Redução do tempo de setup de máquinas de usinagem em uma industria automobilística

Continuous improvement of industrial processes is one way to become companies more competitive in the market. For this, a fairly widespread use is the methodology of lean production systems, by eliminating waste. One of the tools of these systems is the method of rapid exchange of die or also called SMED, which will be applied in this study. The study aims to develop proposals for reducing the time of set up of two machines in two machining lines, watching also the ergonomics and safety conditions in this operations. The set up time reduction is justified among others, due to increase the machine productivity. In applying the connecting rod machining line, there were two types of exchange. Reductions in time to set up proposals reached values of 47% to one of them, and 55% to the other. It is important to underline that to reach this result, there was no need for large investments. In the application in block machining line, was developed an improvement in the ergonomic area. It was placed a pulley block that came to increase the time of tool change. Aiming to improve the security of the exchange, without productivity loss, the method was applied to reduce this time. It was developed two proposals.: the first would reduce that time by 19%, and does not require many resources of the company. The second involves the parallelization of the exchange, so that the reduction is 48%. However, this proposal requires one more manpower at the time of exchange and it is not always possible

Influência do uso e ocupação do solo sobre a qualidade da água: subsídio à gestão dos recursos hídricos à gestão dos recursos hídricos da Bacia Hidrográfica da Serra da Mantiqueira (UGRHI-1)

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Propostas e rumos do desenvolvimento econômico brasileiro: novo modelo de desenvolvimento econômico e nova matriz macroeconômica

The main goal of this monograph is to understand the questions regarding brazillian economic development during the last thirty years. Through a historic deductive method, like simple techniques of descriptive statistics, we explicit the evolution process in which brazil has taken part in this last years. However, recently, by choosing non-conventional paths, represented basically by some aspects of the heterodox theory, the conservation of this process showed itself faulty. The defense for a return of the traditional ways employed in political economy just like in strategies of development are essential for the a continuous improvement of the brazillian population' life conditions

Análise comparativa do uso de ferramentas de metal duro sem revestimento e revestidas com diboreto de titânio na usinagem da madeira

Pós-graduação em Engenharia Mecânica - FEB

Users' psychological characterization of the Birigui Mental Health Clinic

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.

Adoption of lean thinking practices at Brazilian auto part companies

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.

Teoria dos Jogos aplicada à inteligência competitiva organizacional no âmbito da Ciência da Informação

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Recolhimento mecanizado do café em função do manejo do solo e da declividade do terreno

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Desenvolvimento de metodologia de eficiência energética para aplicação em processos industriais de laticínios

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

A gestão de resíduos da construção civil: iniciativas na bacia hidrográfica Tietê-Jacaré e uma proposta para o município de Bauru (SP)

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Proposta de aplicação do Balanced Scorecard para o operador de transporte ferroviário

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Direção teatral na perspectiva de Anne Bogart

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

Influência da cultura organizacional na implementação de um programa de melhoria contínua de uma empresa de grande porte

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

Building Leadership: The Knowledge of Principals in Creating Collaborative Communities of Professional Learning

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.

Influência da cultura organizacional na implementação de um programa de melhoria contínua de uma empresa de grande porte

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