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Gestão da
Qualidade
Gestão da Qualidade
Itabira
Presidente da FIEMG
Gestor do SENAI
Elaboração
José Ronaldo Lage Silva
Revisão
Unidade Operacional
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Gestão da Qualidade
SUMÁRIO
APRESENTAÇÃO ...................................................................................................... 4
OBJETIVO.................................................................................................................... 5
REFERÊNCIAS .........................................................................................................106
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Gestão da Qualidade
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Gestão da Qualidade
Apresentação
O SENAI deseja , por meio dos diversos materiais didáticos, aguçar a sua
curiosidade, responder às suas demandas de informações e construir links entre os
diversos conhecimentos, tão importantes para sua formação continuada !
5
Gestão da Qualidade
OBJETIVO
PROGRAMA
* Padrões Organizacionais
* Indicadores de Desempenho
* Função Padronização
* Tratamento de Anomalia
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Gestão da Qualidade
2a. GUERRA
TAYLOR MUNDIAL GUERRA
COMERCIAL
FATOR
SHEWHART TÉCNICO
JUS
DEMING
E
JURAN
FEIGENBAUM
CROSBY
MASLOW CCQ
McGREGOR
CONCRETI-
HERZBERG ZAÇÃO DO
TQC
HISTÓRIA DO DESENVOLVIMENTO
DA QUALIDADE TOTAL COMO FATOR
SISTEMA ADMINISTRATIVO HUMANO
A palavra qualidade tem muitas definições, que variam de pessoa para pessoa, de
especialista para especialista. A seguir, apresentamos algumas destas definições:
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Gestão da Qualidade
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Gestão da Qualidade
Sobrevivência
Competitividade
Produtividade
1 2 3 4 5 6 7
Vizinhos
Clientes Empregados Acionistas Fornecedores (Meio Ambiente) Comunidade Sociedade
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Gestão da Qualidade
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PRODUTIVIDADE
ROMPIMENTO
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Gestão da Qualidade
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Processos Resultados
Autoridade Responsabilidade
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Gestão da Qualidade
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DIMENSÕES DA QUALIDADE
Custo Cliente
Custo Acionista
Preço Empregado
Comunidade
Prazo Certo
Atendimento Local Certo Cliente
Quantidade Certa
Empregados Cliente
Segurança Empregado
Usuário Comunidade
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Gestão da Qualidade
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DEFINIÇÃO DE META
Exemplos:
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Gestão da Qualidade
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M é to d o
M e ta + H o d o s
(M e ta ) (C a m in h o )
C a m in h o p a r a a m e ta
A B
M é to d o
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Gestão da Qualidade
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C IC L O P D C A P A R A
CO NTRO LE DE PRO CESSO S
A c tio n P la n
A tu e n o
p r o c e s s o e m E s ta b e le ç a
fu n ç ã o d o s a M e ta
r e s u lta d o s D e te r m in e
o s m é to d o s
p a ra a lc a n ç a r
a m e ta
Eduque
V e r if iq u e e
o s e fe ito s tr e in e
E x e c u te
d o tr a b a lh o o
e x e c u ta d o tr a b a lh o
( C o le t e d a d o s )
Check Do
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Gestão da Qualidade
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ESTILOS X EFICÁCIA
DO GERENCIAMENTO
M EL H ORI A GEREN CI AL
P D C A MELHOR
TEMPO EMPREGADO
DE UM TRABALHO
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Gestão da Qualidade
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Gestão da Qualidade
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G E R E N C IA M E N T O P A R A M A N T E R
M ETA PA D R Ã O
M ETA PA D R Ã O :
1
Q u a lid a d e P a d rã o , C u s to P a d rã o , e tc .
S 2 PA D R Ã O :
E s ta b e le c id o p a ra a tin g ir a s m e ta s p a d rã o
D 3 EXEC U Ç Ã O :
C u m p rir o P A D R Ã O
V E R IF IC A Ç Ã O :
4 C o n firm a ç ã o d a e fe tiv id a d e d o P A D R Ã O
R e s u lt a d o
C
n = 2 L S C = 4 4 9 ,7 9
450
L C = 4 0 6 ,3 1
400
L IC = 3 6 2 ,8 4
E F E T IV O 350
? 100 L S C = 7 5 ,5 5
S IM
50 L C = 2 3 ,1 3
N Ã O
0
1 2 3 4 9 10 11 12 Tem po
A 5
A Ç Ã O C O R R E T IV A :
R e m o ç ã o d o S in to m a
A ção na causa
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Gestão da Qualidade
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G E R E N C IA M E N T O P A R A M E L H O R A R
M E T A D E M E L H O R IA
PROB LEM A :
1 Id e n t if ic a ç ã o d o P r o b le m a
OBSERVAÇÃO:
2 R e c o n h e c im e n to d a s c a ra c te rís tic a s d o
P
p ro b le m a
A N Á L IS E :
3
D e s c o b e rta d a s c a u s a s p rin c ip a is
PLANO DE AÇÃO:
4
C o n tra m e d id a s ã s c a u s a s p rin c ip a is
D 5
EXECUÇÃO:
A tu a ç ã o d e a c o r d o c o m o " P la n o d e A ç ã o "
V E R IF IC A Ç Ã O :
6 C o n firm a ç ã o d a e fe tiv id a d a d e d a a ç ã o
C NÃO
E F E T IV O
?
N ÚM ER O
DE
REC LA M AÇ Õ ES
M ELH OR
M ETA
S IM
92 93 J 94 D
P A D R O N IZ A Ç Ã O :
7 E lim in a ç ã o d e fin itiv a d a s c a u s a s
A 8
CONCLUSÃO:
R e v is ã o d a s a tiv id a d e s e p la n e ja m e n to p a r a
tra b a lh o fu tu ro
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Gestão da Qualidade
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GERENCIAMENTO DA ROTINA E
GERENCIAMENTO PELAS DIRETRIZES
GERENCIAMENTO GERENCIAMENTO
DA ROTINA DA ROTINA
A S2
C D
MELHORIA
A P
C D
A H
INOVAÇÃO. ATINGIR O
C D ALVO DO NOVO RUMO
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Gestão da Qualidade
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METAS
PROBLEMAS ANUAIS
RELEVANTES
AP MELHORA
CD
AÇÃO
CORRETIVA PADRÕES
AS
PRODUTOS /
CD SERVIÇOS MANTÉM
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Gestão da Qualidade
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ASSESSORIA
Ajuda a função gerencial co ntribuindo com conhecimen to técnico.
(TÉCNICA)
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Gestão da Qualidade
NOTAS:
Foco
Inspeção: Produto final
Controle da Qualidade: Processo (ação corretiva)
Garantia da Qualidade: Sistema (ação preventiva)
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Gestão da Qualidade
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GERENCIAMENTO DO CRESCIMENTO
DO SER HUMANO NA EMPRESA
Seleção Curriculum, testes,
e admissão e entrevistas
Descobrir a
capacidade Manifestação
Lotação e individual
acompanhamento
Pesquisa de clima
Atingir metas
Descobrir a individuais
capacidade Executar o trabalho
Atingir metas
do setor
Treinar no serviço
(OJT)
Treinar fora
Gerencia- do serviço (OffJT)
Utilizar e desenvolver Educar e treinar
mento do a capacidade Incentivar o
Crescimento auto-desenvolvimento
do ser Humano Rodízio
na Empresa
5S
Reconhecimento e
Retribuir premiação
Carreira e
sucessão
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Gestão da Qualidade
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Gestão da Qualidade
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CONCEITO DE 5S
É a derivação das palavras de origem
Japonesa adaptadas para o Português que
busca a mudança no comportamento e
nos hábitos das pessoas.
JAPONÊS
5S-01-0
PORTUGUÊS
• SEIRI • SENSO DE UTILIZAÇÃO
• SEITON • SENSO DE ORDENAÇÃO
• SEISOU • SENSO DE LIMPEZA
• SEIKETSU • SENSO DE ASSEIO
• SHITSUKE • SENSO DE AUTO-DISCIPLINA
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Gestão da Qualidade
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Gestão da Qualidade
RESULTADOS DOS 5S
Procedimentos Beneficiados
de Trabalho Empregado Cliente (Produto)
Mais fáceis
Mais seguros
Mais simples
Mais rápidos
Mais limpos
Melhores
Mais baratos
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Gestão da Qualidade
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Gestão da Qualidade
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Gestão da Qualidade
CONCEITO:
OBJETIVO:
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Gestão da Qualidade
FUNDAMENTOS DO CCQ
Extravazar capacidade Contribuir para o desenvolvimento
criadora: da Empresa:
• Autodesenvolvimento • Participar dos processos decisórios
• Auto-realização • Aplicar talento
• Estima
PRINCÍPIOS BÁSICOS:
• Autodesenvolvimento;
• Prazer em trabalhar;
• Participação;
• Aplicação de técnicas de controle de qualidade;
• Fortalecer atividades dos círculos;
BENEFICIÁRIOS:
• Desenvolvimento mútuo;
• Empregados;
• Usar criatividade;
• Grupo;
• Consciência;
• Empresa;
• Voluntariedade.
• Sociedade.
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Gestão da Qualidade
OBJETIVOS DO PROGRAMA
DE SUGESTÕES
O Programa de Sugestões visa obter RESULTADOS PARA A EMPRESA
através do desenvolvimento do POTENCIAL CRIATIVO DO
EMPREGADO:
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Gestão da Qualidade
UTILIZAÇÃO DO PROGRAMA DE
SUGESTÕES COMO FERRAMENTA
Melhorar os processos produtivos.
Melhorar a produtividade.
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Gestão da Qualidade
CRENÇAS
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Gestão da Qualidade
VALORES
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Gestão da Qualidade
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ÉTICA
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Gestão da Qualidade
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MISSÃO
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Gestão da Qualidade
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VISÃO
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Gestão da Qualidade
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Missão
Negócio(s)
Ideologia, Valores, Crenças, Código de Ética e Conduta e Conhecimento
Cultura
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Gestão da Qualidade
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FUNÇÃO
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Gestão da Qualidade
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GERENCIAMENTO FUNCIONAL OU DA
ROTINA
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Gestão da Qualidade
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PADRÕES ORGANIZACIONAIS
- Estrutura Organizacional
- Atribuições Orgânicas
- Descrição de Cargos
- Comitês
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Gestão da Qualidade
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VOCÊ É O PRESIDENTE
DE UMA PEQUENA EMPRESA
QUALIDADE INTRÍNSECA
Matéria
Máquina Medidas
Prima
CUSTO
LOCAL CERTO
PRODUTOS
SERVIÇOS QUANTIDADE CERTA
ATENDIMENTO
HORA CERTA
DOS CLIENTES
Meio Método Mão-de-obra
Ambiente SEGURANÇA DOS VIZINHOS
MORAL
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Gestão da Qualidade
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Apresentação
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Gestão da Qualidade
48
LEVANTAMENTO DAS NECESSIDADES
DOS CLIENTES
PRODUTO/ ITEM DE UNIDADE FREQUÊNCIA PRIORIDADE
CLIENTE NECESSIDADES
SERVIÇO CONTROLE DE MEDIDA DE MEDIÇÃO
QUALIDADE
CUSTO
49
ATENDIMENTO
Gestão da Qualidade
MORAL
SEGURANÇA
Campo (A) Campo (B) Campo (C) Campo (D) Campo (E) Campo (F) Campo (G)
Gestão da Qualidade
DEFINIÇÃO DE
RESPONSABILIDADE E AUTORIDADE
AUTORIDADE RESPONSABILIDADE
METAS
MATÉRIAS MÁQUINAS MEDIDAS
PRIMAS QUALIDADE TOTAL
RESULTADOS CLIENTES
SATISFAÇÃO
EMPREGADOS
MEIO MÃO DAS
ACIONISTAS
AMBIENTE DE OBRA MÉTODO (FINS) PESSOAS
COMUNIDADE
ITENS DE
SUA ÁREA GERENCIAL
(MEIOS)
CONTROLE OBJETIVO
ITENS DE
VERIFICAÇÃO
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Gestão da Qualidade
Item de Controle
ou Indicador-Chave
• São indicadores estabelecidos, a partir dos resultados do trabalho
realizado, que deverão ser acompanhados, gerenciados.
Exemplos: número de reclamações, número de impactos
ambientais, US$/t, volume produzido.
Item de Verificação
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51
Gestão da Qualidade
SEGURANÇA
MORAL
MAT. MEIO
PRIMA AMBIENTE MEDIDA ATENDIMENTO
CUSTO
QUALIDADE
Nº DE DEFEITOS
MOTOR A 90 70 50 45 24 22 21 20
REDUTOR 30 35 30 35 35 42 36 33
MÃO DE REDUTOR A 90 70 50 40 35 20 20 22
MÁQUINA MÉTODO OBRA CORREIA Z 70 60 50 60 20 31 25 24
CHAVE 1 60 28 40 50 15 20 19 19
OUTROS 20 20 40 25 20 35 40 25
CAUSAS
EFEITOS
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Gestão da Qualidade
META
10 LINHA DE (8)
META
(4)
BENCHMARK
0
VALOR VALOR J F M A M J J A S O N D J F M A M J J A S O N D J F M A M
MÉDIO MÉDIO
1995 1996 1997 1998 1999
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Gestão da Qualidade
54
DETERMINAÇÃO DE ITENS DE
CONTROLE E DE VERIFICAÇÃO
ITEM DE CONTROLE
55
Gestão da Qualidade
56
Gestão da Qualidade
Exercício
Mês J F M A M J J A S O N D
Porcentagem 9,7 10,2 9,5 7,8 7,5 7,0 6,4 5,5 5,1 4,8 5,0 4,6
57
Gestão da Qualidade
Exemplo:
Porcentagem de roupas danificadas na lavanderia LAVBEM, onde
Exemplo: %
Exemplo:
1995: 4,8%
1996: 4,0%
Exemplo: 1%
Exemplo:
58
Gestão da Qualidade
O menor valor da escala deve ser inferior ao valor mínimo observado para a
média anual ou mensal do item de controle e o maior valor da escala deve ser
superior ao "benchmark". Quando o gráfico for construído em papel A4, uma
sugestão é deixar de 8 a 12cm entre o menor e o maior valor da escala.
* As duas barras que representarão as médias dos anos anteriores devem ter a
mesma largura.
* Os espaçamentos entre as duas barras e entre a última barra e o primeiro mês do
ano em curso devem ser iguais à metade da largura das barras.
* Os espaçamentos entre os meses devem ser iguais.
* O comprimento do eixo horizontal (considerando apenas a distância do mês de
janeiro ao mês de dezembro do ano em curso) não devem ser muito maior ou
muito menor que o comprimento do eixo vertical.
Exemplo:
* Largura das barras: 1cm.
* Espaçamento entre os meses: 1cm.
Nestas condições:
* Comprimento do eixo horizontal (meses): 12cm.
59
Gestão da Qualidade
Mês J F M A M J J A S O N D
Porcentagem 4,2 3,9 3,0 3,1 3,0 3,0 2,2 3,2 2,1 2,0 1,9 1,8
60
Gestão da Qualidade
Exemplo: Figura 1.
5,0 4 ,8
Porcentagem de Roupa s
4 ,0
MELHOR
4,0
Danificad as (%)
3,0
META
(2%) 2,24
2,0
"BENCHMARK"
(1%)
1,0
0
95 96 J F M A M J J A S O N D ACUMULADO
61
Gestão da Qualidade
Figura 1
C ic lo E t a p a s d o P la n e ja m e n t o E ta p a s d a M e lh o r ia
1 Id e n t if ic a r a s 1 Id e n t if ic a ç ã o d o
n e c e s s id a d e s d o s c lie n te s P r o b le m a
2 E s ta b e le c e r o c o n c e it o d o 2 O b s e rv a ç ã o
p ro d u to
3 P r o je ta r o p r o d u to e o 3 A n á lis e
p ro c e s s o
4 E s ta b e le c e r o s 4 P la n o d e a ç ã o
p a d rõ e s -p ro p o s ta
5 F a b r ic a r e te s ta r o 5 A ção
lo t e - p ilo t o
6 V e r if ic a r a s a t is f a ç ã o 6 V e r if ic a ç ã o
d o c lie n t e
7 E s ta b e le c e r a p a d r o n iz a ç ã o 7 P a d r o n iz a ç ã o
f in a l
8 R e f le x ã o s o b r e o p r o c e s s o 8 C o n c lu s ã o
d e d e s e n v o lv im e n to
1 R ec o n h e ce o p a d rão
2 E d u c a e tr e in a n o s p a d rõ e s
3 T r a b a lh a c o n f o r m e o s p a d r õ e s
4 V e r if ic a o c u m p r im e n to d o s p a d r õ e s
5 V e r if ic a r e s u lta d o s d o tr a b a lh o
6 R e la t a A n o m a lia s
7 A g e s o b r e o s s in to m a s e c a u s a s im e d ia t a s
8 C o m p le m e n ta a ç õ e s p a r a e v ita r r e in c id ê n c ia
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Gestão da Qualidade
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Gestão da Qualidade
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IM P O R T Â N C IA D A
P A D R O N IZ A Ç Ã O
- E s ta b e le c e r c la r a m e n te r e s -
p o n s a b ilid a d e e a u to r id a d e
- R e g is tr a r o c o n h e c im e n to
te c n o ló g ic o d a o r g a n iz a ç ã o
- E s ta b iliz a r o s p r o c e s s o s
- C o n s titu ir a b a s e p a r a a
m e lh o r ia c o n tín u a
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Gestão da Qualidade
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V A N T A G E N S D A P A D R O N IZ A Ç Ã O
PA R A O EXEC U TA N TE
F a z e r o m e lh o r , c o m m e n o r e s fo r ç o
E x e c u ta r a s u a ta r e fa , s e m n e c e s s i-
d a d e d e o rd e m fre q u e n te d a
G e r ê n c ia
R e d u z ir p e r d a s d e te m p o e
r e t r a b a lh o
S a b e r c o m o e v ita r a a n o m a lia
E s t im u la r a p a r t ic ip a ç ã o e o
e n v o lv im e n to
M a io r s e g u r a n ç a n o a m b ie n te d e
tr a b a lh o
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Gestão da Qualidade
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V A N T A G E N S D A P A D R O N IZ A Ç Ã O
P A R A O G E R E N TE
A v a lia r p o r r e s u lta d o s e n ã o p o r
s e n tim e n to s
E lim in a r a in te r fe r ê n c ia fr e q u e n te
n o tr a b a lh o d o s u b o r d in a d o
S u p e r v is io n a r, s e m n e c e s s id a d e d e
o r d e n s fr e q u e n te s d a G e r ê n c ia
E lim in a r o e s fo r ç o d e p r o c u r a r a
s o lu ç ã o d o m e s m o p r o b le m a
re p e tid a s v e z e s
T e r u m a fe r r a m e n ta p a r a o e x e r c í-
c io d o c o n tr o le
T e r te m p o p a r a m e lh o r a r o s
r e s u lta d o s ju n to c o m a e q u ip e
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Gestão da Qualidade
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C A R A C T E R ÍS T IC A S D E
U M PA D R Ã O
1- F Á C IL DE SER C O M P R E E N D ID O E
C U M P R ID O P E L O U S U Á R IO
2 - S IM P L E S
3 - C O N C R ETO
4 - B A S E A D O N A P R Á T IC A
5 - R E S U LTA D O D E C O N S E N S O
6 - CO ER ENTE C O M O UTRO S PA D R Õ E S
IN T E R N O S , N O R M A S E L E G IS L A Ç Ã O
7- A P R O VA D O PO R C H E F IA D E N ÍV E L
S U P E R IO R À D A Á R E A U S U Á R IA D O
PA D R Ã O
8- CO NTER :
T ÍT U L O
NU M ERAÇÃO
F O R M A P A D R O N IZ A D A
D A T A D A Ú L T IM A R E V IS Ã O
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Gestão da Qualidade
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Gestão da Qualidade
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Gestão da Qualidade
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* Objetivo Aprender como construir um fluxograma a partir da descrição da
forma de funcionamento de um processo
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* Método Com base nas informações contidas na descrição da forma de
funcionamento de um processo, apresentada a seguir, cada
grupo deverá elaborar um fluxograma de processo descrito. O
fluxograma deverá ser bem simples, utilizando a simbologia
em anexo. Após a execução do exercício será distribuído o
gabarito, com comentários do instrutor.
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70
Gestão da Qualidade
71
Gestão da Qualidade
FLUXOGRAMA
Definição:
Gráfico que representa o fluxo de um
processo ou uma seqüência normal de
geração de um produto ou serviço.
72
Gestão da Qualidade
Assim que um cliente chega a uma das lojas da lavanderia Lavbem para
entregar a roupa suja para ser lavada, duas situações podem ocorrer:
73
Gestão da Qualidade
D E F IN IÇ Õ E S
S IS T E M A :
C o n j u n to d e p r o c e s s o s d i s t in to s e
i n t e r d e p e n d e n t e s q u e , f u n c io n a n d o d e
fo r m a in teg rad a e c o o r d e n a d a , b u sc a
a t i n g ir u m o b j e ti v o c o m u m .
PR OCE SSO :
C o n j u n to d e ta r e f a s d is ti n t a s e in te rl i g a d a s
q u e p r o d u z u m r e s u l ta d o e s p e c í f ic o .
TAR EFA :
C o n j u n to d e p a s s o s d is ti n t o s e in te rl i g a d o s
q u e p r o d u z u m r e s u l t a d o e s p e c íf i c o .
PAS SO* :
M e n o r u n id ad e n a ex ec u ç ão d e u m a tar efa .
* Pas so é ch am ad o tam b ém d e
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74
Gestão da Qualidade
FLUXOGRAM A DE FUNÇÃO
EXEM PLO
A Q U IS IÇ Ã O D E E Q U IP A M E N T O S
IN Í C IO
RECEBER E
A N A L IS A R R C A
S E L E C IO N A R
PROPONENTES B
PLAN E JAR
COMPRA C
L IC IT A R D
JU LG AR E
P R O P O S TA S
EFETU AR
C O N T R ATA Ç Ã O
F
F IM
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75
Gestão da Qualidade
F L U X O G R A M A D O P R O C E S S O "A "
R E C E B E R E A N A L IS A R R C
RECEBER RC
P R O TO C O L A D A 1
P E L A S E C R E T Á R IA
D E F IN IR
A CO M PRAD OR
RESPO NSÁ VEL
B
C L A S S IF IC A R
E A N A L IS A R
C C O N S IS T Ê N C IA
DA RC
D
V E R IF IC A R
P R E E N C H IM E N T O
E DA RC
F N
RC C O N TA T A R
C O R R E TA R E Q U I S I TA N T E
?
S
R E G IS T R A R S
DADOS DA RC CORREÇÃO
N O S IS T E M A S IM P L E S
?
N
A B R IR P A S TA
D E V O LV E R PA R A
DO R E Q U I S I TA N T E
PROCESSO
P A S S A R P A S TA
DO PR OCESSO
PA R A O C O M P R A D O R 1
T A R E F A S C R ÍT IC A S
(R E Q U E R E M P R O )
B
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76
Gestão da Qualidade
EXEMPLO DE UM PROCEDIMENTO
OPERACIONAL (Pictórico)
NOME DO PROCESSO AUTORIZADO POR VERIFICADO POR PREPARADO POR
PROCEDIMENTO OPERACIONAL MONTAGEM FINAL
ATIVIDADE CRÍTICA 1
ASSENTAMENTO DA
COBERTURA TRASEIRA
NOS ENCAIXES
ATIVIDADE CRÍTICA 2
1 3
APARAFUSANDO OS
PARAFUSOS GRANDES
6 5
ATIVIDADE CRÍTICA 3
4 APARAFUSANDO OS
2 PARAFUSOS PEQUENOS
NOTA:
PRESSÃO DE AR DO
APARAFUSADOR
PNEUMÁTICO
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77
Gestão da Qualidade
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Exercício ELABORAR UM
4 PROCEDIMENTO OPERACIONAL - PRO
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78
Gestão da Qualidade
Localizador Rev.
79
Gestão da Qualidade
CONCEITO DE ANOMALIA
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Gestão da Qualidade
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V a z a m e n to s , s u je ir a , d e s o r d e m , s itu a ç õ e s
V is ã o p e r ig o s a s , ilu m in a ç ã o in a d e q u a d a , o b je to s
d a n ific a d o s , la y o u t in a d e q u a d o , p o n to s
f o r a d o s lim it e s d o g r á f ic o , f ila s , e tc .
A u d iç ã o
R u íd o s e s tr a n h o s e m e q u ip a m e n to s
(c h ia d o s , e s tr id e n te s , a la r m e s ), a u s ê n c ia
d e r u íd o c a r a c te r ís tic o , r e c la m a ç õ e s , e tc .
O lfa to
F u m a ç a , c h e ir o d e q u e im a d o , p r e s e n ç a d e
p r o d u to s q u ím ic o s , a lte r a ç õ e s d e c h e ir o s
c a r a c te r ís tic o s d e p r o d u to s (a lim e n to s ,
r e m é d io s ), p o e ir a s , e tc .
T a to
C a lo r o u fr io e x c e s s iv o , e q u ip a m e n to o u
m ó v e is s u jo s , r u g o s id a d e a n o r m a l,
v ib r a ç ã o , e tc .
P a la d a r C o m id a e s tr a g a d a , á g u a r u im , s a b o r
e s tr a n h o n o s a lim e n to s , e tc .
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Gestão da Qualidade
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“C O N T R O L E D E
P R O C E S S O B Á S IC O ”
PA R A M A N T E R
n = 2 L S C = 4 4 9 ,7 9
4 5 0
L C = 4 0 6 ,3 1
X 4 0 0
L IC = 3 6 2 ,8 4
3 5 0
1 0 0 L S C = 7 5 ,5 5
5 0 L C = 2 3 ,1 3
R
0
1 2 3 4 9 1 0 1 1 1 2 D ia
C u m p r im e n to d o s p r o c e d im e n t o s
o p e r a c io n a is p e lo s E x e c u ta n te s
(G e re n te Im e d ia to )
( E x e c u ta n te /G e r e n te I m e d ia to )
(G e re n te Im e d ia to )
(G e r e n te Im e d ia to )
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Gestão da Qualidade
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R E L A T Ó R IO D E A N O M A L IA
(M o d e lo c o n c e itu a l)
(1 ) D a ta : 2 5 -1 1 -9 7 (2 ) U n id a d e : O p e ra c io n a l (3 ) P re e n c h id o p o r: A n to n io (4 ) N o .: O P E 0 0 1 3
P r e e n c h e r e m c a s o d e re c la m a ç ã o d e c lie n te
(5 ) R a z ã o s o c ia l: E m p r e s a " Z "
(6 ) C o n ta to : C é lio
(7 ) T e le fo n e : 2 9 5 .3 0 0 0 (8 ) C id a d e : S ã o P a u lo
(1 0 ) A ç õ e s im e d ia ta s to m a d a s : (re m o ç ã o d e s in to m a s )
T e le fo n e m a d e d e s c u lp a s / ju s tific a tiv a
R e e m b a la g e m im e d ia ta
R e e m b o ls o Im e d ia to d e R $ 3 .2 0 0 ,0 0 re la tiv o a o s d a n o s
N ã o o b e d iê n c ia a o p a d rã o (2 ) 7 % d e e m b a la g e n s /
1 0 % c o n te ú d o
com d anos
T e s te s in a d e q u a d o s (3 )
D e m o ra p a r a lo n a r (1 )
T e s te d e n o v a s e m b a la g e n s
E m b a la g e n s fo ra d o e s p e c ific a d o R e c e b e u c h u v a n o a to d a c a r g a
(C irc u la r a s c a u s a s m a is p r o v á v e is e in flu e n te s )
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Gestão da Qualidade
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RELATÓRIO DE ANOMALIA
8
(15)
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85
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O escritório do cliente está localizado à Av. Perimetral 4.008, artéria muito usada por
todos aqueles que demandam a região oeste.
Um dos percursos menores para se atingir a Av. Perimetral é fazê-lo passando pelo
centro da cidade que, no entanto, fica sujeito a constantes congestionamentos.
No dia e hora da visita, Valter decidiu passar pelo centro, pegando grande
congestionamento por volta das 17:30 horas, chegando ao encontro com 45 minutos
de atraso.
Como se não bastasse, assim que se apresentou à secretária Marina, constatou que
a documentação estava incompleta e comentou:
Marina disse-lhe: Olha, seu Valter, o chefe tinha outro encontro às 19 horas e não
pôde esperar. Teremos que marcar nova reunião.
Valter agendou nova data com Marina, pediu desculpas e voltou para o escritório. Lá
chegando, deixou recado por escrito ao diretor comercial ( que estava
acompanhando pessoalmente este caso ), solicitando-lhe que convocasse reunião
para o dia seguinte, 15/12, pois não havia conseguido renovar o contrato da empresa
“Z”.
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Gestão da Qualidade
Valter: já marquei nova data para daqui a 15 dias. Foi o melhor que conseguir.
Diretor: Isto vai dar um atraso na renovação deste contrato, no qual tenho um
interesse especial pela sua importância.
Diretor: Para compensar isto vamos dar um desconto extra 5% na primeira fatura.
Isto é prejuízo no duro! Vou também ligar, pedir desculpas e aproveitar para amaciar
com o desconto.
Diretor: Vamos aproveitar a meia hora que falta para o almoço e tomar estas
providências. Às 13 horas em ponto quero vocês aqui de volta, pois temos que
analisar tudo muito bem para que este tipo de anomalia não volte a ocorrer.
Temos que levantar todas as causas.
Após o almoço
Diretor: Vamos dar nossas opiniões sem entrar nessa de acusar ninguém!
Pablo: Tinha que chegar atrasado mesmo porque não saiu a tempo e o trânsito
estava engarrafado lá no Centro.
Diretor: Esta desculpa não cola mais! Na verdade, vocês deixam acumular
renovações de propostas para o mesmo dia e nós já sabemos que isto é o que causa
atraso na preparação das propostas.
Pablo: Logo que o Valter saiu correndo, ouvi o rapaz da preparação dizer que,
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Gestão da Qualidade
infelizmente, ele havia ido com a documentação incompleta porque estava faltando a
guia do ISS.
Américo: Lógico que tem que faltar, já que não podemos quitar a guia com
antecedência! O pagamento tem que ser feito sempre no último dia!
* Com base nessa história, os grupos deverão montar o Relatório de Anomalia até o
plano de Ação, campo (13), inclusive.
* A parte relativa ao campo (14) - Observações - não precisa ser preenchida, pois
isso deve ser feito somente após a execução do plano de ação.
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Gestão da Qualidade
89
Gestão da Qualidade
RELATÓRIO DE ANOMALIA
(1) Data: __/ __/__ (2) Unidade: (3) Preenchido por: (4) Nº.:
Preencher em Caso de Reclamação de Cliente
(5) Razão Social:
(6) Contrato:
(7) Telefone: (8) Cidade:
(9) Descrição da Anomalia ou Reclamação : (Identificação do Problema / Perdas)
(11) Observações: (Coleta de Fatos e Dados: Local, Horário, Tipo, Sintoma, Outros
Dados Internos e / ou Externos e Demais Circunstância da Anomalia ou Reclamação)
__ / __/__
Data da identificação e observação Assinatura responsável
(12) Análise: (Diagrama de Causa e Efeito: Aplicar "Método dos Porquês")
90
Causa(s) mais Provável(is) Contramedida(s) / (o Responsável Prazo Como fazer /
(13) que fazer)
P (pontos importantes)
L
A
N
O
D
E
A
Ç
Ã
O
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Gestão da Qualidade
(Ações não Realizadas / Resultados da Ação / Efeitos Secundários / Padronização / Problemas Remanescentes)
(14)
O
B
S
E
R
V
A
Ç
Õ
E
S
(16) Data
(15) ___________________________ ___________________________
Vistos Supervisor Gerente
__/__/__
Gestão da Qualidade
R E M O Ç Ã O D O S IN T O M A
(E x e c u ta n te /G e re n te Im e d ia to )
C O N T R A M E D ID A S A N Á L ISE D A A N O M A L IA
SO B RE AS C AUSA S (G e re n te Im e d ia to )
IM E D IA T A S
R E L A T Ó R IO D E A N O M A L IA S
(G e re n te Im e d ia to )
C O N T R A M E D ID A S
A D IC IO N A IS R E V IS Ã O D IÁ R IA
(G e re n te ) (G e re n te )
R E V IS Ã O P E R IÓ D IC A
(A n á lis e d e P a re to )
Id e n tific a ç ã o d e A n o m a lia s
C rô n ic a s - (G e re n te )
TRATAM ENTO DO S
C O N T R A M E D ID A S
PRO BLEM AS RELEVANTES
SO BR E A S
(G e re n te ) M é to d o d e
C AU SAS A P
S o lu ç ã o d e P ro b le m a s
F U N D A M E N T A IS C D
("Q C S to ry ")
R E L A T Ó R IO P E R IÓ D IC O
D A " S IT U A Ç Ã O A T U A L "
(T o d o s o s n ív e is G e re n c ia is )
(P a rte d o
G e re n c ia m e n to
p e la s E S T U D O D O S R E L A T Ó R IO S
D ire triz e s ) D E SIT U A Ç Ã O A T U A L E
CO LO CAÇÃO DE M ETAS
A N U A IS D E R E D U Ç Ã O D E
A N O M A L IA S
( A lta A d m in is tra ç ã o )
NOTAS: _____________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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Gestão da Qualidade
COLETA
Várias Estatísticas e
Ferramentas da PROCESSAMENTO Ferramentas da
Administração e Estatística
do Planejamento
DISPOSIÇÃO
NOTAS: _____________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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Gestão da Qualidade
NOTAS: _____________________________________________________________________
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Gestão da Qualidade
_____________________________________________________________________________
O c o rr ê n c ia s d e A tra s o s d e P a g a m e n to
20
50
150
350
80
50
700
P la n ilh a d e D a d o s p a r a C o n s t r u ç ã o
d o G rá fic o d e P a r e to
350 350 5 0 ,0 5 0 ,0
150 500 2 1 ,4 7 1 ,4
80 580 1 1 ,5 8 2 ,9
50 630 7 ,1 9 0 ,0
20 650 2 ,9 9 2 ,9
50 700 7 ,1 1 0 0 ,0
700 __ 1 0 0 ,0 __
NOTAS: _____________________________________________________________________
_____________________________________________________________________________
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Gestão da Qualidade
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GRÁFICO DE PARETO
Nº %
700 100
92,9
90
600 82,9
80
500 71,4
60
400
350
50
300 40
200
150
20
100 80
50 50
20
0 0
ria
da
da
ra
xa
da
s
vi
ou
sa
ro
ai
ra
e
tra
eC
es
ut
Er
nd
O
A
.d
or
b.
N
F
c
Co
et
N
Re
.S
ob
Pr
NOTAS: _____________________________________________________________________
_____________________________________________________________________________
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Gestão da Qualidade
_____________________________________________________________________________
_____________________________________________________________________________
100 100
Percentagem Acumulada
240 240
Número de Acidentes
210 80 210 80
180 180
150 60 150 60
120 120
40 40
90 90
60 60
20 20
30 30
NOTAS: _____________________________________________________________________
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Gestão da Qualidade
_____________________________________________________________________________
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A N Á L IS E D E P A R E T O
D ESD O BR A M EN TO
100
Percentagem Acumulada
Número de Acidentes
80
60
40
20
M ãos O lh o s P e rn a s O u tro s
100
Percentagem Acumulada
100
Número de Acidentes
80
80
60
60
40
40
20
20
F a r p a s E s m e r il L â m in a O u tr o s
NOTAS: _____________________________________________________________________
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Gestão da Qualidade
Melhor
200
No. de Defeitos
No. de Defeitos
na Carroceria
1000 150
na Pintura
No. de Defeitos em
800 760
Problema
100 80
Automóveis
500 * Meta 40 20 20
10
(500)
Outros
Arranhão
Bolha
Mancha
Estofamento
Pintura
Pára-brisa
Outros
0
93 94
420
No. de Defeitos no
Ar Condicionado
em Automóveis
No. de Defeitos
nos Acessórios
No. de Defeitos
50 50
30 20
20 20
10 10 10
Elétrico
Sistema
Transmissão
Carroceria
Acessórios
Motor
Não
Muito
Muito Frio
Funciona
Quente
Outros
Outros
Para-Brisa
Limpador
Ar Condi-
cionado
Rádio
NOTAS: _____________________________________________________________________
_____________________________________________________________________________
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Gestão da Qualidade
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
P R O B L E M A
É O R E S U L T A D O
IN D E S E J Á V E L D E
U M P R O C E S S O
NOTAS: _____________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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100
Gestão da Qualidade
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* Estabelecer a meta
A meta deve ser clara, concisa, estar definida no tempo, ser mensurável e
preferencialmente numérica.
* Definir problema
* Observar o problema
Vital = 5
Muito importante = 3
Importante = 1
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Gestão da Qualidade
NOTAS: _____________________________________________________________________
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103
Gestão da Qualidade
104
Gestão da Qualidade
PLANO DE AÇÃO
Meta =
Contramedidas Responsável Prazo Local Por que Como
(What) (Who) (When) (Where) (Why) (How)
105
Gestão da Qualidade
FLUXOGRAMA PARA O
GERENCIAMENTO DA ROTINA DIÁRIA
Clientes
Relato de Ações
anomalia corretivas
Emergenciais Revisar ou elaborar
Saídas Verbal Cumprir os padrões
Escrito Programadas novos padrões
(resultados)
E
N
N
T
Determinação dos Conhecimento da
R De acordo Manter o nível
itens de controle situação real com o nível?
A (coleta de dados) S
e de verificação
D
A
S
Fatores Registro de
(causas) informações Nível de controle
Gráficos Gráfico seqüencial
Listas de verificação Carta de controle
Dados numéricos Melhorar o nível
Estudo do processo PDCA
Diagrama de causa e
efeito
Macrofluxograma
Fluxograma
Tarefa crítica
NOTAS: _____________________________________________________________________
_____________________________________________________________________________
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ISO 9000:2000
106
Gestão da Qualidade
108
Gestão da Qualidade
Trabalho em equipe
Educação e treinamento
109
Gestão da Qualidade
In flu e n c ia s
a m b ie n ta is
E n tra d a s O rg a n iz a ç ã o S a id a s
Feedback
Entradas do sistema
Saídas do sistema
Produtos ou serviços fornecidos;
Impacto nos stakeholders.
110
Gestão da Qualidade
111
Gestão da Qualidade
REFERÊNCIAS
__ . TQC: Controle da Qualidade Total (no estilo japonês). Belo Horizonte: EDG -
1999.
__. Gerenciamento pelas diretrizes (hoshin kanri). 3a ed.: Belo Horizonte, EDG,
2002.
CHENG, L., et. al. QFD: Planejamento da função qualidade. Belo Horizonte,
FCO/EEUFMG, 1995, 262p.
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Gestão da Qualidade
JURAN, J. M. A qualidade desde o projeto. 2a ed. São Paulo, Pioneira, 1992, 551p.
MASLOW, A. H. Motivation and Personality. 2a ed.; Harper & Row Publishers, New
York, 1970, 369p.
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114