Aplicação de Lean service aliado à teoria das restrições e simulação computacional : estudo de caso em uma secretaria acadêmica

Abstract

Universities are propitious organizations for applying lean principles due to the fact that, internally, no action takes place in isolation. Because of the reduction in the resources made available, they have been losing the esteem of their users. For this reason, an improvement in the form of service or in the application and use of resources becomes a value to be perceived by the users of the service offered. One sector that works directly with people and is always in contact with the public is the academic secretariat, which is why it is a promising environment to act in generating value. Therefore, this work developed at the academic secretariat of Campus Bagé of the Federal University of Pampa with the objective of proposing actions for improvement, problem solving and waste reduction through the implementation of the principles and tools of the Lean Service combined with the theory of restrictions and computational simulation. This work characterized as a case study, because, despite proposing improvements, it did not act in its executions. It developed through the following procedures: problem verification, knowledge of existing processes, identification of the bottleneck process, mapping of the current state, detection of losses and improvements, elaboration of solution proposals, definition of the best scenario, conception of the future map and production of an action plan. The results identify the problem area and the bottleneck process, as well as the development of the current value flow map of this process, through which losses and possibilities for improvement were identified. Simple solutions were structured, which do not involve financial investments, and each one of them was tested through computer simulation in the Arena® software. The tests took place cumulatively, and provided a significant reduction in the process lead time, with a reduction between 17,5% and 24,3%. Then, a future map was elaborated, encompassing these improvements and representing the objective that is intended to be achieved, and an action plan to enable its implementation.