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Avaliação do impacto de ferramentas lean na sustentabilidade: Caso de estudo
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Abstract(s)
Atualmente, as organizações enfrentam desafios ambientais, sociais e financeiros cada vez mais
complexos, exigindo uma gestão capaz de equilibrar estas dimensões e, simultaneamente, gerar valor
para o negócio. A crescente competitividade e a procura por produtos personalizados intensificam a
necessidade de otimizar recursos, reduzir desperdícios e aumentar a eficiência operacional. Neste
contexto, a filosofia Lean emerge como uma abordagem eficaz, ao promover a eliminação sistemática
de desperdícios, a padronização de processos e a melhoria contínua, criando valor sustentável para
clientes e stakeholders. A conjugação dos princípios Lean com os objetivos da sustentabilidade –
enquadrados na perspetiva do Triple Bottom Line – constitui, assim, uma oportunidade estratégica para
alinhar o desempenho económico com a responsabilidade social e a proteção ambiental, fortalecendo
a sua competitividade e resiliência.
Com base neste enquadramento, o presente trabalho procurou responder à seguinte questão de
investigação: “De que forma é possível melhorar a sustentabilidade de uma empresa através da
aplicação da abordagem Lean?”. Para o desenvolvimento do projeto foi adotada a metodologia de
Investigação-Ação, pela sua capacidade de articular reflexão teórica e ação prática. Deste modo, o
estudo teve como objetivo principal analisar o impacto das práticas Lean na sustentabilidade das
operações da XPT S.A., através da otimização do fluxo logístico interno. A metodologia adotada recorreu
ao Value Stream Mapping para elaborar o diagnóstico da situação atual, identificar desperdícios e
projetar um estado futuro mais eficiente. O plano de ações foi priorizado com a matriz de GUT e
desenvolvido segundo a metodologia A3. Entre as ações, sobressaiu, pela maior pontuação, a
implementação de um sistema Kanban entre o armazém e a área de montagem do Produto 2. A sua
conceção envolveu a recolha de dados, definição de parâmetros de dimensionamento, classificação
funcional dos artigos e organização física das estantes, apoiada por mecanismos de identificação e
etiquetagem. O levantamento identificou um total de 797 artigos associados à montagem do Produto
2, dos quais 224 (28%) foram integrados no sistema Kanban, possibilitando o acesso antecipado aos
artigos, sem dependência direta do armazém.
Os resultados evidenciaram progressos significativos nas três dimensões da sustentabilidade. Na
vertente económica, o lead time médio de abastecimento reduziu de 16,05 para 11,57 horas por
módulo, tendo, num estudo complementar, diminuído para pelo menos metade do valor inicial em
todas as encomendas analisadas. Na dimensão social, observou-se uma melhoria expressiva não apenas
na disponibilidade dos materiais – com os constrangimentos anteriormente atribuídos ao armazém a
incidirem agora sobretudo sobre artigos provenientes da pré-montagem ou não abrangidos pelo
sistema –, mas também no clima organizacional e nas condições de trabalho. A redução das deslocações
desnecessárias, a simplificação do processo de abastecimento e a maior previsibilidade das tarefas
contribuíram para diminuir o esforço físico e o stress operacional dos colaboradores, reforçando a
ergonomia e promovendo um ambiente de trabalho mais seguro e colaborativo. Por último, no domínio
ambiental, a diminuição do lead time de abastecimento implicou menor utilização do dispositivo
eletrónico de apoio ao abastecimento, traduzindo-se numa redução de aproximadamente 30% no
respetivo consumo energético.
Em síntese, os resultados confirmaram que a integração estruturada de ferramentas Lean, articulada
com uma perspetiva orientada para a sustentabilidade, constitui um meio eficaz para potenciar, de
forma simultânea, o desempenho económico, social e ambiental.
Today, organizations face increasingly complex environmental, social, and financial challenges, requiring management capable of balancing these dimensions while simultaneously generating business value. Growing competition and the demand for customized products intensify the need to optimize resources, reduce waste, and increase operational efficiency. In this context, Lean philosophy emerges as an effective approach by promoting the systematic elimination of waste, process standardization, and continuous improvement, creating sustainable value for customers and stakeholders. Combining Lean principles with sustainability objectives—framed within the Triple Bottom Line perspective—therefore constitutes a strategic opportunity to align economic performance with social responsibility and environmental protection, strengthening competitiveness and resilience. Based on this framework, this study sought to answer the following research question: "How can a company's sustainability be improved through the application of Lean approach?" The Action Research methodology was adopted for the project's development, due to its ability to combine theoretical reflection and practical action. Thus, the study's main objective was to analyze the impact of Lean practices on the sustainability of XPT S.A.'s operations by optimizing internal logistics flows. The methodology used Value Stream Mapping to diagnose the current situation, identify waste, and project a more efficient future state. The action plan was prioritized using the GUT matrix and developed according to the A3 methodology. Among the actions, the implementation of a Kanban system between the warehouse and the Product 2 assembly area stood out, with the highest score. Its design involved data collection, definition of sizing parameters, functional classification of items, and physical organization of shelves, supported by identification and labeling mechanisms. The survey identified a total of 797 items associated with the assembly of Product 2, of which 224 (28%) were integrated into the Kanban system, enabling early access to items without direct dependence on the warehouse. The results showed significant progress across the three dimensions of sustainability. On the economic front, the average supply lead time was reduced from 16,05 to 11,57 hours per module, having, in a complementary study, decreased to at least half the initial value for all tested orders. On the social front, there was a significant improvement not only in material availability—with constraints previously attributed to the warehouse now focusing primarily on items from pre-assembly or not covered by the system—but also in the organizational climate and working conditions. The reduction of unnecessary travel, the simplification of the supply process, and the greater predictability of tasks performed reduced the physical effort and operational stress of employees, reinforcing ergonomics and promoting a safer and more collaborative work environment. Finally, on the environmental front, the reduction in supply lead time resulted in less use of electronic devices supporting supply, translating into an approximately 30% reduction in energy consumption. In summary, the results confirmed that the structured integration of Lean tools, combined with a sustainability-focused perspective, is an effective means of simultaneously enhancing economic, social, and environmental performance.
Today, organizations face increasingly complex environmental, social, and financial challenges, requiring management capable of balancing these dimensions while simultaneously generating business value. Growing competition and the demand for customized products intensify the need to optimize resources, reduce waste, and increase operational efficiency. In this context, Lean philosophy emerges as an effective approach by promoting the systematic elimination of waste, process standardization, and continuous improvement, creating sustainable value for customers and stakeholders. Combining Lean principles with sustainability objectives—framed within the Triple Bottom Line perspective—therefore constitutes a strategic opportunity to align economic performance with social responsibility and environmental protection, strengthening competitiveness and resilience. Based on this framework, this study sought to answer the following research question: "How can a company's sustainability be improved through the application of Lean approach?" The Action Research methodology was adopted for the project's development, due to its ability to combine theoretical reflection and practical action. Thus, the study's main objective was to analyze the impact of Lean practices on the sustainability of XPT S.A.'s operations by optimizing internal logistics flows. The methodology used Value Stream Mapping to diagnose the current situation, identify waste, and project a more efficient future state. The action plan was prioritized using the GUT matrix and developed according to the A3 methodology. Among the actions, the implementation of a Kanban system between the warehouse and the Product 2 assembly area stood out, with the highest score. Its design involved data collection, definition of sizing parameters, functional classification of items, and physical organization of shelves, supported by identification and labeling mechanisms. The survey identified a total of 797 items associated with the assembly of Product 2, of which 224 (28%) were integrated into the Kanban system, enabling early access to items without direct dependence on the warehouse. The results showed significant progress across the three dimensions of sustainability. On the economic front, the average supply lead time was reduced from 16,05 to 11,57 hours per module, having, in a complementary study, decreased to at least half the initial value for all tested orders. On the social front, there was a significant improvement not only in material availability—with constraints previously attributed to the warehouse now focusing primarily on items from pre-assembly or not covered by the system—but also in the organizational climate and working conditions. The reduction of unnecessary travel, the simplification of the supply process, and the greater predictability of tasks performed reduced the physical effort and operational stress of employees, reinforcing ergonomics and promoting a safer and more collaborative work environment. Finally, on the environmental front, the reduction in supply lead time resulted in less use of electronic devices supporting supply, translating into an approximately 30% reduction in energy consumption. In summary, the results confirmed that the structured integration of Lean tools, combined with a sustainability-focused perspective, is an effective means of simultaneously enhancing economic, social, and environmental performance.
Description
Keywords
Lean Sustainability VSM A3 Problem Solving Kanban Operational Efficiency Filosofia Lean Sustentabilidade Eficiência operacional