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Advisor(s)
Abstract(s)
A Filosofia Lean procura compreender o trabalho diário e a forma como este se encontra organizado, de modo a eliminar os desperdícios e aumentar a eficiência das organizações. Não existem limites para a aplicabilidade desta filosofia, contudo, o contexto em que esta se insere poderá ser um fator influenciador dos resultados atingidos.
Considerando que o Centro Português de Fotografia é um Serviço Cultural Público, constituído por uma estrutura organizacional estatal, caracterizada por princípios operacionais e de gestão rígidos e inflexíveis, a implementação de Lean nesta organização tornou-se num desafio de investigação, uma vez que os princípios pelos quais se baseia, poderão ser dificultados pelo contexto organizacional. O projeto incidiu sobre três departamentos, onde foram diagnosticados problemas e causas raiz de processos, procedimentos e atividades. Através de um entendimento profundo das áreas sujeitas a análise, bem como do seu potencial, foram aplicadas ferramentas e melhorias relacionadas com a normalização do trabalho diário, organização dos espaços, organização das equipas e melhoria de processos.
Da normalização resultaram guias e cronogramas para criação de exposições, manual de projetos, normas, templates de auditoria, checklist para avaliação de reuniões, entre outros. Na organização dos Espaços foram implementados os 5’S e na organização das equipas, foram criadas ferramentas que auxiliassem e aumentassem a comunicação interdepartamental. No mesmo âmbito, foram normalizadas as reuniões no departamento de Exposições.
Relativamente à melhoria de processos, verificaram-se melhorias de Lead time e automatização do processo de gestão do economato. Os resultados contribuíram para a existência de mais um caso bem-sucedido da implementação de Lean em setores Públicos.
Lean philosophy seeks to understand daily work routines in order to eliminate waste and to increase efficiency in organisations. There are no limits for applying this philosophy; however, its context may influence achievements. Considering that the Centro Português de Fotografia is a cultural public service, with a public organisational structure guided by rigid and inflexible principles - both at operational and management levels - implementing Lean has become a research challenge, as the principles this philosophy stands for may be hard to establish given the context of the organisation. This project has been directed towards three departments, where problems and root causes of processes, proceedings and activities have been identified. Through a deep understanding of these three areas and their potential, tools and improvements were applied regarding the normalisation of daily work, organisation of available spaces and teams, as well as process improvement. The normalisation resulted in guides and schedules for the creation of exhibitions, of project manuals, rules, audit templates, checklists for meeting assessment, among others. In space organisation, the 5’S rule was implemented; in team organisation, tools were set in order to aid and increase interdepartmental communication. Likewise, meetings at the Exhibitions department were also normalised. Regarding process improvement, there was an upgrade in Lead time and in the automatisation of the management of office supplies process. Outcomes contributed to the existence of yet another successful case of Lean implementation in the public sector.
Lean philosophy seeks to understand daily work routines in order to eliminate waste and to increase efficiency in organisations. There are no limits for applying this philosophy; however, its context may influence achievements. Considering that the Centro Português de Fotografia is a cultural public service, with a public organisational structure guided by rigid and inflexible principles - both at operational and management levels - implementing Lean has become a research challenge, as the principles this philosophy stands for may be hard to establish given the context of the organisation. This project has been directed towards three departments, where problems and root causes of processes, proceedings and activities have been identified. Through a deep understanding of these three areas and their potential, tools and improvements were applied regarding the normalisation of daily work, organisation of available spaces and teams, as well as process improvement. The normalisation resulted in guides and schedules for the creation of exhibitions, of project manuals, rules, audit templates, checklists for meeting assessment, among others. In space organisation, the 5’S rule was implemented; in team organisation, tools were set in order to aid and increase interdepartmental communication. Likewise, meetings at the Exhibitions department were also normalised. Regarding process improvement, there was an upgrade in Lead time and in the automatisation of the management of office supplies process. Outcomes contributed to the existence of yet another successful case of Lean implementation in the public sector.
Description
Keywords
Lean Lean office Lean no setor público Lean em museus Lean no Centro Português de Fotografia Lean in the public setor Lean in museums Lean in the Centro Português de Fotografia