| dc.description.abstract | In an increasingly competitive market environment, the way for a company
to stand out from its competitors is by optimizing its resources or, in more
simplified ways, doing more with less. The Theory of Constraints and the Toyota
Production System bring to this context tools and management philosophies that
corroborate to leverage the results of companies and, their joint application is an
alternative to stand out in the market. In view of this, this work reports, through a
case study, the benefits and difficulties encountered by a metallurgical company
in the automotive industry during the implantation and in subsequent periods.
With the theoretical framework, knowledge of some proposals for synergistic use
was obtained and, based on content analysis, the literature was compared with
the material obtained through interviews, documentary research and direct
observation in the company under study. From the analysis of the collected
material it was possible to verify that the synergistic application of the Theory of
Restrictions with the Toyota production system obtained satisfactory results in
the company under study, bringing a progression in its main indicators, including
the delivery indicator which was one of the main problems before the
implementation of the combined management system and, currently, it is a
differentiating factor in relation to its competitors. Another point observed in this
research is the need for the engagement of all levels of leadership, which is
fundamental for the implementation and continuity of the management system
using the synergy of the Theory of Restrictions and the Toyota Production
system, guaranteeing one of the points in common in the two systems.
management, which is continuous improvement. | |
