Aplicação da metodologia de “lean management” no processo de desenvolvimento de produto

O presente trabalho de dissertação teve como objetivo a implementação de metodologias de Lean Management e avaliação do seu impacto no processo de Desenvolvimento de Produto. A abordagem utilizada consistiu em efetuar uma revisão da literatura e levantamento do Estado da Arte para obter a fundamentação teórica necessária à implementação de metodologias Lean. Prosseguiu com o levantamento da situação inicial da organização em estudo ao nível das atividades de desenvolvimento de produto, práticas de gestão documental e operacional e ainda de atividades de suporte através da realização de inquéritos e medições experimentais. Este conhecimento permitiu criar um modelo de referência para a implementação de Lean Management nesta área específica do desenvolvimento de produto. Após implementado, este modelo foi validado pela sua experimentação prática e recolha de indicadores. A implementação deste modelo de referência permitiu introduzir na Unidade de Desenvolvimento de Produto e Sistemas (DPS) da organização INEGI, as bases do pensamento Lean, contribuindo para a criação de um ambiente de Respeito pela Humanidade e de Melhoria Contínua. Neste ambiente foi possível obter ganhos qualitativos e quantitativos nas várias áreas em estudo, contribuindo de forma global para um aumento da eficiência e eficácia da DPS. Prevê-se que este aumento de eficiência represente um aumento da capacidade instalada na Organização, pela redução anual de 2290 horas de desperdício (6.5% da capacidade total da unidade) e pela redução significativa em custos operacionais. Algumas das implementações de melhoria propostas no decorrer deste trabalho, após verificado o seu sucesso, extravasaram a unidade em estudo e foram aplicadas transversalmente à da organização. Foram também obtidos ganhos qualitativos, tais como a normalização de práticas de gestão documental e a centralização e agilização de fluxos de informação. Isso permitiu um aumento de qualidade dos serviços prestados pela redução de correções e retrabalho. Adicionalmente, com o desenvolvimento de uma nova ferramenta que permite a monitorização do estado atual dos projetos a nível da sua percentagem de execução (cumprimento de objetivos), prazos e custos, bem como a estimação das datas de conclusão dos projetos possibilitando o replaneamento do projeto bem como a detecção atempada de desvios. A ferramenta permite também a criação de um histórico que identifica o esforço horário associado à realização das atividades/tarefas das várias áreas de Desenvolvimento de Produto e desta forma pode ser usada como suporte à orçamentação futura de atividades similares. No decorrer do projeto, foram também criados os mecanismos que permitem o cálculo de indicadores das competências técnicas e motivações intrínsecas individuais da equipa DPS. Estes indicadores podem ser usados na definição por parte dos gestores dos projetos da composição das equipas de trabalho, dos executantes de tarefas individuais do projeto e dos destinatários de ações de formação. Com esta informação é expectável que se consiga um maior aproveitamento do potencial humano e como consequência um aumento do desempenho e da satisfação pessoal dos recursos humanos da organização. Este caso de estudo veio demonstrar que o potencial de melhoria dos processos associados ao desenvolvimento de produto através de metodologias de Lean Management é muito significativo, e que estes resultam em ganhos visíveis para a organização bem como para os seus elementos individualmente.

A practical approach to execute and test a lean startup

This paper practically applies the “Lean Startup Approach” by identifying, analyzing and executing a newly developed web-based business idea. Hypotheses were designed and tested with the construction of a minimum viable product – i.e. a landing page. In-depth interviews allowed deciding either to pivot or persevere the initial launch strategy. Overall, the aim was to collect as much valuable response as possible from customers and ultimately decide for a superior strategy while devoting the smallest amount of time and money.

Effect of carbohydrate overfeeding on whole body macronutrient metabolism and expression of lipogenic enzymes in adipose tissue of lean and overweight humans

OBJECTIVE: Lipids stored in adipose tissue can originate from dietary lipids or from de novo lipogenesis (DNL) from carbohydrates. Whether DNL is abnormal in adipose tissue of overweight individuals remains unknown. The present study was undertaken to assess the effect of carbohydrate overfeeding on glucose-induced whole body DNL and adipose tissue lipogenic gene expression in lean and overweight humans. DESIGN: Prospective, cross-over study. SUBJECTS AND METHODS: A total of 11 lean (five male, six female, mean BMI 21.0+/-0.5 kg/m(2)) and eight overweight (four males, four females, mean BMI 30.1+/-0.6 kg/m(2)) volunteers were studied on two occasions. On one occasion, they received an isoenergetic diet containing 50% carbohydrate for 4 days prior to testing; on the other, they received a hyperenergetic diet (175% energy requirements) containing 71% carbohydrates. After each period of 4 days of controlled diet, they were studied over 6 h after having received 3.25 g glucose/kg fat free mass. Whole body glucose oxidation and net DNL were monitored by means of indirect calorimetry. An adipose tissue biopsy was obtained at the end of this 6-h period and the levels of SREBP-1c, acetyl CoA carboxylase, and fatty acid synthase mRNA were measured by real-time PCR. RESULTS: After isocaloric feeding, whole body net DNL amounted to 35+/-9 mg/kg fat free mass/5 h in lean subjects and to 49+/-3 mg/kg fat free mass/5 h in overweight subjects over the 5 h following glucose ingestion. These figures increased (P<0.001) to 156+/-21 mg/kg fat free mass/5 h in lean and 64+/-11 mg/kg fat free mass/5 h (P<0.05 vs lean) in overweight subjects after carbohydrate overfeeding. Whole body DNL after overfeeding was lower (P<0.001) and glycogen synthesis was higher (P<0.001) in overweight than in normal subjects. Adipose tissue SREBP-1c mRNA increased by 25% in overweight and by 43% in lean subjects (P<0.05) after carbohydrate overfeeding, whereas fatty acid synthase mRNA increased by 66 and 84% (P<0.05). CONCLUSION: Whole body net DNL is not increased during carbohydrate overfeeding in overweight individuals. Stimulation of adipose lipogenic enzymes is also not higher in overweight subjects. Carbohydrate overfeeding does not stimulate whole body net DNL nor expression of lipogenic enzymes in adipose tissue to a larger extent in overweight than lean subjects.

Customer involvement in lean startup principles: case of game development studio

The objective of this thesis is to better understand customer’s role in lean startup methodology. The aim is to find out how customers are involved in lean startup methodology implantation and increase the likelihood of new venture survival. This study emphasizes the usage of customers in shaping of new product development processes within companies, through iteration and constant communication. This communication facilitates the development of features that are requested by the customers and enhances the prospects of the new venture. The empirical part of the study is a single qualitative case study that uses action research to implement the lean startup methodology into a pre-revenue venture and examines its customer involvement processes. The studied case company is Karaoke d.o.o., developing a game called kParty. The study used the theory discussed in the literature review: customer involvement (in the survey and interviews conducted for the lean startup methodology), lean principles (through the implementation of lean startup methodology) and lean startup methodology, which are the central building parts of this thesis as a whole. The thesis contributes to the understanding of customer involvement in lean startup methodology, while giving practical implications of customer orientation and product market fitting.

Meat Packers Council of Canada records, 1954-1961

The Meat Packers Council of Canada was originally founded in 1919 in an effort to encourage farmers to produce better quality livestock. Originally known as the Industrial and Development Council of Canadian Meat Packers, charter members included Harris Abattoir Co. Ltd.; William Davies Co. Ltd.; Swift Canadian Co. Ltd.; Gunns Ltd.; Canadian Packing Co. Ltd.; Puddy’s Ltd.; F.W. Fearman Co.; Ingersol Packing Co. Ltd.; Whyte Packing Co. Ltd.; Gallagher-Holman & Lafrance Co. Ltd.; Gordon – Fronside and Fares Packers Ltd.; Wilson Canadian Co. Ltd.; and Armour & Co. Most of these firms were based in Ontario, but the Council’s operations were soon expanded with the opening of a western and eastern field office. The Council was incorporated in 1961. In 1980, the name changed to the Canadian Meat Council.

Bos Indicus-Cross Feedlot Cattle with Excitable Temperaments have Tougher Meat and a Higher Incidence of Borderline Dark Cutters

The article was published in the journal Meat Science, Vol. 46, No.4. The focus is data collected for cattle temperament and the quality of meat produced.

Designing Meat Packing Plant Handling Facilities for Cattle and Hogs

The focus is on design, more specifically, "animal handling facilities which are labor saving and reduce bruise losses". The article studies: Unloading Chutes, Stockyard Design, Hog Plant Stockyard, General Purpose Small Stockyard, Beef Stockyard, Cattle Crowding Pens, Hog Crowding Pens, Slopes in Chutes and Crowding Pens, Single File Chutes General Recommendations, Single File Chutes for Cattle, Slaughter Restrainers,

Receipt from D. Bryant, St. Catharines for meat

Receipt from D. Bryant, St. Catharines for meat, March 30, 1887.

Receipt from D. Bryant, St. Catharines for meat

Receipt from D. Bryant, St. Catharines for meat, May 16, 1887.

Receipt from D. Bryant, St. Catharines for meat

Receipt from D. Bryant, St. Catharines for meat, July 16, 1887.

Receipt from D. Bryant, St. Catharines for meat

Receipt from D. Bryant, St. Catharines for meat, Oct. 18, 1887.

Receipt from D. Bryant, St. Catharines for meat

Receipt from D. Bryant, St. Catharines for meat, Jan. 26, 1888.

Receipt from D. Bryant, St. Catharines for meat

Receipt from D. Bryant, St. Catharines for meat, Feb. 15, 1888.

Receipt from D. Bryant, St. Catharines for meat

Receipt from D. Bryant, St. Catharines for meat, March 28, 1888.

Receipt from D. Bryant, St. Catharines for meat

Receipt from D. Bryant, St. Catharines for meat, Apr. 17, 1888.