O uso do lean service apoiado por método multicritério de tomada de decisão na gestão de processos em uma secretaria acadêmica

Abstract

Universities are complex organizations where actions do not occur in isolation and most relationships are interdependent and require well-developed management practices. Such complexity is due to the diversity of functions to be served, being teaching, research and extension, supported by the middle activities, which are performed to maintain the university's operation. Among administrative activities, in a university, one of the sectors that directly engages with people is the academic secretariat that maintains direct contact with the public. Most of its activities depend directly or indirectly on other sectors and this reliance on information means that not everything that is produced in the industry is completed in the best possible time frame. Excessive tasks in the execution of activities or delay in receiving by other sectors can be reduced through the use of Lean practices, as they provide the elimination of losses and the alignment of the activities developed by different individuals. In situations where it is necessary to prioritize and choose among different decision alternatives, the use of facilitating methods in decision-making, such as the Analytic Hierarchy Process, whose main purpose is to help and simplify complex decision-making is highlighted. The objective of this work was the application of the Lean Service supported by a multicriteria method of decision making, in the process management, in an academic secretariat. In order for the proposed goal to be achieved, an action research was applied to an academic university secretariat in which the Analytic Hierarchy Process was used to identify alternatives for improvement to local processes and to determine the percentage importance of each process involved in the system. With the application of the method was constructed the current mathematical model of site management, presenting the representativeness of each process in the system. The process selected for the Lean application was the face-to-face tuition adjustment. The process was detailed, observed and mapped for the identification of points of loss. During the diagnosis of the current situation it was possible to identify waiting points in the process that did not add value to the student. As a solution to the losses verified, actions were proposed for improvements such as reduction in the intervals between oral calls, which would decrease the students' waiting and the idleness of the servers. Another suggestion, aimed at reducing the movement, was the transfer of the storage of the results of the prerequisite breaks requests to the course coordinators. These actions are expected to improve the value-added time perceived by the student, during the process, and the consequent improvement of the service provided.