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Abstract(s)
A globalização intensificou a competitividade e exigência do mercado, tornando a qualidade num importante foco para as empresas líderes nos setores onde atuam.
Para que as empresas garantam a sua continuidade e evolução, é crucial que adotem uma estratégia competitiva, de longo e de curto prazo, capaz de incluir todos os níveis da organização, desde o nível de topo até ao nível mais operacional.
Um método estratégico, originário do Japão, que emergiu da necessidade de aumentar o controlo de qualidade é o Hoshin Kanri.
Atualmente este método é implementado nas organizações com objetivo de alinhar a estratégia da organização a todos os níveis hierárquicos, desde a gestão de topo a níveis operacionais, levando todos a agir na mesma direção. Mas será este o único propósito do Hoshin Kanri?
O presente trabalho pretende responder a esta questão, apurando principalmente o impacto que a metodologia Hoshin Kanri tem ao nível dos Sistemas de Gestão de Qualidade e consequentemente na ISO 9001:2015, ao nível da filosofia Lean e ainda apurar a ligação deste método com a Melhoria Continua numa organização.
As conclusões deste estudo são consideradas satisfatórias e são sustentadas pela opinião de colaboradores que acompanharam de perto a implementação do Hoshin Kanri numa organização e ainda, pela opinião de consultores experientes do Instituto Kaizen. Segundo estes, o Hoshin Kanri é muito mais do que um método de alinhamento da estratégia, é também um método com um impacto positivo nos Sistemas de Gestão de Qualidade e consequentemente na ISO 9001:2015, tem influência na eficácia do desempenho Lean e ainda acreditam que existe uma ligação deste método com a Melhoria Continua.
O sucesso deste método estratégico é inegável, sendo adotado no Japão pela maior parte das empresas internacionais e por algumas grandes empresas ocidentais, nomeadamente Hewlett-Packard, Procter & Gamble, AT&T, Xerox Corporation, IBM, Florida Power & Light e Texas Instruments.
Globalization has intensified this market competitiveness and demand, making quality an important focus for leading companies in the industries in which they operate. For companies to ensure their continuity and evolution, it is crucial that they adopt a competitive, long-term and short-term strategy that can include all levels of the organization, from the top to the most operational level. A strategic method from Japan that has emerged from the need for a better quality control is the Hoshin Kanri. This method is currently implemented in organizations to align the organization's strategy to all hierarchical levels, from the top management to the operational levels, leading everyone to act in the same direction. But is this the only purpose of Hoshin Kanri? This work intends to answer this question, mainly considering the impact that the Hoshin Kanri methodology has on the Quality Management Systems level and, consequently, on ISO 9001:2015, on the Lean philosophy level and also on the connection of this method with the Continuous Improvement. in an organization. The conclusions of this study are considered satisfactory and are supported by the opinion of collaborators who closely followed the implementation of Hoshin Kanri in an organization and the opinion of experienced consultants from the Kaizen Institute. According to them, Hoshin Kanri is much more than a strategy alignment method, it is also a method with a positive impact on Quality Management Systems and consequently on ISO 9001:2015, it has influence on the effectiveness of Lean performance and they belive that there is a link between this method and Continuous Improvement. The success of this strategic method is undeniable, being adopted in Japan by most of the international companies and some major western companies, for example, Hewlett-Packard, Procter & Gamble, AT&T, Xerox Corporation, IBM, Florida Power & Light and Texas Instruments.
Globalization has intensified this market competitiveness and demand, making quality an important focus for leading companies in the industries in which they operate. For companies to ensure their continuity and evolution, it is crucial that they adopt a competitive, long-term and short-term strategy that can include all levels of the organization, from the top to the most operational level. A strategic method from Japan that has emerged from the need for a better quality control is the Hoshin Kanri. This method is currently implemented in organizations to align the organization's strategy to all hierarchical levels, from the top management to the operational levels, leading everyone to act in the same direction. But is this the only purpose of Hoshin Kanri? This work intends to answer this question, mainly considering the impact that the Hoshin Kanri methodology has on the Quality Management Systems level and, consequently, on ISO 9001:2015, on the Lean philosophy level and also on the connection of this method with the Continuous Improvement. in an organization. The conclusions of this study are considered satisfactory and are supported by the opinion of collaborators who closely followed the implementation of Hoshin Kanri in an organization and the opinion of experienced consultants from the Kaizen Institute. According to them, Hoshin Kanri is much more than a strategy alignment method, it is also a method with a positive impact on Quality Management Systems and consequently on ISO 9001:2015, it has influence on the effectiveness of Lean performance and they belive that there is a link between this method and Continuous Improvement. The success of this strategic method is undeniable, being adopted in Japan by most of the international companies and some major western companies, for example, Hewlett-Packard, Procter & Gamble, AT&T, Xerox Corporation, IBM, Florida Power & Light and Texas Instruments.
Description
Versão Final- contém as críticas e sugestões do júri.
Keywords
Hoshin Kannri Sistemas de gestão de qualidade ISO 9001:2016 Lean Quality management systems