Due to the competitiveness of companies to increase market share, they have been more and more interested in topics related to cost reduction, process efficiency, new customers and continuous improvement. Considering this scenario, this study conducted analyses and implemented improvements using the Lean Six Sigma (LSS) methodology in a grain receipt process of a Brazilian agroindustrial cooperative to increase its profitability and consolidate a culture of continuous improvement in the cooperative. With the DMAIC steps, the Project Charter was used to describe the opportunities, to define the team and the macro schedule of the project; then SIPOC was used to understand the process, its inputs and outputs; the Requirements Tree was used to listen to the voice of the customer/business; Y Stratification was used to divide the work fronts; Process Mapping was used to identify the activities that do not add values; Cause and Effect Diagram and Matrix were used to identify and prioritize root causes; FMEA to analyze the risks and failure modes; and 5 Whys to generate an action plan, improvements were implemented in the bulk terminal that reduced the truck waiting time by 40 min for grain unloading; the quantity of truck inside the bulk terminal were also controlled with the upper limit of 60 trucks and the lower limit of 40 vehicles, so that the grain receipt process could improve its efficiency.

A elevada competitividade nas organizações faz com que seja necessário um maior controle e acompanhamento dos processos produtivos buscando a melhoria contínua dos seus resultados. A partir disto, este artigo apresenta um estudo que objetivou a implementação do gerenciamento da rotina do trabalho do dia-a-dia, isto é, o acompanhamento e análise dos resultados de forma sistemática. Com a utilização da metodologia PDCA é possível aumentar a produtividade de uma organização, sendo assim, com vistas ao atendimento do objetivo proposto analisou-se uma empresa produtora de ração para aves de maneira quali-quantitativa, onde foram quantificados os problemas utilizando ferramentas da qualidade, para posteriormente elaborar um plano de melhoria na área de estocagem (aquisição de silos de expedição), área de produção (compra de máquina peletizadora) e padronização (elaboração de padrões e checklists) de maneira a alcançar a meta de produção de 76,81 ton/h. Uma das principais dificuldades encontradas refere-se a padronização das ações visto que a cultura da empresa não tinha como atividade rotineira a padronização e proliferação de ações de melhoria.

In this work, we present a model to support multi-criteria decision-making in the selection of components for the initial proposals of a product or portfolio of products during the Fuzzy Front-End (FFE) phase of the Product Development Process (PD) to reduce risk and uncertainty and increase agility. The model is made of eight stages in which triangular-based fuzzy is employed to weigh customer requirements, and a direct numerical scale is used to weigh technical requirements. The main differences of this model are the identification and weighting of requirements based on different customer profiles and the identification of global customer requirements that have a direct or indirect relationship with all or most technical requirements. We applied the model in the development of an electronic starting block for running athletes with sensors that collected data to assist in training and performance improvement and were able to reduce the number of combinations of components in the FFE stage, and consequently, the development time, with the prioritization of roughly 30% of the components (10 parts of a total of 33). We highlight that there is still a need for further studies investigating the relationship of customer profiles and the impact on PDP and other ways to analyze how customer requirements impact technical requirements.

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