Trabalho padronizado e equipes semi autônomas: adaptação, aplicação e análise de um modelo a partir de múltiplos casos em uma empresa do setor químico

Abstract

The manufacturing companies are increasingly investing time and attention to improving its operating performance by accepting that this is one of the few ways to be competitive in the medium and long term and thus leaving the short-term vision where operational improvements are mainly evaluated as cost reductions of production and labor. The manufacturing management must seek the proper standardization of operations, compliance with these standards and continuous improvement, using this as a basis for synchronization of material flows and information, and to guarantee the quality and safety requirements, as well as the increase responsibilities and autonomy of people in the workplace. This is the main base of lean manufacturing (lean), which, associated with the concept of semi autonomous teams (this aimed at increasing the responsibility of the workers), significant operational success is bringing to companies that have deepened in its implementation and support. This thesis presents six case studies where there was the application of a model of standardized work and the concept of semi-autonomous teams simultaneously in different plants of the same company in the Brazilian chemical industry. The developed approach was the adaptation and application of a systematic model with five pre-defined steps, and structuring teams with semi autonomous work patterns as well as their roles and responsibilities. The model applied in the six cases studied was adapted based on a reference from the company's headquarters and research of market practices, adapted to reality and to the organizational structure of these units. The plants studied have different levels of technology and products portfolio, as well as operation time that distanced up to four decades of each other, where it was observed significant impact on speed of deployment, with different levels of acceptance by the leadership and comprehensiveness of results arising from the application of the model. Quantitative aspects of implementation, such as Safety, Quality and Productivity, which showed significant weight gains after the implementation of the model were evaluated and achieved medium gains of 25% in Productivity, 33% in Quality and 47% reduction in setup times as well as qualitative aspects such as absenteeism, the perception of those involved on the shop floor by the physical change in the working environment and the impact of standardization and systematization of activities on the motivation and performance of employees working in the semi autonomous teams. As conclusions, it´s discussed the potential constraints that influence the greater or lesser success of the applications in each of the six units.