{"id":316,"date":"2017-06-09T09:41:21","date_gmt":"2017-06-09T09:41:21","guid":{"rendered":"http:\/\/leanked.com\/blog\/?p=316"},"modified":"2021-08-24T10:06:52","modified_gmt":"2021-08-24T09:06:52","slug":"lean-thinking","status":"publish","type":"post","link":"https:\/\/leanked.com\/blog\/lean-thinking\/","title":{"rendered":"Lean Thinking"},"content":{"rendered":"

O conceito lean<\/em> thinking<\/em><\/a> surgiu pela primeira vez em 1996 gra\u00e7as a James Womack e Daniel Jones (Pinto, 2009). Para Womack e Jones (1996), lean<\/em> thinking<\/em> representa um \u201cant\u00eddoto para o desperd\u00edcio\u201d, sendo desperd\u00edcio <\/a>o termo utilizado para descrever qualquer atividade que n\u00e3o acrescenta valor. Desde 1996 este conceito tem sido alvo de estudo o que levou ao seu crescimento e \u00e0 sua implementa\u00e7\u00e3o em diversas \u00e1reas de neg\u00f3cio.<\/p>\n

\"lean<\/p>\n

Quando falamos de lean thinking<\/em> \u00e9 fundamental referir o Sistema de Produ\u00e7\u00e3o da Toyota, Toyota Production System (TPS), do qual surge a filosofia lean<\/em>.<\/p>\n

O TPS pode ser representado por uma casa (edif\u00edcio). Esta analogia pode ser utilizada porque tal como uma casa o TPS tem os seus pilares e v\u00e1rias divis\u00f5es com determinadas fun\u00e7\u00f5es que se relacionam intimamente entre si.<\/p>\n

\"TPS\"<\/p>\n

Os pilares da casa que sust\u00eam toda a estrutura s\u00e3o o just-in-time<\/em> (JIT) e o jidoka<\/em>. O sistema JIT assegura que \u00e9 produzido apenas o necess\u00e1rio, na quantidade exata, no momento certo. O jidoka<\/em> \u00e9 um sistema de controlo de defeitos que permite impedir que estes passem para a seguinte etapa de um processo.<\/p>\n

Na base da casa temos o nivelamento da produ\u00e7\u00e3o, a normaliza\u00e7\u00e3o dos processos, a gest\u00e3o visual <\/a>e a filosofia Toyota Way. <\/em><\/p>\n

\"ToyotaToyota Way \u00e9 uma filosofia que assenta em 14 princ\u00edpios organizados em 4 sec\u00e7\u00f5es. Segundo Liker (2004), Toyota Way foi um sistema concebido para fornecer ferramentas \u00e0s pessoas que possibilitem uma melhoria cont\u00ednua do seu trabalho.<\/p>\n

Os recursos humanos s\u00e3o um dos recursos chave deste sistema pois t\u00eam a possibilidade de contribuir positivamente ou negativamente para o sucesso de um projeto de melhoria cont\u00ednua<\/a>. Deste modo o envolvimento das pessoas \u00e9 fundamental, devem ser treinadas para reconhecer o desperd\u00edcio e identificar problemas e a sua causa. Os problemas s\u00e3o mais facilmente identificados e resolvidos no terreno, da\u00ed a import\u00e2ncia dada, por este sistema, ao genchi<\/em> genbutsu<\/em>. Este conceito sugere que para realmente perceber um problema \u00e9 necess\u00e1rio ir ao gemba<\/em>, \u201clugar onde as verdadeiras a\u00e7\u00f5es acontecem\u201d (Imai, 1997), e observar presencialmente o que se passa.<\/p>\n

Podemos concluir que o sistema TPS faculta ferramentas de melhoria cont\u00ednua, aos colaboradores de uma organiza\u00e7\u00e3o, cuja intera\u00e7\u00e3o pode levar a organiza\u00e7\u00e3o a atingir metas como aumento da qualidade, redu\u00e7\u00e3o de custos de produ\u00e7\u00e3o, redu\u00e7\u00e3o de tempos de produ\u00e7\u00e3o<\/a>, aumento da seguran\u00e7a. Como afirma Liker (2004), \u201ccada elemento da casa por si s\u00f3 \u00e9 cr\u00edtico, mas o mais importante \u00e9 a forma como os elementos se refor\u00e7am mutuamente\u201d.<\/p>\n

Patr\u00edcia Ramos
\nConsultora Leanked<\/p>\n

<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

O conceito lean thinking surgiu pela primeira vez em 1996 gra\u00e7as a James Womack e Daniel Jones (Pinto, 2009). Para Womack e Jones (1996), lean thinking representa um \u201cant\u00eddoto para o desperd\u00edcio\u201d, sendo desperd\u00edcio...<\/p>\n","protected":false},"author":2,"featured_media":321,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[2],"tags":[],"yoast_head":"\nLean Thinking - Leanked . 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