Análise de desperdícios a luz dos princípios da administração pública: um estudo em um processo de submissão de projetos acadêmicos de uma IFES

Ubarana, Rosaneide Maria Garcia da Silva; Oliveira, Thiago de; Gurgel, André Morais; Medeiros Júnior, Josué Vitor de

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ORIGINAL ARTICLE • Gest. Prod. 28 (3) • 2021 • https://doi.org/10.1590/1806-9649-2021v28e5314 copiar

Análise de desperdícios a luz dos princípios da administração pública: um estudo em um processo de submissão de projetos acadêmicos de uma IFES

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

A Nova Administração Pública (NAP), orientada pelos Princípios da Administração Pública (PAP), incorporou diversas abordagens para promover uma gestão mais eficaz. Entre elas está a perspectiva enxuta, com foco na eliminação de desperdícios e na melhoria dos processos organizacionais. Assim, o presente estudo tem como objetivo analisar a relação entre tipos de Desperdícios e PAPs. Para tanto, a investigação utiliza a triangulação de dados do grupo focal, oficina e observação participante como abordagens metodológicas, demonstrando que os desperdícios do processo podem comprometer os PAPs. No entanto, a adesão aos princípios pode beneficiar a execução do processo, reduzindo o retrabalho, por exemplo. Essa percepção contraria o senso comum, que pressupõe aumento da burocracia para tratar de questões jurídicas ou princípios constitucionais. Dessa forma, a análise de desperdícios enxutos segundo os PAPs pode se mostrar relevante e uma nova perspectiva de melhoria dos processos organizacionais na gestão pública.

Palavras-chave:
Princípios da Administração Pública; Desperdícios Lean; Processo; Relacionamento

Information Waste	Examples:	Causes
Waiting	People waiting for information	· Lack of access to information due to delay
Idle time		· Multiple approvals
		· Poor design or execution of information generating processes
Inventory	Outdated/obsolete information	· Lack of version control
Store of information that is not used		· Lack of an adequate system to update information (adding the new and excluding the old)
		· Inadequate archiving standards or practices
	“Just-in- case” information	· Extraction, processing and filing of all data generated by participants, with or without identifying the specific use
Excessive processing	Excessive/custom formatting	· Lack of standardization
Information processing beyond requirements	Numerous, fragmented reports	· Low output quality
	Numerous, fragmented reports	· Lack of understanding of user needs regarding output processes
Overproduction	Unnecessary details	· Tendency to over-design
More information than necessary	Unnecessary details	· More details than necessary
	“Pushing” and not “pulling” data and information	· Non-controlled process
Transportation	Information handled by several people before reaching the user	· Lack of direct access due to IT system limits, organizational inefficiency, knowledge hoarding, security issues
Unnecessary movement of information between people	Data reformatting or reentry	· Incompatible information types (drawings vs. digital descriptions)
		· Incompatible software systems or tools
		· Lack of availability, knowledge or training in conversion and linking systems
Unnecessary motion	Walking to obtained information or printed material	· Lack of distributed, direct access
Unnecessary human movement	Walking to obtained information or printed material	· Lack of online access
	Excessive digitizing, mouse operations	· Lack of training
		· Poorly designed user interfaces
		· Incompatible software suites
	Poor physical organization or arrangement	· Team members not co-located
	Poor physical organization or arrangement	· Organizational structure inhibits correct team formation
Defects	Errors in data reporting	· Human error
Erroneous data and information	Errors in data reporting	· Poorly designed input templates
	Errors in information provided to customers	· Lack of a disciplined reviews, tests, verification

Waste (McManus, 2005McManus, H. L. (2005). Product development value stream mapping (PDVSM) Manual. The Lean Aerospace Initiative. Cambridge: Massachusetts Institute of Technology.)	Amount
Waiting	16
Idle time due to unavailable information	16
Defects	9
Erroneous data, information or reports	9
Unnecessary motion	6
Unnecessary human movement (physical or user movement between tools or system)	6
Transportation	2
Unnecessary movement of information between people, organization or systems	2
Excessive processing	1
Information processing beyond requirements	1
Inventory	1
Information that is unused or ”work in progress”	1
Overproduction	1
Producing and distributing more information than necessary	1
AMOUNT OF WASTE IDENTIFIED	36

Types of Waste	Number	Related Principles
Waiting	16	· Principle of Legality
		· Principle of Impersonality
		· Principle of Publicity
		· Principle of Efficiency
Defects	9	· Principle of Legality
		· Principle of Morality
		· Principle of Efficiency
Unnecessary Motion	6	· Principle of Impersonality
Unnecessary Motion	6	· Principle of Efficiency
Transport	2	· Principle of Legality
Transport	2	· Principle of Efficiency
Excessive Processing	1	· Principle of Legality
Inventory	1	· Principle of Efficiency
Overproduction	1	· Principle of Legality
Overproduction	1	· Principle of Efficiency
Number of Wastes identified	36

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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[1] SOURCE: McManus (2005)McManus, H. L. (2005). Product development value stream mapping (PDVSM) Manual. The Lean Aerospace Initiative. Cambridge: Massachusetts Institute of Technology..