Lean Manufacturing Project: o impacto da Gestão de Projetos na implementação do Lean em organizações industriais.

• Ano de defesa: 2017
• Autor(a) principal: Cavalcanti, Dalmo
• Orientador(a): Silva, João Eduardo Azevedo Ramos da
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de São Carlos; Câmpus Sorocaba
• Programa de Pós-Graduação: Programa de Pós-Graduação em Engenharia de Produção - PPGEP-So
• Palavras-chave em Português: Produção enxuta; Administração de projetos; Gestão de Projetos
• Palavras-chave em Inglês: Lean manufacturing; Project management; Project Management
• Área do conhecimento CNPq: ENGENHARIAS::ENGENHARIA DE PRODUCAO::GERENCIA DE PRODUCAO
• Link de acesso: https://repositorio.ufscar.br/handle/ufscar/9134

The implementation of Lean Production systems has proven to be a highly complex task due to implementation difficulties, deficiencies and limitations in practices, methods and support tools. Recently, seeking to fill this gap a rapprochement between the two separate areas began: Lean Production and Project Management. This work addresses the approach of these two areas, trying to highlight the impact of the use of project management methodology to support the implementation of Lean Manufacturing. Assuming the initial hypothesis that the use of Project Management had a positive impact on Lean implementation, parameters were used for the selection of Lean projects cases with the same level of complexity (risk x benefit) for metal industry companies in the state from Sao Paulo. After selecting 4 companies, with a case study in each company, the diagnostics were applied based on project management guide PMBOK (2013) to evaluate the using of Project Management level and the degree of Leanness with reference to SAE J4000 standard. In addition, the impact on the production processes from each case study has been reported during the study, based on indicators such as WIP (work in progress), Lead-time, HCO (headcount) and the used area in the shop floor. The data received from the companies showed, after analysis, the confirmation of the initial hypothesis, since there was a linearity between the use of project management and the achieved degree of Leanness. The indicators of production processes showed a significant improvement after the implementation of Lean in all the cases studied. The research contributes to experts and professionals in the area of Project Management and Lean, encouraging them to use more project management in the Lean implementation.