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Gestão da
Qualidade Total
Gerisval Alves Pessoa
São Luís
Agosto de 2008
Gerisval Pessoa
Micro GAP - C:\Gerenciamento da Rotina\GQT.doc 1 Revisão 03: 01/08/2008
___________________________________________________________________________________ GAP – Gestão da Qualidade Total
SUMÁRIO
INTRODUÇÃO
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OBJETIVO
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PROGRAMA DO CURSO
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TRANSPARÊNCIAS DO CURSO
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REFERÊNCIAS
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Gerisval Pessoa
INTRODUÇÃO
Gerisval Pessoa
OBJETIVO
PROGRAMA
*8 Padrões Organizacionais
*9 Indicadores de Desempenho
Gerisval Pessoa
2a. GUERRA
TAYLOR MUNDIAL GUERRA
COMERCIAL
FATOR
SHEWHART TÉCNICO
JUS
E
DEMING
JURAN
FEIGENBAUM
CROSBY
MASLOW CCQ
McGREGOR
CONCRETI-
HERZBERG ZAÇÃO DO
TQC
HISTÓRIA DO DESENVOLVIMENTO
DA QUALIDADE TOTAL COMO FATOR
SISTEMA ADMINISTRATIVO HUMANO
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Gerisval Pessoa
Gerisval Pessoa
Sobrevivência
Competitividade
Produtividade
1 2 3 4 5 6 7
Vizinhos
Clientes Empregados Acionistas Fornecedores (Meio Ambiente) Comunidade Sociedade
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Gerisval Pessoa
PRODUTIVIDADE
ROMPIMENTO
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Processos Resultados
Autoridade Responsabilidade
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Gerisval Pessoa
DIMENSÕES DA QUALIDADE
Custo Cliente
Custo Acionista
Preço Empregado
Comunidade
Prazo Certo
Atendimento Local Certo
Cliente
Quantidade Certa
Empregados Cliente
Segurança Empregado
Usuário Comunidade
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Gerisval Pessoa
DEFINIÇÃO DE META
Exemplos:
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Gerisval Pessoa
Método
Meta + Hodos
(Meta) (Caminho)
A B
Método
"Ferramentas"
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Gerisval Pessoa
Action Plan
Atue no
processo em Estabeleça
função dos a Meta
resultados Determine
os métodos
para alcançar
a meta
Eduque
Verifique e
os efeitos treine
Execute
do trabalho o
executado trabalho
(Colete dados)
Check Do
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Gerisval Pessoa
ESTILOS X EFICÁCIA
DO GERENCIAMENTO
MELHORIA GERENCIAL
P D C A MELHOR
TEMPO EMPREGADO
DE UM TRABALHO
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Gerisval Pessoa
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Gerisval Pessoa
META PADRÃO:
1
Qualidade Padrão, Custo Padrão, etc.
S 2 PADRÃO:
Estabelecido para atingir as metas padrão
D 3 EXECUÇÃO:
Cumprir o PADRÃO
VERIFICAÇÃO:
4 Confirmação da efetividade do PADRÃO
Resultado
C
n=2 LSC = 449,79
450
LC = 406,31
400
LIC = 362,84
EFETIVO 350
? 100 LSC = 75,55
SIM
50 LC = 23,13
NÃO
0
1 2 3 4 9 10 11 12 Tempo
A 5
AÇÃO CORRETIVA:
Remoção do Sintoma
Ação na causa
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Gerisval Pessoa
PROBLEMA:
1 Identificação do Problema
OBSERVAÇÃO:
2 Reconhecimento das características do
P
problema
ANÁLISE:
3
Descoberta das causas principais
PLANO DE AÇÃO:
4
Contramedidas ãs causas principais
D 5
EXECUÇÃO:
Atuação de acordo com o "Plano de Ação"
VERIFICAÇÃO:
6 Confirmação da efetividadade da ação
C EFETIVO
?
NÚMERO
DE
RECLAMAÇÕES
MELHOR
NÃO
META
SIM
92 93 J 94 D
PADRONIZAÇÃO:
7 Eliminação definitiva das causas
A 8
CONCLUSÃO:
Revisão das atividades e planejamento para
trabalho futuro
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Gerisval Pessoa
GERENCIAMENTO DA ROTINA E
GERENCIAMENTO PELAS DIRETRIZES
GERENCIAMENTO GERENCIAMENTO
DA ROTINA DA ROTINA
A S2
C D
MELHORIA
A P
C D
A H
INOVAÇÃO. ATINGIR O
C D ALVO DO NOVO RUMO
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Gerisval Pessoa
METAS
PROBLEMAS ANUAIS
RELEVANTES
AP MELHORA
CD
AÇÃO
CORRETIVA PADRÕES
AS
PRODUTOS /
CD SERVIÇOS MANTÉM
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Gerisval Pessoa
ASSESSORIA
Ajuda a função gerencial contribuindo com conhecimento técnico.
(TÉCNICA)
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Gerisval Pessoa
NOTAS:
Foco
Inspeção: Produto final
Controle da Qualidade: Processo (ação corretiva)
Garantia da Qualidade: Sistema (ação preventiva)
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Gerisval Pessoa
NOTAS: _____________________________________________________________________
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Gerisval Pessoa
GERENCIAMENTO DO CRESCIMENTO
DO SER HUMANO NA EMPRESA
Seleção Curriculum, testes,
e admissão e entrevistas
Descobrir a
capacidade Manifestação
Lotação e individual
acompanhamento
Pesquisa de clima
Atingir metas
Descobrir a individuais
capacidade Executar o trabalho
Atingir metas
do setor
Treinar no serviço
(OJT)
Treinar fora
Gerencia- do serviço (OffJT)
Utilizar e desenvolver Educar e treinar
mento do a capacidade Incentivar o
Crescimento auto-desenvolvimento
do ser Humano Rodízio
na Empresa
5S
Reconhecimento e
Retribuir premiação
Carreira e
sucessão
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Gerisval Pessoa
NOTAS: _____________________________________________________________________
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Gerisval Pessoa
CONCEITO DE 5S
É a derivação das palavras de origem
Japonesa adaptadas para o Português que
busca a mudança no comportamento e
nos hábitos das pessoas.
JAPONÊS
5S-01-0
PORTUGUÊS
• SEIRI • SENSO DE UTILIZAÇÃO
• SEITON • SENSO DE ORDENAÇÃO
• SEISOU • SENSO DE LIMPEZA
• SEIKETSU • SENSO DE ASSEIO
• SHITSUKE • SENSO DE AUTO-DISCIPLINA
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Gerisval Pessoa
RESULTADOS DOS 5S
Procedimentos Beneficiados
de Trabalho Empregado Cliente (Produto)
Mais fáceis
Mais seguros
Mais simples
Mais rápidos
Mais limpos
Melhores
Mais baratos
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NOTAS: _____________________________________________________________________
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NOTAS: _____________________________________________________________________
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Gerisval Pessoa
NOTAS: _____________________________________________________________________
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Gerisval Pessoa
CONCEITO:
OBJETIVO:
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Gerisval Pessoa
FUNDAMENTOS DO CCQ
Extravazar capacidade Contribuir para o desenvolvimento
criadora: da Empresa:
• Autodesenvolvimento • Participar dos processos decisórios
• Auto-realização • Aplicar talento
• Estima
PRINCÍPIOS BÁSICOS:
• Autodesenvolvimento;
• Prazer em trabalhar;
• Participação;
• Aplicação de técnicas de controle de qualidade;
• Fortalecer atividades dos círculos;
BENEFICIÁRIOS:
• Desenvolvimento mútuo;
• Empregados;
• Usar criatividade;
• Grupo;
• Consciência;
• Empresa;
• Voluntariedade.
• Sociedade.
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Gerisval Pessoa
OBJETIVOS DO PROGRAMA
DE SUGESTÕES
O Programa de Sugestões visa obter RESULTADOS PARA A EMPRESA
através do desenvolvimento do POTENCIAL CRIATIVO DO
EMPREGADO:
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Gerisval Pessoa
UTILIZAÇÃO DO PROGRAMA DE
SUGESTÕES COMO FERRAMENTA
Melhorar os processos produtivos.
Melhorar a produtividade.
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Gerisval Pessoa
CRENÇAS
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Gerisval Pessoa
VALORES
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Gerisval Pessoa
ÉTICA
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Gerisval Pessoa
MISSÃO
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Gerisval Pessoa
VISÃO
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Gerisval Pessoa
Missão
Negócio(s)
Ideologia, Valores, Crenças, Código de Ética e Conduta e Conhecimento
Cultura
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Gerisval Pessoa
FUNÇÃO
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Gerisval Pessoa
GERENCIAMENTO FUNCIONAL OU DA
ROTINA
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Gerisval Pessoa
PADRÕES ORGANIZACIONAIS
- Estrutura Organizacional
- Atribuições Orgânicas
- Descrição de Cargos
- Comitês
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Gerisval Pessoa
VOCÊ É O PRESIDENTE
DE UMA PEQUENA EMPRESA
QUALIDADE INTRÍNSECA
Matéria
Máquina Medidas
Prima
CUSTO
LOCAL CERTO
PRODUTOS
SERVIÇOS QUANTIDADE CERTA
ATENDIMENTO
HORA CERTA
DOS CLIENTES
Meio Método Mão-de-obra
Ambiente SEGURANÇA DOS VIZINHOS
MORAL
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Gerisval Pessoa
3. Fita crepe
4. Formulário de descrição de um Negócio
5. Papel flip-chart
Apresentação
Gerisval Pessoa
(PARTES INTERESSADAS)
CLIENTES
(PRODUTOS/SERVIÇOS)
SAÍDAS
DESCRIÇÃO DE UM NEGÓCIO
PRINCIPAIS RECURSOS:
ATRIBUIÇÕES
ORGÂNICAS
FUNÇÕES:
MISSÃO:
1.
2.
3.
ENTRADAS
FORNECEDORES
48
ATENDIMENTO
MORAL
SEGURANÇA
Campo (A) Campo (B) Campo (C) Campo (D) Campo (E) Campo (F) Campo (G)
Gerisval Pessoa
DEFINIÇÃO DE
RESPONSABILIDADE E AUTORIDADE
AUTORIDADE RESPONSABILIDADE
METAS
MATÉRIAS MÁQUINAS MEDIDAS
PRIMAS QUALIDADE TOTAL
RESULTADOS CLIENTES
SATISFAÇÃO
EMPREGADOS
MEIO MÃO DAS
ACIONISTAS
AMBIENTE DE OBRA MÉTODO (FINS)
PESSOAS
COMUNIDADE
ITENS DE
SUA ÁREA GERENCIAL
(MEIOS)
CONTROLE OBJETIVO
ITENS DE
VERIFICAÇÃO
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Gerisval Pessoa
Item de Controle
ou Indicador-Chave
• São indicadores estabelecidos, a partir dos resultados do trabalho
realizado, que deverão ser acompanhados, gerenciados.
Exemplos: número de reclamações, número de impactos
ambientais, US$/t, volume produzido.
Item de Verificação
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Gerisval Pessoa
SEGURANÇA
MORAL
MAT. MEIO
PRIMA AMBIENTE MEDIDA ATENDIMENTO
CUSTO
QUALIDADE
Nº DE DEFEITOS
MOTOR A 90 70 50 45 24 22 21 20
REDUTOR 30 35 30 35 35 42 36 33
MÃO DE REDUTOR A 90 70 50 40 35 20 20 22
MÁQUINA MÉTODO OBRA CORREIA Z 70 60 50 60 20 31 25 24
CHAVE 1 60 28 40 50 15 20 19 19
OUTROS 20 20 40 25 20 35 40 25
CAUSAS
EFEITOS
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Gerisval Pessoa
META
10 LINHA DE (8)
META
(4)
BENCHMARK
0
VALOR VALOR J F M A M J J A S O N D J F M A M J J A S O N D J F M A M
MÉDIO MÉDIO
1995 1996 1997 1998 1999
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Gerisval Pessoa
Gerisval Pessoa
ITEM VERIFICAÇÃO
ITEM VERIFICAÇÃO
CONTROLE E DE VERIFICAÇÃO
DETERMINAÇÃO DE ITENS DE
ITEM VERIFICAÇÃO
ITEM VERIFICAÇÃO
ITEM VERIFICAÇÃO
ITEM VERIFICAÇÃO
ITEM DE CONTROLE
Gerisval Pessoa
Gerisval Pessoa
Exercício
Mês J F M A M J J A S O N D
Porcentagem 9,7 10,2 9,5 7,8 7,5 7,0 6,4 5,5 5,1 4,8 5,0 4,6
Gerisval Pessoa
Exemplo:
Porcentagem de roupas danificadas na lavanderia LAVBEM, onde
Exemplo: %
Exemplo:
1995: 4,8%
1996: 4,0%
Exemplo: 1%
Exemplo:
Gerisval Pessoa
*21 As duas barras que representarão as médias dos anos anteriores devem ter
a
mesma largura.
*22 Os espaçamentos entre as duas barras e entre a última barra e o primeiro
mês do
Gerisval Pessoa
Mês J F M A M J J A S O N D
Porcentagem 4,2 3,9 3,0 3,1 3,0 3,0 2,2 3,2 2,1 2,0 1,9 1,8
Gerisval Pessoa
Exemplo: Figura 1.
5,0 4 ,8
Porcenta gem de Roupa s
4 ,0
ME LHOR
4,0
Danificad as (%)
3,0
META
(2%) 2,24
2,0
"BENCHMARK"
(1%)
1,0
0
95 96 J F M A M J J A S O N D ACUMULADO
Figura 1
Gerisval Pessoa
1 Identificar as 1 Identificação do
necessidades dos clientes Problema
2 Estabelecer o conceito do 2 Observação
produto
3 Projetar o produto e o 3 Análise
processo
4 Estabelecer os 4 Plano de ação
padrões-proposta
1 Reconhece o padrão
6 Relata Anomalias
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Gerisval Pessoa
IMPORTÂNCIA DA
PADRONIZAÇÃO
- Registrar o conhecimento
tecnológico da organização
- Estabilizar os processos
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Gerisval Pessoa
VANTAGENS DA PADRONIZAÇÃO
PARA O EXECUTANTE
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Gerisval Pessoa
VANTAGENS DA PADRONIZAÇÃO
PARA O GERENTE
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Gerisval Pessoa
CARACTERÍSTICAS DE
UM PADRÃO
TÍTULO
NUMERAÇÃO
FORMA PADRONIZADA
DATA DA ÚLTIMA REVISÃO
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Gerisval Pessoa
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Gerisval Pessoa
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--
*28 Objetivo Aprender como construir um fluxograma a partir da descrição
da
forma de funcionamento de um processo
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*29 Método Com base nas informações contidas na descrição da forma de
funcionamento de um processo, apresentada a seguir, cada
grupo deverá elaborar um fluxograma de processo descrito. O
fluxograma deverá ser bem simples, utilizando a simbologia
em anexo. Após a execução do exercício será distribuído o
gabarito, com comentários do instrutor.
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Gerisval Pessoa
FLUXOGRAMA
Definição:
Gráfico que representa o fluxo de um
processo ou uma seqüência normal de
geração de um produto ou serviço.
Gerisval Pessoa
*32 Todos os funcionários estão ocupados. Nesta situação o cliente pode decidir
esperar para ser atendido ou então se retirar da loja.
Gerisval Pessoa
DEFINIÇÕES
SISTEMA :
Conjunto de processos distintos e
interdependentes que, funcionando de
forma integrada e coordenada, busca
atingir um objetivo comum.
PROCESSO :
Conjunto de tarefas distintas e interligadas
que produz um resultado específico.
TAREFA :
Conjunto de passos distintos e interligados
que produz um resultado específico.
PASSO* :
Menor unidade na execução de uma tarefa.
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Gerisval Pessoa
FLUXOGRAMA DE FUNÇÃO
EXEMPLO
AQUISIÇÃO DE EQUIPAMENTOS
INÍCIO
RECEBER E
ANALISAR RC A
SELECIONAR
PROPONENTES B
PLANEJAR
COMPRA C
LICITAR D
JULGAR E
PROPOSTAS
EFETUAR
CONTRATAÇÃO
F
FIM
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Gerisval Pessoa
DEFINIR
A COMPRADOR
RESPONSÁVEL
B
CLASSIFICAR
E ANALISAR
C CONSISTÊNCIA
DA RC
D
VERIFICAR
PREENCHIMENTO
E DA RC
F N
RC CONTATAR
CORRETA REQUISITANTE
?
S
REGISTRAR S
DADOS DA RC CORREÇÃO
NO SISTEMA SIMPLES
?
N
ABRIR PASTA
DEVOLVER PARA
DO REQUISITANTE
PROCESSO
PASSAR PASTA
DO PROCESSO
PARA O COMPRADOR 1
TAREFAS CRÍTICAS
(REQUEREM PRO)
B
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Gerisval Pessoa
EXEMPLO DE UM PROCEDIMENTO
OPERACIONAL
SISTEMA DE PADRONIZAÇÃO CÓDIGO
EMPRESA "Z"
PROCEDIMENTO OPERACIONAL DT. CRIAÇÃO DT. REVISÃO
MATERIAL NECESSÁRIO
FUNIL TROCO
ÓLEO PARA MOTOR CANETA
ÁGUA NATURAL NOTA FISCAL
ÁGUA DESTILADA ESTOPA
01 - Abrir o capô.
ATIVIDADES
02 - Retirar e limpar a vareta de óleo do motor
03 - Colocar a vareta, retirá-la em seguir e ler o nível.
04 - Recolocar a vareta.
05- Se necessário e o cliente desejar, completar com óleo compatível, após a abertura da tampa do motor
e colocação do funil.
06 - Retirar o funil e recolocar a tampa do motor.
07 - Abrir a tampa do radiador e verificar o nível da água.
08 - Se necessário, completar a água até o nível.
09 - Fechar o radiador.
10 - Retirar as tampas da bateriae verificar o nível da água.
11 - Se necessário e cliente desejar, completar com água destilada até o nível.
12 - Recolocar as tampas da bateria.
13 - Fechar o capô.
14 - Ocorrendo despesas emitir Nota Fiscal.
15 - Receber o pagamento, agradecer e se despedir do cliente.
MANUSEIO DE MATERIAL
01 - O funil deve estar sempre limpo.
02 - Evitar derramamento de óleo no motor
03 - Limpar a parte superior da bateria antes da retirada das tampas.
04 - Retirar a tampa do radiador permitindo o alívio de pressão.
RESULTADOS ESPERADOS
01 - Veículo com óleo do motor, água do radiador e da bateria verificados e, se for o caso, conforme os desejos do
cliente.
02 - Atendimento com presteza e cortesia.
AÇÕES CORRETIVAS
01 - Se ocorrer derramamento de óleo limpar imediatamente com estopa.
02 - Caso seja colocada água em excesso na bateria e ocorrendo vazamento da solução, fecharr as tampas, lavar os
locais de incidência com bastante água e enxugar.
03 - Se ocorrer superaquecimento (água do radiador fervendo), primeiramente resfriá-lo com jato de água e, depois
retirar a tampa para completá-lo
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Gerisval Pessoa
EXEMPLO DE UM PROCEDIMENTO
OPERACIONAL (Pictórico)
NOME DO PROCESSO AUTORIZADO POR VERIFICADO POR PREPARADO POR
PROCEDIMENTO OPERACIONAL MONTAGEM FINAL
ATIVIDADE CRÍTICA 1
ASSENTAMENTO DA
COBERTURA TRASEIRA
NOS ENCAIXES
ATIVIDADE CRÍTICA 2
1 3
APARAFUSANDO OS
PARAFUSOS GRANDES
6 5
ATIVIDADE CRÍTICA 3
4 APARAFUSANDO OS
2 PARAFUSOS PEQUENOS
NOTA:
PRESSÃO DE AR DO
APARAFUSADOR
PNEUMÁTICO
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Gerisval Pessoa
Exercício ELABORAR UM
4 PROCEDIMENTO OPERACIONAL - PRO
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Gerisval Pessoa
Localizador Rev.
Gerisval Pessoa
CONCEITO DE ANOMALIA
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Gerisval Pessoa
Audição
Ruídos estranhos em equipamentos
(chiados, estridentes, alarmes), ausência
de ruído característico, reclamações, etc.
Olfato
Fumaça, cheiro de queimado, presença de
produtos químicos, alterações de cheiros
característicos de produtos (alimentos,
remédios), poeiras, etc.
Tato
Calor ou frio excessivo, equipamento ou
móveis sujos, rugosidade anormal,
vibração, etc.
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Gerisval Pessoa
“CONTROLE DE
PROCESSO BÁSICO”
PARA MANTER
n = 2 L SC = 449,79
4 50
L C = 406,31
X 40 0
L IC = 362,84
35 0
10 0 L SC = 75,55
50 L C = 23,13
R
0
1 2 3 4 9 1 0 1 1 12 D ia
(Gerente Imediato)
(Executante/GerenteImediato)
(Gerente Imediato)
(Gerente Imediato)
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Gerisval Pessoa
RELATÓRIO DE ANOMALIA
(Modelo conceitual)
(1) Data: 25-11-97 (2) Unidade: Operacional (3) Preenchido por: Antonio (4) No.: OPE 0013
(11) Observação: (Coleta de fatos e dados: local, horário, tipo, sintoma, outros
dados internos e / ou externos e demais circunstâncias da anomalia
ou reclamação)
Carregamento em 23/11, entrega em 24/11, carreta GLK 9241, motorista José Fernando
Silva.
Embalagens danificadas em contato com carroceria (07 caixas) e o restante (14 caixas)
danificadas por outros motivos.
Choveu na data da carga e transporte.
25 / 11 /97
Data da identificação e observação Assinatura responsável
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Gerisval Pessoa
RELATÓRIO DE ANOMALIA
8
(15)
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Gerisval Pessoa
No dia e hora da visita, Valter decidiu passar pelo centro, pegando grande
congestionamento por volta das 17:30 horas, chegando ao encontro com
45 minutos
de atraso.
Marina disse-lhe: Olha, seu Valter, o chefe tinha outro encontro às 19 horas
e não
pôde esperar. Teremos que marcar nova reunião.
Valter agendou nova data com Marina, pediu desculpas e voltou para o
escritório. Lá
chegando, deixou recado por escrito ao diretor comercial ( que estava
acompanhando pessoalmente este caso ), solicitando-lhe que convocasse
reunião
para o dia seguinte, 15/12, pois não havia conseguido renovar o contrato
da empresa
“Z”.
Valter: já marquei nova data para daqui a 15 dias. Foi o melhor que
conseguir.
Gerisval Pessoa
João: Vai atrasar em 15 dias o primeiro faturamento.
Pablo: O cliente vai ficar insatisfeito, pois suas entregas sofrerão atraso.
Não
podemos esquecer que temos exclusivamente com ele.
Diretor: Vamos aproveitar a meia hora que falta para o almoço e tomar
estas
providências. Às 13 horas em ponto quero vocês aqui de volta, pois temos
que
analisar tudo muito bem para que este tipo de anomalia não volte a
ocorrer.
Temos que levantar todas as causas.
Após o almoço
Diretor: Vamos dar nossas opiniões sem entrar nessa de acusar ninguém!
Pablo: Tinha que chegar atrasado mesmo porque não saiu a tempo e o
trânsito
estava engarrafado lá no Centro.
Pablo: Logo que o Valter saiu correndo, ouvi o rapaz da preparação dizer
que,
infelizmente, ele havia ido com a documentação incompleta porque estava
faltando a
guia do ISS.
Américo: Lógico que tem que faltar, já que não podemos quitar a guia
com
antecedência! O pagamento tem que ser feito sempre no último dia!
Gerisval Pessoa
máximo , tudo esteja nos eixos. Como este cliente é do Valter, gostaria que
ele
mesmo me apresentasse o Relatório de Anomalia até às 15 horas. Vamos
encerrar
nosso brainstorming e mãos à obra.
*39 Com base nessa história, os grupos deverão montar o Relatório de Anomalia
até o
plano de Ação, campo (13), inclusive.
*40 A parte relativa ao campo (14) - Observações - não precisa ser preenchida,
pois
isso deve ser feito somente após a execução do plano de ação.
Gerisval Pessoa
RELATÓRIO DE ANOMALIA
(1) Data: __/ __/__ (2) Unidade: (3) Preenchido por: (4) Nº.:
Preencher em Caso de Reclamação de Cliente
(5) Razão Social:
(6) Contrato:
(7) Telefone: (8) Cidade:
(9) Descrição da Anomalia ou Reclamação : (Identificação do Problema / Perdas)
(11) Observações: (Coleta de Fatos e Dados: Local, Horário, Tipo, Sintoma, Outros
Dados Internos e / ou Externos e Demais Circunstância da Anomalia ou Reclamação)
__ / __/__
Data da identificação e observação Assinatura responsável
(12) Análise: (Diagrama de Causa e Efeito: Aplicar "Método dos Porquês")
D
E
93
(Ações não Realizadas / Resultados da Ação / Efeitos Secundários / Padronização / Problemas Remanescentes)
(14)
O
B
S
E
R
V
A
Ç
Õ
E
S
(16) Data
(15) ___________________________ ___________________________
Vistos
Gerisval Pessoa
CONTROLE DE PROCESSO
AVANÇADO
PROCESSOS RESULTADOS
MATÉRIAS EQUIPA-
PRIMAS INFORMAÇÕES
MENTOS
450
_ LC=406,79
X 400
LIC=362,84
100 LSC=75,55
50
R LC=23,13
CONDIÇÕES PESSOAS PROCEDI-
AMBIENTAIS MENTOS
0
1 2 3 4 5 6 7 8 9 10 11 12 dia
Cumprimento dos procedimentos
operacionais pelos Executantes
MANTÉM SIM OK
?
DIAGNÓSTICO/ RELATO DE ANOMALIAS NÃO
TREINAMENTO (Executante)
(Gerente Imediato) - 5 SENTIDOS -
REMOÇÃO DO SINTOMA
(Executante/Gerente Imediato)
RELATÓRIO DE ANOMALIAS
(Gerente Imediato)
CONTRAMEDIDAS
ADICIONAIS REVISÃO DIÁRIA
(Gerente) (Gerente)
REVISÃO PERIÓDICA
(Análise de Pareto)
Identificação de Anomalias
Crônicas - (Gerente)
TRATAMENTO DOS
CONTRAMEDIDAS
PROBLEMAS RELEVANTES
SOBRE AS
(Gerente) Método de
CAUSAS A P
Solução de Problemas
FUNDAMENTAIS CD
("QC Story")
RELATÓRIO PERIÓDICO
DA "SITUAÇÃO ATUAL"
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Gerisval Pessoa
COLETA
Várias Estatísticas e
Ferramentas da PROCESSAMENTO Ferramentas da
Administração e Estatística
do Planejamento
DISPOSIÇÃO
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Gerisval Pessoa
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Gerisval Pessoa
20
50
150
350
80
50
700
700 __ 100,0 __
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Gerisval Pessoa
GRÁFICO DE PARETO
Nº %
700 100
92,9
90
600 82,9
80
500 71,4
60
400
350
50
300 40
200
150
20
100 80
50 50
20
0 0
ria
da
da
ra
a
a
ix
s
d
vi
ou
sa
ro
ra
Ca
de
tra
es
ut
Er
In
O
rT
de
A
F
b.
N
F
to
c.
Co
N
Re
Se
b.
o
Pr
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Gerisval Pessoa
100 100
Percentagem Acumulada
240 240
Número de Acidentes
210 80 210 80
180 180
150 60 150 60
120 120
40 40
90 90
60 60
20 20
30 30
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ANÁLISE DE PARETO
DESDOBRAMENTO
100
Percentagem Acumulada
Número de Acidentes
80
60
40
20
100
Percentagem Acumulada
100
Número de Acidentes
80
80
60
60
40
40
20
20
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Gerisval Pessoa
Melhor
200
No. de Defeitos
No. de Defeitos
na Carroceria
1000 150
na Pintura
No. de Defeitos em
800 760
Problema
100 80
Automóveis
500 * Meta 40 20 20
10
(500)
Outros
Arranhão
Bolha
Mancha
Pintura
Pára-brisa
Estofamento
Outros
0
93 94
420
No. de Defeitos no
Ar Condicionado
em Automóveis
No. de Defeitos
nos Acessórios
No. de Defeitos
50 50
30 20
20 20
10 10 10
Sistema
Elétrico
Transmissão
Carroceria
Acessórios
Motor
Funciona
Quente
Outros
Não
Muito
Muito Frio
Outros
cionado
Para-Brisa
Limpador
Rádio
Ar Condi-
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PROBLEMA
É O RESULTADO
INDESEJÁVEL DE
UM PROCESSO
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Gerisval Pessoa
A meta deve ser clara, concisa, estar definida no tempo, ser mensurável e
preferencialmente numérica.
Vital = 5
Muito importante = 3
Importante = 1
Gerisval Pessoa
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*49 Método Cada grupo deverá escolher uma meta cujo processo
seja de conhecimento geral. Por exemplo: Reduzir o
consumo de energia elétrica de sua residência em 30%
dentro de 12 meses.
Conduza a reunião como indicado no roteiro da folha 100
e estabeleça o plano de ação como mostrado no exemplo.
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Gerisval Pessoa
PLANO DE AÇÃO
Meta =
Contramedidas Responsável Prazo Local Por que Como
(What) (Who) (When) (Where) (Why) (How)
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FLUXOGRAMA PARA O
GERENCIAMENTO DA ROTINA DIÁRIA
Clientes
Relato de Ações
anomalia corretivas
Emergenciais Revisar ou elaborar Cumprir os padrões
Saídas Verbal
Escrito Programadas novos padrões
(resultados)
E
N
N
T
Determinação dos Conhecimento da
R De acordo Manter o nível
itens de controle situação real com o nível?
A (coleta de dados) S
e de verificação
D
A
S
Fatores Registro de
(causas) informações Nível de controle
Gráficos Gráfico seqüencial
Listas de verificação Carta de controle
Dados numéricos Melhorar o nível
Estudo do processo PDCA
Diagrama de causa e
efeito
Macrofluxograma
Fluxograma
Tarefa crítica
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REFERÊNCIAS
BOHMERWALD, P. Gerenciando o sistema de sugestões. 2a ed. Belo Horizonte,
FCO/EEUFMG, 1996, 103p.
__ . TQC: Controle da Qualidade Total (no estilo japonês). Belo Horizonte: EDG -
1999.
__. Gerenciamento pelas diretrizes (hoshin kanri). 3a ed.: Belo Horizonte, EDG,
2002.
CHENG, L., et. al. QFD: Planejamento da função qualidade. Belo Horizonte,
FCO/EEUFMG, 1995, 262p.
JURAN, J. M. A qualidade desde o projeto. 2a ed. São Paulo, Pioneira, 1992, 551p.
Gerisval Pessoa
LEIPZIGER, Deborah. SA 8000 – O guia definitivo para norma social. Rio de Janeiro,
Qualitymark, 2003.
MASLOW, A. H. Motivation and Personality. 2a ed.; Harper & Row Publishers, New
York, 1970, 369p.
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