Estudo comparativo da estrutura da academia corporativa lean da Mercedes-Benz do Brasil com as práticas capacitadoras do LEM- Lean Enterprise Model
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Dissertação
Data
2015
Autores
Silva, A. E. C.
Orientador
Alliprandini, Dário Henrique
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SILVA, A. E. C. Estudo comparativo da estrutura da academia corporativa Lean da Mercedes-Benz do Brasil com as práticas capacitadoras do LEM- Lean Enterprise Model. 2015. 102 f. Dissertação (Mestrado em Engenharia Mecânica) - Centro Universitário da FEI, São Bernardo do Campo, 2015 Disponível em: . Acesso em: 30 jul. 2015.
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Palavras-chave
Lean manufacturing,Processos de fabricação
Resumo
A implantação de sistemas de gestão da produção enxuta sempre teve grande tendência na aplicação de técnicas e ferramentas, e por consequência as atividades de capacitação das organizações são desenvolvidas para as novas competências que vão além do foco nas ferramentas tradicionais da produção enxuta. A fim de compreender e analisar a maneira como as empresas estão capacitando seus funcionários em produção o estudo compara o processo de capacitação realizado pela Mercedes-Benz do Brasil (Daimler) que contém treinamento e desenvolvimento de projetos alinhados à estratégia corporativa com o modelo de práticas primárias e capacitadoras do LEM, o qual é uma iniciativa do MIT e serve como referência na implantação dos princípios e práticas da produção enxuta. O trabalho foi desenvolvido com a revisão bibliográfica que contém o histórico da produção enxuta, o modelo LEM e outros modelos de academia lean, e em seguida foi feito o levantamento de dados da empresa em estudo com o histórico da implantação lean, a estrutura do programa de capacitação lean e o estudo da Matriz de Habilidades Lean (MHL). Com base nas matrizes de
habilidades de cada modelo foi desenvolvido um estudo comparativo das relações e a identificação de aderências entre as práticas dos dois modelos, análise de especialistas lean e por fim os principais resultados. Esses resultados foram: a identificação de “gaps” relevantes entre as práticas dos dois modelos, como liderança, desdobramento de objetivos e os
resultados que são muito mais aplicadas no modelo corporativo; e o foco no desenvolvimento de carreira dos especialistas lean e demais funcionários envolvidos com lean que são mais presentes nas práticas capacitadoras do LEM. O trabalho ainda apresenta uma discussão dos resultados em relação a algumas dimensões organizacionais tais como liderança, comunicação, planejamento, foco em resultados, desdobramentos de objetivos, bem como a importância de um programa estruturado de capacitação lean para tornar cada vez mais efetiva a prática da abordagem lean na organização.
The implementation of lean production management systems always had big trend in the application of techniques and tools, and therefore the training activities of the organizations are developed for the new skills that go beyond the focus on traditional tools of lean production. In order to understand and analyze how companies are empowering their employees in production the study compares the training process carried out by Mercedes- Benz do Brazil (Daimler) that contains training and development projects aligned with corporate strategy with the model practices primary and enabling the LEM, which is an initiative of MIT and serves as a reference in the implementation of the principles and practices of lean production. The work was developed with the literature review that contains the history of lean production, the LEM model and other models of lean gym, and then was made the company's data collection while studying the history of lean implementation, the program structure lean training and the study of Lean Skills Matrix (LSM). Based on arrays of skills of each model was developed a comparative study of the relationship and the identification of adhesions between the practices of the two models, analysis of lean experts and finally the main results. These results were: the identification of "gaps" between the relevant practices of the two models, such as leadership, split goals and results that are much more applied in the corporate model; and the focus on career development of lean experts and other employees involved in lean are more present in practices enabling the LEM. The work also presents a discussion of the results on some organizational dimensions such as leadership, communication, planning, focus on results, goals developments as well as the importance of a structured program of lean training to become increasingly effective in practice lean approach in the organization.
The implementation of lean production management systems always had big trend in the application of techniques and tools, and therefore the training activities of the organizations are developed for the new skills that go beyond the focus on traditional tools of lean production. In order to understand and analyze how companies are empowering their employees in production the study compares the training process carried out by Mercedes- Benz do Brazil (Daimler) that contains training and development projects aligned with corporate strategy with the model practices primary and enabling the LEM, which is an initiative of MIT and serves as a reference in the implementation of the principles and practices of lean production. The work was developed with the literature review that contains the history of lean production, the LEM model and other models of lean gym, and then was made the company's data collection while studying the history of lean implementation, the program structure lean training and the study of Lean Skills Matrix (LSM). Based on arrays of skills of each model was developed a comparative study of the relationship and the identification of adhesions between the practices of the two models, analysis of lean experts and finally the main results. These results were: the identification of "gaps" between the relevant practices of the two models, such as leadership, split goals and results that are much more applied in the corporate model; and the focus on career development of lean experts and other employees involved in lean are more present in practices enabling the LEM. The work also presents a discussion of the results on some organizational dimensions such as leadership, communication, planning, focus on results, goals developments as well as the importance of a structured program of lean training to become increasingly effective in practice lean approach in the organization.