Aula 22 e 23 - Lean

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Gestão da Qualidade
Faculdade de Engenharia e Arquitetura FEITEP
Aula 22 e 23
Ferramentas Lean e Cases de Sucesso
Profº Msc Ricardo Colalillo 
Gestão da Qualidade
Faculdade de Engenharia e Arquitetura FEITEP
Aula 22
Conceitos Lean
Profº Msc Ricardo Colalillo 
Lean Manufacturing significa literalmente
“manufatura enxuta” e se refere a uma
filosofia de gestão que visa eliminar atividades
de pouco ou nenhum valor agregado nos
processos, reduzindo desperdício e elevando
a produtividade e qualidade das operações.
O QUE É LEAN MANUFACTURING?
Esse valor está ligado à percepção do cliente
com base nas ações que a empresa aplica em
seu processo produtivo. Assim, o pensamento
lean relaciona-se com o alinhamento das
atividades que realmente vão fazer a diferença
no ponto de vista do consumidor final, desde
o fluxo de produção até a matéria-prima
utilizada.
O QUE É LEAN MANUFACTURING?
Uma das principais ferramentas Lean
Manufacturing são os KPIs, pois apontam de
forma objetiva o desempenho do processo
produtivo, detalhando em relatórios as falhas,
tempos de parada, desperdícios de recursos,
bem como outras informações que podem
ajudar os gestores a tomar decisões de
melhoria contínua.
O QUE É LEAN MANUFACTURING?
As motivações do Lean Manufacturing têm por
objetivo aumentar a produtividade e a
qualidade do produto entregue, reduzindo
custos, tempo e desperdício. Segundo os
pesquisadores Womack e Jones, que
estudaram mais de 50 empresas aderentes ao
Lean, esses itens se resumem em 5 princípios
básicos dessa filosofia:
QUAIS SÃO AS PRINCIPAIS MOTIVAÇÕES DA IDEIA?
• valor: é a visão do cliente pautada no tempo 
de produção e entrega, preço e atendimento à 
sua expectativa;
• fluxo de valor: é o estudo de todas as etapas, 
desde a matéria-prima até a entrega, que 
impactaram a experiência do cliente, 
eliminando aquilo que não é relevante;
QUAIS SÃO AS PRINCIPAIS MOTIVAÇÕES DA IDEIA?
• fluxo: após feita a "limpeza" no fluxo de 
valor, surge a necessidade de garantir que o 
processo produtivo ocorra de modo fluido até 
o cliente;
• puxar: melhorias no fluxo permitem que a 
demanda e a produção estejam mais 
próximas, de modo que a necessidade do 
cliente "puxa" a fabricação, reduzindo capital 
parado no estoque;
QUAIS SÃO AS PRINCIPAIS MOTIVAÇÕES DA IDEIA?
• perfeição: esse princípio ou etapa lembra a 
necessidade de buscar aprimoramento 
contínuo, pois o Lean Manufacturing não 
consiste em um processo estático.
QUAIS SÃO AS PRINCIPAIS MOTIVAÇÕES DA IDEIA?
QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN 
MANUFACTURING?
1. MAPEAMENTO DA CADEIA DE VALOR
Uma das primeiras e mais fundamentais ferramentas 
gerenciais é também conhecida como Value Stream
Mapping – VSM. Ela se refere à análise de cada 
processo da cadeia produtiva, avaliando quais agregam 
valor, quais não. Esse exame é sempre feito a partir do 
ponto de vista do cliente.
Feito isso, após identificadas as falhas e desperdícios, é 
possível selecionar ferramentas úteis nessa gestão.
QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN 
MANUFACTURING?
2. LEAD TIME
O foco aqui é a duração do ciclo produtivo, tendo por 
objetivo reduzir esse tempo por identificar e eliminar 
desperdícios.
QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN 
MANUFACTURING?
3. FLUXOGRAMA
O fluxograma é uma ferramenta visual organizada em 
diagramas que desenham o caminho percorrido por 
determinado processo em sequência. Geralmente, 
utilizam-se ferramentas geométricas ligadas por setas.
QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN 
MANUFACTURING?
4. POKA YOKE
Temos aqui uma ferramenta Lean direcionada à 
identificação e prevenção de falhas no processo 
produtivo. A tradução significa "verificação de erros" e 
aponta para atividades de inspeção.
QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN 
MANUFACTURING?
5. TAKT TIME
Lembra daqueles bastões utilizados pelos maestros de 
uma orquestra? A palavra alemã para denominá-la 
é takt. Assim como esse instrumento rege o ritmo e a 
cadência dos músicos, o takt time dita a cadência de 
produção conforme a demanda do mercado.
Esse ritmo precisa ser bem gerenciado para que haja 
um fluxo contínuo de produção e, ao mesmo tempo, 
não ocorram excessos.
QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN 
MANUFACTURING?
6. POP
É a sigla para Procedimento Operacional Padrão, 
consistindo em uma lista de atividades de rotinas de 
uma empresa. Ela facilita o treinamento de 
trabalhadores e a própria execução das tarefas.
CASE: NEW BALANCE
CASE: NEW BALANCE
New Balance is an American shoe and apparel 
company based out of Boston, Massachusetts with 
a factory in Lawrence, Massachusetts. The 
company was founded in 1906 in Boston and 
began as a manufacturing company for arch 
supports, later expanding into footwear in the 
1960s and later apparel lines including clothes and 
socks shortly after. The company has remained in 
the United States and prides itself on its Made in 
the USA seal and commitment to American 
manufacturing and Lean as its driving 
manufacturing compass as of 2003.
http://www.newbalance.com/
CASE: NEW BALANCE
Naturally, the idea of Lean was approached 
dubiously by New Balance staff. As John Wilson, 
executive vice president of manufacturing at New 
Balance explained, "The cardinal rule we made 
when we started was that that no one was losing 
his or her job," said Wilson. "If people leave and we 
don't replace them that are a different story." Part of 
the challenge of successfully implementing Lean 
was convince the workers that none was going to 
lose their job, one of the common fears associated 
with Lean or any kind of substantial shift in 
management style and operations.
CASE: NEW BALANCE
Managers from all parts of the company learned 
lean principles, as well as employees from 
divisions of the company that one immediately 
might not think would have any direct association 
with ‘Lean manufacturing like the accounting staff 
or design teams. Executives' 30 hours of instruction 
included a myriad of topics including the 
foundations of the original Toyota Production 
System (TPS) concepts, lean product development 
principles, and value-stream mapping, both the 
practice of and the theory behind.
http://www.toyota.com.au/toyota/company/operations/toyota-production-system
http://www.toyota.com.au/toyota/company/operations/toyota-production-system
http://www.industryweek.com/value-stream-mapping
CASE: NEW BALANCE
Problem solving periods happened daily and 
followed rigid timetables. Members of New 
Balance’s value stream team would meet with 
supervisors at in the morning for production 
meetings at the stream's designated problem 
solving location. Members would also meet with 
also meet with quality assurance engineers on the 
shop floor daily between 9:30 a.m. and 10 a.m. to 
review quality issues.
CASE: NEW BALANCE
As one profile piece on the New Balance Lean 
transformation from the Lean Enterprise Institute 
details, “during twice daily audits, each team's 
coordinator uses a check sheet while observing 
whether operators are following the step sequence 
for their processes within takt time. Supervisors 
spot check that the coordinators' audit sheets are 
up to date”.
http://www.lean.org/common/display/?o=812
http://www.lean.org/common/display/?o=812
http://www.lean.org/common/display/?o=812
CASE: NEW BALANCE
Sustainability is one of the most challenging 
aspects to a successful Lean transformation. New 
Balance remedied this by routinely reviewing 
results from teams operations and reports and 
charted the findings from one meeting to the next. 
Additional follow-up audits or reflection times are 
often scheduled.
CASE: NEW BALANCE
New Balance’s biggest problems were with batch 
and queue processing and extensive works-in-
progress. Prior to Lean, New Balance’s 
manufacturing process focused on designated 
stations where specific activities of the product 
making process would take place. As one stationwas occupied making a component of a shoe, the 
other stations were either left with too much work, 
too little work or no work at all and left waiting for 
work to come through their space. The batches had 
long lead times and the inventory required to sustain 
these large lead times ate into the company’s profit 
and profit growth potential.
http://blogs.mtu.edu/improvement/2014/07/11/batch-and-queue-vs-one-piece-flow-quarter-activity/
http://blogs.mtu.edu/improvement/2014/07/11/batch-and-queue-vs-one-piece-flow-quarter-activity/
CASE: NEW BALANCE
The addition of single-piece flow (or one pair flow as 
New Balance referred to it) was pivotal to their 
production. By ending the batch and queue process, 
New Balance was able to:
• Remove excessive inventory and free up space in 
their factories for more machines or employee 
focused learning areas
•Improved faster takt times per unit
http://www.isixsigma.com/dictionary/takt-time/
CASE: NEW BALANCE
•The ability to take on greater order demand without 
falter
•Improve lead times and cut production costs
•and continue to grow as a company and stay 
competitive with a wholly American made produce
CASE: NEW BALANCE
From a business logistics perspective, New Balance 
needed to change there as well. The company 
focused on how they were going to fulfill their 24 
hour promise, a promise to retailers that New 
Balance will turn around orders for core style shoes 
in just 24 hours. "We will ship it in 24 hours from 
receipt of order," Wilson said from the Lean 
Enterprise Institute piece. To make sure this promise 
was met, New Balance made sure it’s core shoe line 
was made domestically and since it was going to be 
made domestically and closer to the retail outlets, the 
application of the aforementioned Lean concepts 
was all the more critical.
CASE: NEW BALANCE
The most popular domestic styles have annual 
inventory turns as high as 18, New Balance’s 
domestic plants can generate at least 24 turns of 
finished goods due to the lean production 
improvements. Production planners were able to see 
what customers are buying by electronically 
monitoring what shoestyles, sizes, and widths the 
distribution center has shipped to retailers during a 
one to five day period.
CASE: NEW BALANCE
They schedule production to replenish what's been 
shipped, maintaining a level of finished goods to 
provide a 98% "at once" availability to retailers.
The ideal level of finished shoes inventory is as low 
as possible without running out. "It's easy to have 
100% availability if you're carrying 200 days of 
supply," Wilson said. "We're trying to keep finished 
goods inventory down to 22 days or even lower." 
Currently some styles are made daily. 
CASE: NEW BALANCE
Most are made weekly, but the company is gradually 
moving these to daily production as the lean 
transformation progresses. Planners adjust inventory 
levels to account for demand spikes in peak months 
or the introduction of new styles.
CASE: NEW BALANCE
CASE: POPPYS CHOCOLATE
CASE: POPPY’S CHOCOLATE
Background
Poppy’s Chocolate is a Queensland chocolatier, specialising in 
crafting exquisite chocolates and confections. Established 
with a passion for indulgent treats, Poppy’s Chocolate has 
become synonymous with high-quality ingredients, artisanal 
craftsmanship, and a dedication to creating delectable 
flavour experiences.
With Poppy’s Chocolate’s dedication to artisanal 
craftsmanship, each chocolate is meticulously handcrafted by 
skilled chocolatiers, ensuring the highest level of quality and 
attention to detail. This meticulous approach shines through 
in the intricate designs and textures found in their 
chocolates, making them not only a treat for the taste buds 
but also a feast for the eyes.
CASE: POPPY’S CHOCOLATE
The Challenge
Poppy’s Chocolate have occupied their Beenleigh facility for 
the past 17 years with a retail showroom for selling directly to 
the public. Poppy’s employ 11 people in their facility and 
have expanded the facility from one single unit to two 
adjacent units. The facility includes the finished goods 
warehouse, production clean room and auxiliary storage 
space.
Poppy’s has been growing steadily and implemented a 
number of changes to support the growing business. 
Migrating to more robust and reliable digital systems and 
introduction of customer service agents to increase customer 
service. Poppy’s have over 300 active SKU’s with around 70 
high volume lines.
CASE: POPPY’S CHOCOLATE
The Challenge
The scheduling system used a manual trigger which feed into 
a digital system for the weekly schedule. The schedule then 
drove the planning decisions for the following week. The 
scheduling system was struggling to keep up with demand 
and needed to be redesigned.
With 150 SKUs of raw materials, the control of raw materials 
was also unstructured with a weekly stock take triggering the 
replenishment process, which was very manual and time 
consuming.
CASE: POPPY’S CHOCOLATE
The Solutions
A comprehensive one-year strategy was devised to address 
the challenges identified during the initial project scoping 
phase. 
The project was divided into two phases: 
1. the discovery phase, which involved creating an action plan 
to be executed by the Poppy’s team, and the 
transformational phase, focusing on implementing an 
optimised operational model and sustaining the achieved 
improvements through ongoing coaching and support.
CASE: POPPY’S CHOCOLATE
The Solutions
2. A Kanban system was developed to effectively manage 
inventory, both incoming and outgoing, enabling tracking of 
finished goods production and the procurement of new raw 
materials. To familiarise the staff with the new visual 
management system, each team member received concise 
shopfloor coaching sessions.
To achieve a balanced production flow, a visual scheduling 
system for chocolate manufacturing was introduced. 
CASE: POPPY’S CHOCOLATE
The Solutions
Additionally, visual management boards displaying key 
metrics from previous days and weeks. Daily stand-up 
meetings were also introduced to foster a culture of 
continuous improvement.
CASE: POPPY’S CHOCOLATE
The Results
The transformation at Poppy’s Chocolate is nothing short of 
amazing. Through Justin’s coaching and system support, 
Lynda and her team are now able to reliably fill orders 
quicker, more accurately and with less resources. 
Some of the tangible impact included:
CASE: POPPY’S CHOCOLATE
The Results
•Achieved increased operational efficiency enabling a reduction in 
the number of operators from 11 to 5.
•Improved capacity to meet client orders during peak periods such 
as Christmas and Easter holidays.
•Implemented visual management schedules and standardised
work processes, resulting in enhanced system comprehension and 
usability.
•Implemented production leveling and supermarket practices to 
effectively manage inventory, mitigating issues related to 
stockouts and overstocking.
CASE: POPPY’S CHOCOLATE
The Results
•Utilised the time saved from eliminating wasteful activities 
to create new innovative confectionery.
•Leveraged the visual management system and implemented 
Lean daily meetings to significantly enhance team 
performance compared to previous levels.
•Created a robust system that removed the reliance on 
specific people in the business
Successful Lean Business Model Examples:
Starbucks' Lean Store Operations
Starbucks, the multinational coffeehouse chain, is a prime 
example of a company that has successfully implemented 
lean principles in its store operations. By focusing on 
efficiency and waste reduction, Starbucks has been able 
to enhance customer experience while maintaining high 
standards of quality.
https://fastercapital.com/content/OCR-Verification-Services--Marketing-Magic--Using-OCR-Verification-to-Enhance-Customer-Experience.html
https://fastercapital.com/content/Blood-Quality-Assurance--Maintaining-High-Standards--Blood-Quality-Assurance-Guidelines.htmlhttps://fastercapital.com/content/Blood-Quality-Assurance--Maintaining-High-Standards--Blood-Quality-Assurance-Guidelines.html
Successful Lean Business Model Examples:
Starbucks' Lean Store Operations
1. Streamlined Layout and Equipment Placement:
Starbucks stores are designed to maximize efficiency and 
minimize waste. The layout is carefully planned to ensure 
smooth flow of customers and minimize waiting times. 
Equipment, such as coffee machines and preparation 
stations, are strategically placed to minimize movement and 
optimize workflow. This enables baristas to serve customers 
efficiently, reducing waiting times and improving overall 
customer satisfaction.
Successful Lean Business Model Examples:
Starbucks' Lean Store Operations
1. Streamlined Layout and Equipment Placement:
Starbucks stores are designed to maximize efficiency and 
minimize waste. The layout is carefully planned to ensure 
smooth flow of customers and minimize waiting times. 
Equipment, such as coffee machines and preparation 
stations, are strategically placed to minimize movement and 
optimize workflow. This enables baristas to serve customers 
efficiently, reducing waiting times and improving overall 
customer satisfaction.
2. Standardized Processes:
Starbucks has a comprehensive set of standardized processes 
and procedures that ensure consistency across all stores. 
From brewing coffee to preparing beverages, each step is 
carefully defined and documented. This helps in reducing 
errors, improving quality, and speeding up service. Baristas 
are trained extensively to follow these processes, resulting in 
https://fastercapital.com/content/Cost-Optimization--Cost-Optimization--How-to-Maximize-Efficiency-and-Minimize-Expenses.html
https://fastercapital.com/content/Cost-Optimization--Cost-Optimization--How-to-Maximize-Efficiency-and-Minimize-Expenses.html
https://fastercapital.com/content/Call-centre-technology--Improving-Customer-Satisfaction-through-Omnichannel-Call-Centre-Technology.html
https://fastercapital.com/content/Call-centre-technology--Improving-Customer-Satisfaction-through-Omnichannel-Call-Centre-Technology.html
Successful Lean Business Model Examples:
Starbucks' Lean Store Operations
2. Standardized Processes:
Starbucks has a comprehensive set of standardized processes 
and procedures that ensure consistency across all stores. 
From brewing coffee to preparing beverages, each step is 
carefully defined and documented. This helps in reducing 
errors, improving quality, and speeding up service. Baristas 
are trained extensively to follow these processes, resulting in 
a consistent experience for customers regardless of the 
location.
Successful Lean Business Model Examples:
Starbucks' Lean Store Operations
3. Just-In-Time Inventory Management:
Starbucks employs a just-in-time inventory management 
system to minimize waste and ensure freshness. Rather than 
stockpiling large quantities of ingredients and supplies, 
Starbucks orders them based on real-time demand. This not 
only reduces storage costs but also minimizes the risk of 
spoilage and waste. By closely monitoring inventory levels 
and adjusting orders accordingly, Starbucks can 
maintain optimal stock levels and avoid unnecessary waste.
4. Continuous Improvement and Employee Involvement:
Starbucks encourages a culture of continuous improvement 
and actively involves its employees in the process. Baristas 
are encouraged to provide feedback and suggestions for 
improvement, which are then considered and implemented 
when feasible. This not only empowers employees but also 
Successful Lean Business Model Examples:
Starbucks' Lean Store Operations
4. Continuous Improvement and Employee Involvement:
Starbucks encourages a culture of continuous improvement 
and actively involves its employees in the process. Baristas 
are encouraged to provide feedback and suggestions for 
improvement, which are then considered and implemented 
when feasible. This not only empowers employees but also 
helps in identifying and eliminating bottlenecks and 
inefficiencies in store operations.
Successful Lean Business Model Examples:
Starbucks' Lean Store Operations
5. Technology Integration:
Starbucks has embraced technology to enhance its lean store 
operations. The mobile ordering and payment system allows 
customers to place orders in advance and pay through their 
smartphones, reducing waiting times and improving 
efficiency. Additionally, Starbucks uses data analytics to 
analyze customer preferences and trends, enabling them 
to optimize inventory management and customize offerings 
based on demand.
https://fastercapital.com/content/Loan-Big-Data-Analytics--How-to-Analyze-and-Optimize-Your-Loan-Big-Data-and-Cloud-Computing-Infrastructure.html
https://fastercapital.com/content/Loan-Big-Data-Analytics--How-to-Analyze-and-Optimize-Your-Loan-Big-Data-and-Cloud-Computing-Infrastructure.html
https://fastercapital.com/content/Customer-preference--How-to-Understand-and-Adapt-to-Your-Customer-Preferences-and-Trends.html
https://fastercapital.com/content/Inventory-Turnover-Ratio--How-to-Optimize-Your-Inventory-Management.html
Successful Lean Business Model Examples:
Starbucks' Lean Store Operations
By implementing lean principles in its store operations, 
Starbucks has been able to enhance customer experience, 
reduce waste, and improve overall efficiency. The company's 
commitment to continuous improvement and employee 
involvement has been instrumental in driving its success. 
With its streamlined layout, standardized processes, just-in-
time inventory management, and technology integration, 
Starbucks serves as a prime example of a lean business model 
in the retail industry.
Successful Lean Business Model Examples:
Toyota's Lean Manufacturing System
Successful Lean Business Model Examples:
Toyota's Lean Manufacturing System
1. Toyota's Lean Manufacturing System: A Revolutionary 
Approach to Efficiency
Toyota's lean Manufacturing System is widely regarded as 
one of the most successful examples of implementing lean 
principles in a business setting. By focusing on eliminating 
waste and continuously improving processes, Toyota has 
been able to achieve remarkable levels of efficiency and 
productivity. Let's dive into a case study that highlights the 
key aspects of Toyota's lean approach and the impressive 
results it has delivered.
Successful Lean Business Model Examples:
Toyota's Lean Manufacturing System
2. Just-in-Time (JIT) Production: Minimizing Inventory, 
Maximizing Efficiency
One of the core principles of Toyota's Lean Manufacturing 
System is just-in-time (JIT) production. Rather than 
stockpiling large inventories, Toyota aims to produce only 
what is needed, when it is needed. This approach helps 
minimize waste, reduce storage costs, and improve overall 
efficiency. Toyota's production line is designed to respond to 
customer demand in real-time. By closely monitoring 
customer orders and adjusting production accordingly, Toyota 
ensures that the right amount of inventory is available at any 
given time. This not only saves costs but also prevents 
overproduction and reduces the risk of obsolete inventory.
https://fastercapital.com/content/Pricing-model--Dynamic-Pricing--Adapting-to-Market-Demand-in-Real-Time.html
Successful Lean Business Model Examples:
Toyota's Lean Manufacturing System
3. Kaizen: Continuous Improvement at All Levels
Another crucial element of Toyota's Lean Manufacturing 
System is the concept of kaizen, which translates to 
"continuous improvement." Toyota encourages every 
employee, regardless of their role, to constantly seek ways to 
improve processes and eliminate waste.
An excellent example of kaizen in action is Toyota's 
suggestion system. Employees are actively encouraged to 
submit suggestions for improvement, and those that are 
implemented are rewarded. This creates a culture of 
innovation and empowers employees to take ownership of 
their work, fostering a sense of pride and commitmentto 
excellence.
Successful Lean Business Model Examples:
Toyota's Lean Manufacturing System
4. Quality Control: Zero Defects, Zero Tolerance
Toyota's commitment to quality control is legendary. The 
company has a zero-tolerance policy for defects and strives 
for perfection in every aspect of its manufacturing processes. 
By implementing rigorous quality control measures, Toyota 
ensures that its products consistently meet or exceed 
customer expectations.
For instance, Toyota employs a system known as "jidoka," 
which empowers employees to stop the production line if a 
defect is detected. This approach allows for immediate 
identification and resolution of issues, preventing the 
production of faulty products and minimizing waste.
Successful Lean Business Model Examples:
Toyota's Lean Manufacturing System
5. The Toyota Production System: A Blueprint for Lean 
Success
Toyota's Lean Manufacturing System, often referred to as the 
Toyota Production System (TPS), serves as a blueprint for 
other companies seeking to implement lean principles. By 
combining JIT production, kaizen, and a relentless focus on 
quality control, Toyota has revolutionized the 
automotive industry and set new standards for efficiency.
Successful Lean Business Model Examples:
Toyota's Lean Manufacturing System
In conclusion, Toyota's Lean Manufacturing System serves as 
an exemplary case study of successful implementation of 
lean principles. By adopting JIT production, fostering a culture 
of continuous improvement, and prioritizing quality control, 
Toyota has created a highly efficient and effective 
manufacturing system. 
Other businesses can look to Toyota's example to learn 
valuable lessons and apply lean principles to their own 
operations, reaping the benefits of improved efficiency, 
reduced waste, and increased customer satisfaction.
https://fastercapital.com/content/Continuous-Improvement--Building-a-Culture-of-Continuous-Improvement--Key-Principles-and-Practices.html
https://fastercapital.com/content/Continuous-Improvement--Building-a-Culture-of-Continuous-Improvement--Key-Principles-and-Practices.html
Gestão da Qualidade
Faculdade de Engenharia e Arquitetura FEITEP
Aula 23
DMAIC e Lean
Profº Msc Ricardo Colalillo 
DMAIC
A Metodologia DMAIC e o Lean Seis Sigma
O DMAIC é um ciclo de aprimoramento orientado 
a dados, projetado para ser aplicado aos processos 
de negócios para encontrar falhas ou ineficiências -
principalmente resultando em defeitos de saída - e 
combatê-los. O objetivo de empregar o DMAIC é 
melhorar, otimizar ou estabilizar os processos 
existentes.
O que faremos é analisar cada etapa do processo e 
considerar o que precisa ser explorado e que tipos 
de ferramentas e metodologias você pode usar ao 
longo da execução da metodologia DMAIC. 
DMAIC
O desenvolvimento da metodologia DMAIC é 
creditado à Motorola, mas é em grande parte 
uma expansão adicional dos sistemas 
desenvolvidos pela Toyota.
Você certamente já ouviu falar da famosa 
metodologia DMAIC (ou roteiro DMAIC), tão 
ensinado como a solução para todos os males em 
uma empresa.
Assim como o DMAIC, existem outros. Mas o que 
são esses roteiros?
DMAIC
Roteiros de melhoria são uma sequência 
estruturada de atividades a serem realizadas e 
ferramentas a serem utilizadas que visam 
produzir melhorias em nossos processos.
Teoricamente, seguindo à risca esse passo a 
passo, iremos conseguir melhorias significativas 
em nossos processos, alcançando os objetivos 
propostos.
Quais as etapas do DMAIC
A metodologia DMAIC é composto por 5 fases: 
Define (ou definir), 
Measure (ou medir), 
Analyze (ou analisar), 
Improve (ou melhorar) e 
Control (ou controlar):
DMAIC ou PDCA ?
O DMAIC e o PDCA são dois modelos de melhoria 
contínua amplamente utilizados em processos de 
negócios. Embora ambos sejam semelhantes em 
alguns aspectos, existem diferenças importantes 
entre eles. O DMAIC é uma abordagem 
estruturada de seis etapas para melhorar os 
processos de negócios e resolver problemas.
Já o PDCA é um modelo de quatro etapas que se 
concentra na melhoria contínua através de 
ciclos repetidos de planejamento, execução, 
verificação e ação corretiva.
Qual a relação entre o Six Sigma e o método 
DMAIC?
O Six Sigma é uma metodologia de melhoria de 
processos que visa reduzir a variabilidade e 
melhorar a qualidade, aumentando a satisfação 
do cliente e reduzindo custos. É baseado em 
uma abordagem sistemática de solução de 
problemas e tomada de decisão baseada em 
dados.
O método DMAIC é uma das principais 
ferramentas utilizadas na implementação do Six 
Sigma. Ele é uma abordagem estruturada e 
sequencial de seis etapas para resolver 
problemas e melhorar os processos, como 
mencionado anteriormente.
Qual a relação entre o Six Sigma e o método 
DMAIC?
As seis etapas do DMAIC (Definir, Medir, Analisar, 
Melhorar e Controlar) são usadas para identificar 
e resolver problemas específicos em um 
processo, com o objetivo final de melhorar a 
qualidade, a eficiência e a satisfação do cliente.
Dessa forma, o DMAIC é uma ferramenta 
fundamental dentro do Six Sigma, pois permite 
que a equipe de projeto siga uma abordagem 
sistemática e baseada em dados para identificar 
e solucionar problemas em processos de 
negócios. O Six Sigma e o DMAIC trabalham 
juntos para alcançar uma melhoria contínua e 
sustentável na qualidade do produto ou serviço 
oferecido pela empresa.
	Slide 1: Faculdade de Engenharia e Arquitetura FEITEP
	Slide 2: Faculdade de Engenharia e Arquitetura FEITEP
	Slide 3: O QUE É LEAN MANUFACTURING?
	Slide 4: O QUE É LEAN MANUFACTURING?
	Slide 5: O QUE É LEAN MANUFACTURING?
	Slide 6: QUAIS SÃO AS PRINCIPAIS MOTIVAÇÕES DA IDEIA? 
	Slide 7: QUAIS SÃO AS PRINCIPAIS MOTIVAÇÕES DA IDEIA? 
	Slide 8: QUAIS SÃO AS PRINCIPAIS MOTIVAÇÕES DA IDEIA? 
	Slide 9: QUAIS SÃO AS PRINCIPAIS MOTIVAÇÕES DA IDEIA? 
	Slide 10: QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN MANUFACTURING?
	Slide 11: QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN MANUFACTURING?
	Slide 12: QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN MANUFACTURING?
	Slide 13: QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN MANUFACTURING?
	Slide 14: QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN MANUFACTURING?
	Slide 15: QUAIS SÃO AS 6 PRINCIPAIS FERRAMENTAS LEAN MANUFACTURING?
	Slide 16: Case: new balance
	Slide 17: Case: new balance
	Slide 18: Case: new balance
	Slide 19: Case: new balance
	Slide 20: Case: new balance
	Slide 21: Case: new balance
	Slide 22: Case: new balance
	Slide 23: Case: new balance
	Slide 24: Case: new balance
	Slide 25: Case: new balance
	Slide 26: Case: new balance
	Slide 27: Case: new balance
	Slide 28: Case: new balance
	Slide 29: Case: new balance
	Slide 30: Case: new balance
	Slide 31: Case: poppys chocolate
	Slide 32: Case: poppy’s chocolate
	Slide 33: Case: poppy’s chocolate
	Slide 34: Case: poppy’s chocolate
	Slide 35: Case: poppy’s chocolate
	Slide 36: Case: poppy’s chocolate
	Slide 37: Case: poppy’s chocolate
	Slide 38: Case: poppy’s chocolate
	Slide 39: Case: poppy’s chocolate
	Slide 40: Case: poppy’s chocolate
	Slide 41: Successful Lean Business Model Examples: Starbucks' Lean Store Operations
	Slide 42: Successful Lean Business Model Examples: Starbucks' Lean Store Operations
	Slide 43: Successful Lean Business Model Examples: Starbucks' Lean Store Operations
	Slide 44: Successful Lean Business Model Examples: Starbucks' Lean Store Operations
	Slide 45: Successful Lean Business Model Examples: Starbucks' Lean Store Operations
	Slide 46: Successful Lean Business Model Examples: Starbucks' Lean Store Operations
	Slide 47: Successful Lean Business Model Examples: Starbucks' Lean Store Operations
	Slide 48: Successful Lean Business Model Examples: Starbucks' Lean Store Operations
	Slide 49: Successful Lean Business Model Examples: Toyota's Lean Manufacturing System
	Slide 50: Successful Lean Business Model Examples: Toyota's Lean Manufacturing System
	Slide 51: Successful Lean Business Model Examples: Toyota's Lean Manufacturing SystemSlide 52: Successful Lean Business Model Examples: Toyota's Lean Manufacturing System
	Slide 53: Successful Lean Business Model Examples: Toyota's Lean Manufacturing System
	Slide 54: Successful Lean Business Model Examples: Toyota's Lean Manufacturing System
	Slide 55: Successful Lean Business Model Examples: Toyota's Lean Manufacturing System
	Slide 56: Faculdade de Engenharia e Arquitetura FEITEP
	Slide 57: DMAIC
	Slide 58: DMAIC
	Slide 59: DMAIC
	Slide 60: Quais as etapas do DMAIC
	Slide 61
	Slide 62
	Slide 63: DMAIC ou PDCA ?
	Slide 64: Qual a relação entre o Six Sigma e o método DMAIC?
	Slide 65: Qual a relação entre o Six Sigma e o método DMAIC?