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Advisor(s)
Abstract(s)
O lean pretende alcançar um aumento da proposta de valor através de
melhorias na redução de custos, com especial incidência na redução de
desperdícios, aumentando ao mesmo tempo a qualidade e o nível de serviço
para o cliente.
Este estudo debruça-se sobre a aplicabilidade de lean na banca,
concretamente em back-office (um contexto marcadamente burocrático). É
importante aprofundar este tema considerando que, a investigação sobre a
implementação nestes contextos se encontra parcamente desenvolvida.
A estratégia de investigação utilizada é a pesquisa-ação (AR) que pretende a
criação de conhecimento científico passível de contribuir para a formulação de
teoria e orientar a resolução de problemas nas organizações.
Tem por base uma experiência de estágio dedicada à análise de processos,
decorrida no Millennium BCP, no final de 2014.
Limitadas pelo tamanho da amostra, as conclusões obtidas são exploratórias.
De acordo com os resultados, na organização em causa estão evidentes
desperdícios, principalmente faltas de automatismo e complexidade excessiva
(cerca de 75% da totalidade das ineficiências). No que concerne às soluções
sugeridas, a maioria foram “internas” o que significa que os recursos para a sua
implementação dependem exclusivamente do departamento.
Concluiu-se que a abordagem lean se afigura conveniente na redução dos
desperdícios e que as intervenções enunciadas são adequadas.
A necessidade de nos debruçarmos sobre o relacionamento entre os
departamentos e com o exterior da organização (clientes e fornecedores)
demonstrou-se crítica: em todos os processos analisados, este tópico revelou
oportunidades de melhoria. Isto pode ser sintomático de uma estrutura
marcadamente funcional e hierarquizada.
Espera-se com este estudo, por um lado, contribuir para enriquecer a
literatura existente no contexto de back-office e na banca, e, por outro, servir
como base para as empresas que queiram implementar lean, ou que sintam
necessidade de reavaliar a forma como o fazem.
The lean approach intends to increase the value proposition through improvements in cost reduction, with a focus on reducing waste, while increasing the quality and the level of service to the client. This study is concerned with the applicability of lean banking, specifically in back-office, a distinctly bureaucratic context. It is important to deepen this theme considering that research into the implementation in these contexts is poorly developed. Is based on an internship experience, dedicated to processes’ analysis, in the end of 2014 at Millennium BCP. The research strategy used is action research that advocates the creation of scientific knowledge and guiding the resolution of problems in organizations. Limited by the sample size, the findings are of exploratory nature. According to the results, there is apparent waste, mainly automatic absence and excessive complexity (about 75% of inefficiencies) and most of the proposed solutions are internal. In evaluating the results, benefits in terms of response flexibility should be taken into account in addition to productivity gains. It follows that the lean approach seems appropriate to reduce (and ideally eliminate) wastes and that the listed interventions are appropriate. The need to focus on the relationship between departments and with organization’s exterior (customers and suppliers) proved to be critical: in all cases examined, this topic has revealed opportunities for improvement. This may be symptomatic of a markedly functional and hierarchical structure. It is hoped that this study contribute to enrich the existing literature in the back-office and banking contexts and to serve as the basis for companies that want to implement lean, or feel the need to reassess the way they do so.
The lean approach intends to increase the value proposition through improvements in cost reduction, with a focus on reducing waste, while increasing the quality and the level of service to the client. This study is concerned with the applicability of lean banking, specifically in back-office, a distinctly bureaucratic context. It is important to deepen this theme considering that research into the implementation in these contexts is poorly developed. Is based on an internship experience, dedicated to processes’ analysis, in the end of 2014 at Millennium BCP. The research strategy used is action research that advocates the creation of scientific knowledge and guiding the resolution of problems in organizations. Limited by the sample size, the findings are of exploratory nature. According to the results, there is apparent waste, mainly automatic absence and excessive complexity (about 75% of inefficiencies) and most of the proposed solutions are internal. In evaluating the results, benefits in terms of response flexibility should be taken into account in addition to productivity gains. It follows that the lean approach seems appropriate to reduce (and ideally eliminate) wastes and that the listed interventions are appropriate. The need to focus on the relationship between departments and with organization’s exterior (customers and suppliers) proved to be critical: in all cases examined, this topic has revealed opportunities for improvement. This may be symptomatic of a markedly functional and hierarchical structure. It is hoped that this study contribute to enrich the existing literature in the back-office and banking contexts and to serve as the basis for companies that want to implement lean, or feel the need to reassess the way they do so.
Description
Keywords
Banca Lean Lean Serviços Lean Mapeamento de processos Lean banking Lean services Process mapping