A aplicação da gestão diária com princípios lean: um estudo sobre a melhoria da eficiência operacional em empresas de serviços

Abstract

Lean manufacturing is a philosophy focused on the elimination of waste and the reduction of activities that do not add value to the final product. It originated from the Toyota Production System, based on principles such as continuous improvement (Kaizen) and employee involvement. Daily management is a structured practice aimed at the constant monitoring of performance indicators and agile problem-solving through standardized routines that facilitate information flow and decision-making. This enables the company to quickly identify deviations and promptly correct failures. Daily management based on Lean principles fosters the creation of a culture of operational discipline, focused on results and waste reduction. Contextualizing the service sector, where processes heavily depend on human interaction and consequently present high variability, daily management emerges as an essential tool to ensure operational efficiency and quality. Service companies face situations that demand flexibility and agility in problem resolution, and in this context, this management model grounded in Lean principles becomes indispensable for continuous improvement across departments. Through it, the monitoring of indicators is conducted; factors such as customer response time, service quality, and deadline compliance are examples of aspects to be controlled and improved within these companies. The Lean practice enables the reduction of waiting times, rework, and communication failures, generating much greater added value in the final product. This study addressed daily management based on Lean principles in service companies, providing a critical analysis of implementation, achieved results, and challenges faced. The case studies analyzed include a carpentry workshop, an information technology company, and a pizzeria. They demonstrated improvements in productivity, reduction of delays, better process organization, and increased team engagement with performance indicators and routine standardization, all resulting from Lean application in their production routines. Quantitative data from the case studies reveal that in the carpentry workshop, the production area was reduced by 40% (from 1,000 m² to 600 m²), the direct manufacturing team decreased by 40% (from 15 to 9 people), 57 delayed projects were eliminated (100% elimination), and productivity increased by approximately 47.6% (from 2.1 to 3.1 projects per hour). Financially, an estimated annual saving of R$102,000 was achieved in payroll costs, alongside a projected increase of R$288,000 per year due to productivity growth. In the IT company, there was a 44% reduction in waiting time for call handling and a 70% reduction in the backlog of pending requests. In the pizzeria, operator movements were reduced by 56% (from 10 movements in 355 seconds to 3 movements in 243 seconds), work-in-progress (WIP) stations were reduced from 3 to 1, with a 62.5% decrease in accumulated dough in WIP (from 32 to a maximum of 12), and average assembly time was reduced by 30% (from 10 to 7 minutes).