222 publications from this institution
While the literature provides some reflection on the relation between Project Management and New Product Development (NPD), there are still doubts on how these practices can be integrated. This study made a contribution on how a metalworking company should integrate Project Management with their established NPD process. Additionally, a proposal about how the company should integrate the Subproject with the Global Project is made. Two main concerns guided the development of this work: the integrated project management process should be useful and easy to use. Therefore, only six main project management practices are proposed: project charter, initial project plan, progress reports, updated plan, open point list and lessons learned.
This article presents the implementation of lean principles using action research, in a health-care environment, focused on the operating room. Lean production has been successively adopted in the services sector because its implementation improves process efficiency and resources management. Additionally, a culture of continuous improvement search is created in the organization, a culture focused on the client (patient) that creates value for the client. This implies a change of the paradigm that prevails in some countries where the doctor is viewed as the ‘client’. The action research described in this article promoted lean principles in an operating room and support warehouses. The results were as follows: stocks management improved, warehouse spaces reduced by 20 to 25 per cent, operating room areas were better organized, equipment and obsolete surgical material were eliminated, equipment management was improved and operating times were reduced. Furthermore, it was necessary to create productivity indicators for the operating room to improve visual management and train staff for adopting a lean behaviour and attitude. This action research describes a trend in health care that implies an organizational change of culture and paradigm.
