MELHORIA CONTÍNUA ATRAVÉS DO KAIZEN: ESTUDO DE CASO DAIMLERCHRYSLER DO BRASIL

• Ano de defesa: 2005
• Autor(a) principal: Briales, Julio Aragon
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Programa de Pós-graduação em Sistemas de Gestão; Segurança do Trabalho, Meio-ambiente, Gestão pela Qualidade Total
• Palavras-chave em Português: Kaizen. Melhoria Contínua. Mensuração de resultados. Estratégia empresarial. Cultura organizacional.; Kaizen. Continuous improvement. Results Measurement. Enterprise strategy. Organizational culture.; CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO
• Link de acesso: https://app.uff.br/riuff/handle/1/20776

In an always more competitive world, companies and industries from many sectors are continuously looking for methods to increase results, to shorten the delivery time, to take waste out of production, expecting to achieving a real increase of profitability. So it is important to analyze careful how enterprises can successfully implement its change and improvement actions, lining them up and integrating them with the enterprises objectives and strategic goals. To treat this question, this research investigates the theoretical referential and the case DaimlerChrysler do Brasil Ltda. through a internal research that intends to measure the perception of the work force about the implementation of the Kaizen philosophy in that company. So it was possible to observe the positive points and improvement chances of the implementation model. Also after this study it became clear how important it is to have a structured process to manage the Kaizen philosophy, however, for the development of this process we must assume the reality and understand the cultural and particular characteristics of each company. The information presented in this work, allow us to conclude that this model conquests managers and workers passion by reaching goals and objectives. Resulting in a better organizational environment, producing excellent results for both, internal and external costumers.