951 resultados para Continuous Improvement


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To improve mental health services, the World Health Organization proposes an “epidemiological approach” based on the constant screening of existing research, and aimed at continuous improvement of psychological treatment rather than strict application of prescribed techniques. This study provides an epidemiological survey conducted at the psychology ward of the municipal Ambulatório de Saúde Mental in Birigui, São Paulo, Brazil. Data from 180 patients in psychotherapeutic care were collected, and subsequent descriptive analysis showed that the population consisted predominantly of adults (82.8% of total) and females (81.0%). Depressive disorder was the most common symptom (61.1%), and the majority of the participants (72.2%) received psychological treatment for the first time. The data presented in this paper can assist mental health professionals in selecting appropriate treatment by creating a profile of patients.

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The local productive arrangements (LPA) are organizational mechanisms that enable the continuous performance of small businesses in production processes and business management models. To promote continuous improvement is essential that companies make decisions based on data that reflects business’ performance (performance measurement) and promote the cluster performance. This way, the aim of this article is to describe the performance measurement process that will support the corporate management of Micro and Small enterprises (SME) of a Local Productive Arrangement in Maringá, State of Paraná, Brazil. To develop this paper, the bibliographic search and action research methods were used. The field research was developed from the cooperation project (PROJVEST) conducted at the LPA, which goal is to deploy improvement actions in project’s participating companies. Metrics and performance indicators constructed from the diagnosis in the areas of Production, Quality and Ergonomics in companies will be presented. Among the main results, can be pointed out that the performance management of LPA is promoting the introduction of corporate management practices in SMEs, stimulating business cooperation, the continuous innovation in manufacturing processes and product quality and business processes.

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The objective of this study is to analyze the adoption of lean thinking practices at Brazilian auto part companies. For such, a survey was conducted at 75 sector companies. The results reveal that among all practices, the “systematic search for continuous improvement" obtained the highest implementation average. In terms of correlation, interdependence was observed among all Lean Manufacturing variables, most especially between LM5 (Kanban) and LM6 (Just-in-Time). This correlation can be explained by the importance of Kanban systems when implementing Just-inTime.

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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

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Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

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Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)

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Pós-graduação em Agronegócio e Desenvolvimento - Tupã

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Recently in Brazil cities have been suffering strong influence concerning concepts of sustainable development and urban-environmental management in order to implement public policies. These approaches combined, subsidize fair democratic construction, along with citizen participation and transparency regarding the use of resources. This study was meant to address the evaluation of performance and environmental quality through the use of sustainability indicators as a tool for planning and management of municipal urban-environmental, its advantages, disadvantages and contributions to the effectiveness in the implementation of policies aimed at local sustainable development. The main objective of the study was to do a comparative analysis of the indicators used in Piracicaba, to the national indicator system and other municipal programs, and also, its application in urban and environmental planning. To achieve this goal, initially a topic selection was made based on a bibliographic analysis in order to discuss the use of management tools and municipal evaluation systems from the perspective of sustainability, showing the management tools such as laws, agreements, documents and mainly, sustainability indicators. It was then, prepared the case study carried out in Piracicaba, São Paulo municipality. With the obtained results, it was possible to provide a model which shows strengths and weaknesses of public actions and policies for the environment, such as project suggestions that could be applied aiming greater sustainability and continuous improvement of municipal environmental performance

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Through a description of the productivity problems experienced by some enterprises, to optimize their respective production lines, results of poor performance or low quality, the following work aims to explain and demonstrate the practical application of the theory of overall equipment effectiveness (OEE) on cold lamination machines in a steel industry . The project, to ensure your goal, is based on structuring a complete planning to increase levels of performance, availability and quality relating to rolling. On completion of the work, will be presented forecasts of future goals for the OEE, to search for continuous improvement and global standards of efficiency, taking into account, the sector the company operates, the history of the laminators, and financial aspects

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The civil construction sector has been stimulated to industrialize itself by the adoption of Lean Construction practices in its constructive process. Given this fact, this research verify and identify Lean Tools and the level of application of these Tools in construction companies in the State of São Paulo, in order to be able to notice which Lean Concepts generate the highest benefits to these companies. The research method used was a survey applied only between construction companies that have some type of quality certificate. From the results, a data analysis was made in order to note the constructor's situation in relation to Lean Construction and, based on this analysis, verify the impact of the Lean Principles on the competitiveness of these companies and on the business performance. This way, it was possible to note a high level of application the Lean Tools by the responding companies. It also became clear, by means of this work: the strong influence of the concepts of Flow, of Continuous Improvement and of methods of prevention and resolutions of problems on the overall companies performance

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The objective of this study was to identify the facilitators and restrictive factors promoted by the organizational culture on the implementation of a continuous improvement program in a company. The influence of organizational culture on tools used to improve processes and results demonstrate critical factors for international competitiveness, reflecting a company's strategy. Depending on how new working methods are implemented, organizational changes to reduce variation and waste, such as lean production, can affect the employee experience in the workplace and their learning conditions. Changes and formalization of the work process can be coercive, characterized by forced compliance, introduction of rules, and focus on technical and financial methods; or may be favorable, encouraging employee involvement in problem solving and stressing learning and innovation. The basis of the analysis lies with two models for assessing organizational culture - Denison Model and Competing Values Framework. The methodology used was: conducting interviews, a questionnaire, literature review and documentary analysis of a large company equipment industry. Results suggest that organizational culture plays an important role in the adoption of Lean practices. It can contribute to its effectiveness and job satisfaction, but it is not decisive feature of their success. The conclusion is that the organizational culture becomes a driving factor when aligned to the proposed practices and when taken into consideration for planning, acting as a limitation when it does not promote development and a participative environment

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Research literature is replete with the importance of collaboration in schools, the lack of its implementation, the centrality of the role of the principal, and the existence of a gap between knowledge and practice--or a "Knowing-Doing Gap." In other words, there is a set of knowledge that principals must know in order to create a collaborative workplace environment for teachers. This study sought to describe what high school principals know about creating such a culture of collaboration. The researcher combed journal articles, studies and professional literature in order to identify what principals must know in order to create a culture of collaboration. The result was ten elements of principal knowledge: Staff involvement in important decisions, Charismatic leadership not being necessary for success, Effective elements of teacher teams, Administrator‘s modeling professional learning, The allocation of resources, Staff meetings focused on student learning, Elements of continuous improvement, and Principles of Adult Learning, Student Learning and Change. From these ten elements, the researcher developed a web-based survey intended to measure nine of those elements (Charismatic leadership was excluded). Principals of accredited high schools in the state of Nebraska were invited to participate in this survey, as high schools are well-known for the isolation that teachers experience--particularly as a result of departmentalization. The results indicate that principals have knowledge of eight of the nine measured elements. The one that they lacked an understanding of was Principles of Student Learning. Given these two findings of what principals do and do not know, the researcher recommends that professional organizations, intermediate service agencies and district-level support staff engage in systematic and systemic initiatives to increase the knowledge of principals in the element of lacking knowledge. Further, given that eight of the nine elements are understood by principals, it would be wise to examine reasons for the implementation gap (Knowing-Doing Gap) and how to overcome it.