Teoria das restrições e sistema Toyota de produção: análise do uso sinérgico em uma indústria metalúrgica.

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.