVDIRLSRVVtYHOYHUL¿FDUTXHH[LVWHPDOJXPDVVHPHOKDQoDV
HQWUH DV GXDV PHWRGRORJLDV 1R HQWDQWR HODV SRVVXHP FDUDFWHUtVWLFDV GLVWLQWDV H VXD HVFROKD GHYH
OHYDUHPFRQVLGHUDomRDFXOWXUDGDHPSUHVDUHFXUVRVGLVSRQtYHLVHUHVXOWDGRVGHVHMDGRV$DYDOLDomR
das características de cada programa de melhoria visando a integração do Lean com o Seis Sigma
QRVPRVWUDTXHFDGDVLVWHPDWHPVXDVSDUWLFXODULGDGHVSRVLWLYDVHQHJDWLYDVTXHGHYHPVHUOHYDGDV
HPFRQWDSDUDDLQWHJUDomR(PWHPSRVGHFRQFRUUrQFLDDFLUUDGDDH[FHOrQFLDGDJHVWmRDTXDOLGDGH
GHH[HFXomRHDYLVmRGHORQJRSUD]RSRGHPGHWHUPLQDUDVREUHYLYrQFLDGRQHJyFLR2/HDQ6HLV
6LJPDpXPPpWRGRHYROXWLYRGHFRQFHLWRVGHSURGXomRHQ[XWDHGDJHVWmRGDTXDOLGDGHWRWDOVXDV
DSOLFDo}HVVmRIHLWDVSRUPHLRGHDQiOLVHVHFRQWUROHVHVWDWtVWLFRVGHSURFHVVRVEXVFDGHPHOKRULDV
HPTXDOLGDGHHDXPHQWRGHFRPSHWLWLYLGDGH2PpWRGRSURS}HDQDOLVDUHSUHYHUDVYDULDELOLGDGHV
PHOKRUDUDTXDOLGDGHGRVSURGXWRVHVHUYLoRVDXPHQWDUDYHORFLGDGHGRVSURFHVVRVEXVFDUDVDWLVIDomR
dos consumidores e com isso alavancar os negócios empresariais.

(VWH WUDEDOKR IRFDOL]RX RV DVSHFWRV WpFQLFRV GH LPSOHPHQWDomR GD ¿ORVR¿D GD PDQXIDWXUD HQ[XWD
MXQWDPHQWHFRPDPHWRGRORJLD6HLV6LJPDHPXPDLQG~VWULDPHWDO~UJLFDLQVWDODGDHP$UDUDTXDUD
63 $WUDYpVGDDSOLFDomRGR'0$,&HGDVIHUUDPHQWDVXWLOL]DGDVQDPDQXIDWXUDHQ[XWDIRLSRVVtYHO
GHWHUPLQDUHTXDQWL¿FDURVSULQFLSDLVGHIHLWRVHHPTXDLVSURFHVVRVKDYLDPDLVGHVSHUGtFLRVFRPR
WDPEpPDQDOLVDUDVFDXVDVGRVGHIHLWRVSDUDRHVWDEHOHFLPHQWRGHDo}HVGHPHOKRULD&RPHVVHHVWXGR
SRGHVHREVHUYDUDVLWXDomRGDHPSUHVDDQWHVGDLPSOHPHQWDomRHRVSURFHVVRVGDPHVPDWRUQDQGR
125
INTERFACE TECNOLÓGICA - v.5 - n.1 - 2008

SRVVtYHODQDOLVDURVUHVXOWDGRVREWLGRVQRVSURFHVVRVSURGXWLYRVHVXDVFRQWULEXLo}HVSDUDRDXPHQWR
GDH¿FLrQFLDRSHUDFLRQDO$OpPGLVVRSRGHVHREVHUYDUDLPSRUWkQFLDGDSDUWLFLSDomRHHQWURVDPHQWR
GHYiULRVGHSDUWDPHQWRVGDHPSUHVDIDWRUPXLWRLPSRUWDQWHSDUDTXHDLPSOHPHQWDomRRFRUUDFRP
VXFHVVR$PEDVDVPHWRGRORJLDVWUD]HPJUDQGHVEHQHItFLRVjVHPSUHVDVSULQFLSDOPHQWHTXDQGRVmR
implementadas respeitando-se os conceitos e princípios de cada uma delas.

ABSTRACT

'XH WR JOREDOL]DWLRQ FRPSHWLWLRQ KDV EHFRPH PRUH DFFHQWXDWHG ,Q RUGHU WR UHPDLQ FRPSHWLWLYH
FRPSDQLHVQHHGWRVHDUFKIRURUWRGHYHORSQHZPHWKRGRORJLHVDQGWHFKQLTXHVRIPDQDJHPHQW/HDQ
6L[6LJPDUHSUHVHQWVDQLQWHJUDWHGDSSURDFKRIWZRPHWKRGRORJLHVWKDWZHUHGHYHORSHGDOWKRXJK
WKH\ FDQ EH XVHG LQGLYLGXDOO\ 6L[ 6LJPD DQG /HDQ +RZHYHU WKH DGYDQWDJHV RI WKH LQWHJUDWHG
LPSOHPHQWDWLRQRIWKHWZRDSSURDFKHVKDYHSURYHGWREHYHU\UHOHYDQW7KLVZRUNDLPHGWRGHPRQVWUDWH
WKHLPSRUWDQFHRIWKHMXQFWLRQRI/HDQ0DQXIDFWXULQJDQG6L[6LJPDPHWKRGVWRUHGXFHWKHZDVWHDQG
FRVWVLQRUGHUWRLQFUHDVHWKHTXDOLW\DQGWKHGHOLYHU\VSHHGVHUYLFHWRFXVWRPHUV)RUWKHSXUSRVHWR
DFKLHYHRXUJRDODELEOLRJUDSKLFUHVHDUFKIROORZHGE\D¿HOGUHVHDUFKZDVKHOGLQDELJVL]HFDSLWDO
JRRGVFRPSDQ\LQ$UDUDTXDUD 63 ,WIROORZVWKDWE\DSSO\LQJWKH'0$,&DQGWRROVXVHGLQOHDQ
PDQXIDFWXULQJLVSRVVLEOHWRGHWHUPLQHDQGTXDQWLI\WKHPDMRUGHIHFWVLQZKLFKSURFHVVHVWKHUHLV
PRUHZDVWHDQGZHFDQDQDO\]HWKHFDXVHVRIGHIHFWVIRUWKHHVWDEOLVKPHQWRILPSURYHPHQWDFWLRQV
LQFUHDVLQJWKHFRPSDQ\¶VHI¿FLHQF\

KEYWORDS: /HDQ0DQXIDFWXULQJ6L[6LJPD/HDQ6L[6LJPD'0$,&

REFERÊNCIAS

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'$<&+2800)HUUDPHQWDVH7pFQLFDVGH*HUHQFLDPHQWR5LRGH-DQHLUR'HVHQYROYLPHQWR

)(51$1'(6 + 9 /HDQ 6L[ 6LJPD (VWXGR GR 3RWHQFLDO GH ,PSODQWDomR QD ;pUR[ ± 8QLGDGH
,QGXVWULDO1RUGHVWH'LVVHUWDomR 0HVWUDGR ±8QLYHUVLGDGH)HGHUDOGD%DKLD6DOYDGRU
*(25*( 0 /HDQ 6HLV 6LJPD SDUD 6HUYLoRV &RPR 8WLOL]DU 9HORFLGDGH /HDQ H 4XDOLGDGH 6HLV
6LJPDSDUD0HOKRUDU6HUYLoRVH7UDQVDo}HV6mR3DXOR'HVHQYROYLPHQWR
LEAN INSTITUTE BRASIL. 'LVSRQtYHOHPZZZOHDQRUJEU!$FHVVRHP-XQ
0,7&+(//%7KH6L[6LJPDDSSHDO(QJLQHHULQJ0DQDJHPHQW-RXUQDO6WHYHQDJH8.YQ
SIHY
2+12 7 2 6LVWHPD 7R\RWD GH 3URGXomR além da produção em larga escala. 3RUWR $OHJUH
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'HVHQYROYLPHQWR

126