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Teoria das Restrições: uma metodologia de Melhoria Contínua como base para o desenvolvimento, desdobramento e implementação da Estratégia
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Estratégia, planeamento estratégico e desdobramento da estratégia são palavras com que os gestores lidam todos os dias.
Apesar do conhecimento e importância destes conceitos são muitas as organizações que sentem dificuldade na sua correta aplicação de forma simples e ágil de modo que possam acrescentar valor e alavancar o crescimento.
Estratégias bem desenvolvidas, corretamente desdobradas e melhor implementadas podem ser o fator diferenciador, que permita vencer em mercados cada vez mais inovadores, mais competitivos e mais exigentes.
Este trabalho de investigação propõe o modelo BHTLS para planeamento, desdobramento e implementação da estratégia.
O BHTLS integra metodologias de planeamento estratégico (Balanced Scorecard, Hoshin Kanri) usadas complementarmente a primeira para desenvolvimento, sistematização e monitorização da estratégia no longo prazo (3 a 5 anos) e a segunda para o seu desdobramento pelas equipas no curto prazo, focando-se anualmente nos objetivos vitais, seus planos de ação e metas a alcançar. O modelo integra também metodologias de melhoria contínua (Teoria das Restrições, Lean e Seis-Sigma) com o objetivo de ajudar a organização a concretizar e incorporar nas atividades do dia-a-dia as ações necessárias para a concretização, implementação e normalização de ações decorrentes da estratégia.
Ao longo de 3 ciclos de pesquisa - ação, metodologia de investigação utilizada no trabalho, o modelo evoluiu de um modelo TLS de melhoria contínua, para o modelo final - BHTLS que integra o planeamento estratégico com a melhoria contínua.
O modelo BHTLS desenvolvido e implementado permitiu fazer o planeamento estratégico da organização, identificar os seus objetivos vitais, desenhar os planos de ação necessários para a sua concretização e implementá-los com a ajuda da metodologia de melhoria contínua TLS.
Strategy, strategic planning, and strategy deployment are wording that manager`s deal with every day. Despite the knowledge and importance of these concepts, many organizations find it dif-ficult to apply them in a simple and agile manner to add value and leverage growth. Strategies well delineated and best implemented can be the differentiation factor needed to win in the increasingly innovative, more competitive, and more demanding markets. This research paper proposes the BHTLS model for strategy planning, deployment, and implementation. The BHTLS integrates strategic planning methodologies (Balanced Score-card, Hoshin Kanri) used complementarily to the first one for the development, systemati-zation and monitoring of the strategy in the long term (3 to 5 years) and the second one for its deployment by teams in the short term, focusing annually on vital objectives, their action plans, and targets to be achieved. The model also integrates continuous improve-ment methodologies (Theory of Constraints, Lean and Six-Sigma) with the objective of helping the organization to concretize and incorporate into day-to-day activities the ac-tions necessary for the achievement, implementation and normalization of actions arising from the strategy. Throughout 3 cycles of action-research, the research methodology used in this work, the model has evolved from a TLS model of continuous improvement to the final model - BHTLS that integrates strategic planning with continuous improvement. The BHTLS model developed and implemented made it possible to do the strategic planning of the organization, identify its vital objectives, design the action plans needed to achieve them and implement it’s with the help of the TLS continuous improvement methodology.
Strategy, strategic planning, and strategy deployment are wording that manager`s deal with every day. Despite the knowledge and importance of these concepts, many organizations find it dif-ficult to apply them in a simple and agile manner to add value and leverage growth. Strategies well delineated and best implemented can be the differentiation factor needed to win in the increasingly innovative, more competitive, and more demanding markets. This research paper proposes the BHTLS model for strategy planning, deployment, and implementation. The BHTLS integrates strategic planning methodologies (Balanced Score-card, Hoshin Kanri) used complementarily to the first one for the development, systemati-zation and monitoring of the strategy in the long term (3 to 5 years) and the second one for its deployment by teams in the short term, focusing annually on vital objectives, their action plans, and targets to be achieved. The model also integrates continuous improve-ment methodologies (Theory of Constraints, Lean and Six-Sigma) with the objective of helping the organization to concretize and incorporate into day-to-day activities the ac-tions necessary for the achievement, implementation and normalization of actions arising from the strategy. Throughout 3 cycles of action-research, the research methodology used in this work, the model has evolved from a TLS model of continuous improvement to the final model - BHTLS that integrates strategic planning with continuous improvement. The BHTLS model developed and implemented made it possible to do the strategic planning of the organization, identify its vital objectives, design the action plans needed to achieve them and implement it’s with the help of the TLS continuous improvement methodology.
Descrição
Palavras-chave
Planeamento estratégico Melhoria contínua Balanced Scorecard Hoshin Kanri Teoria das Restrições Lean