2. • Diagnóstico (revisão e estudos de caso)
• Plano (conceitos e estudos de caso)
• Gestão da Mudança (conceitos e estudos de caso)
• TCC
• Projetos práticos (diagnóstico + plano)
Agenda
7. Falconi*
* O Verdadeiro Poder
1. Problema: resultado indesejado
2. Metas:
• Definidas a partir das Lacunas
• Priorizadas
• Desdobradas (a partir das metas estratégicas)
3. Alvo: delimitar do que deve ser analisado
8. 4. Análise Funcional:
• Identificação do problema (GAP) e sua meta
• Verificação da variabilidade dos indicadores
• Comparação de indicadores
• Conhecimento histórico
• Verificação da relação custo/benefício
5. Análise do Fenômeno:
• Objetivo: “Conhecer melhor as características do alvo relacionadas ao
problema (...) e dividi-lo em sistemas menores”
• “Qual a estrutura formadora do problema”
• “Como se organizam os fluxos do processo (macro)”
6. Método Gerencial: CICLO PDCA
Falconi*
* O Verdadeiro Poder
9. *Adapted from Gattorna, J., Living Supply Chains, Great Britain: Pearson Education Limited, 2006, pg.16
Gattorna*
1. Conhecer os clientes
2. Definir a proposta de
valor (“the needs the
organization has set
out to satisfy”)
14. Value Management Process
Diagnostico Plano
Execução e
Controle
Fechamento
• Identificar o objetivo do projeto: quais os resultados de negócio
que se quer atingir.
• Definir os indicadores para medição dos resultados.
• Identificar os fatores críticos de sucesso ou causas raiz a serem
trabalhadas.
Objetivos
15. Value Management Process
1.2 Definir
Objetivos
1.3 Definir
Indicadores
1.4 Definir e Validar
Hipóteses (CR/FCS)
Início
2. Plano
• Indicators reports / dashboards
• Benchmarks
• Market data
• Existing process flows
• Organizational structure
Diagnosis Document
1. Diagnosis
1.1 Executar
Diagnóstico
16. • Identificar as similaridades e diferenças entre os conceitos
discutidos na metodologia A3-Lean, no método do livro “O
Verdadeiro Poder” e na proposta de alinhamento da Cadeia
de Valor de Gattorna.
• Executar o diagnóstico para o estudo de caso “Seguradora”
Exercício
20. Lean – A3
1. Nemawashi
2. Solução é diferente de Plano
3. Executar o CICLO PDCA
21. 1. Processo de Planejamento
• Dos fins para os meios
• Priorização (princípio de Pareto)
• Processo Interativo
2. Importância da Execução
3. Importância do Check
Falconi*
* O Verdadeiro Poder
22. *Adapted from Gattorna, J., Living Supply Chains, Great Britain: Pearson Education Limited, 2006, pg.16
Gattorna*
1. Conhecer os clientes
2. Definir a proposta de valor (“the needs the
organization has set out to satisfy”)
3. Alinhar o desenho organizacional (Cultura e
Liderança)
4. Identificar os GAP´s
5. Priorizar
6. Definir ações
23. It’s all about culture Getting the subculture right
1. Organizational design
2. Processes
3. Systems/information technology
4. Key Performance Indicators (KPIs)
5. Incentives
6. Job design
7. Internal communications
8. Training and development
9. Recruitment
10. Leadership style
*Adapted from Gattorna, J., Living Supply Chains, Great Britain:
Pearson Education Limited, 2006,
Gattorna*
24. Value Management Process
Diagnostico Plano
Execução e
Controle
Fechamento
• Definir a estratégia do projeto para que ele entregue os
benefícios de negócio definidos
• Priorizar as atividades segundo o retorno (80:20)
• Garantir que os FCS´s ou Causas Raiz foram
considerados / trabalhados
• Definir uma forma de medição e gestão dos resultados.
Objetivos
25. 2.2 Priorizar
Ações
2.3 Definir
Plano
2.1 Definir
Ações
Inicio
2.4 Definir
Gestão
Fim
Value Management Process
Plano
Information / Data
Concept
Indicator
Document
•Diagnosis Report
•Indicator Sheet
•Action List
•Action List prioritized
•Project Plan
•Communication
Plan
•Indicator Sheet
updated
26. • Identificar as similaridades e diferenças entre os conceitos
discutidos na metodologia A3-Lean, no método do livro “O
Verdadeiro Poder” e na proposta de alinhamento da Cadeia
de Valor de Gattorna.
• Executar o plano para o estudo de caso “Seguradora”
Exercício
28. EIGHT STEPS TO TRANSFORMING YOUR ORGANIZATION
1. Establishing a Sense of Urgency
• Examining market and competitive realities
• Identifying and discussing crises, potential crises, or major opportunities
2. Forming a Powerful Guiding Coalition
• Assembling a group with enough power to lead the change effort
• Encouraging the group to work together as a team
3. Creating a Vision
• Creating a vision to help direct the change effort
• Developing strategies for achieving that vision
4. Communicating the Vision
• Using every vehicle possible to communicate the new vision and strategies
• Teaching new behaviors by the example of the guiding coalition
*John P. Kotter – Vários livros
John P. Kotter*
29. 5. Empowering Others to Act on the Vision
• Getting rid of obstacles to change
• Changing systems or structures that seriously undermine the vision
• Encouraging risk taking and nontraditional ideas, activities, and actions
6. Planning for and Creating Short-Term Wins
• Planning for visible performance improvements
• Creating those improvements
• Recognizing and rewarding employees involved in the improvements
7. Consolidating Improvements and Producing Still More Change
• Using increased credibility to change systems, structures, and policies that
don’t fit the vision
• Hiring, promoting, and developing employees who can implement the vision
• Reinvigorating the process with new projects, themes, and change agents
8. Institutionalizing New Approaches
• Articulating the connections between the new behaviors and corporate success
• Developing the means to ensure leadership development and succession
*John P. Kotter – Vários livros
John P. Kotter*
30. 1. Pressure for Change
• Deve ser articulada e comunicada
2. Create Energy – Visão Compartilhada
• Visão do cenário futuro
• Selecionar e trabalhar lideranças em todos os níveis
3. Focus Energy – Desenvolver as competências
• Alinhar o desenho organizacional (bulding blocks)
4. Promote Learning – Processo de aprendizado
• Coach, Mentoring, Outsourcing, Canais de Comunicação
5. Actionable First Steps
*Adapted from Gattorna, J., Living Supply Chains, Great Britain:
Pearson Education Limited, 2006,
Gattorna*
31. • Identificar as similaridades e diferenças entre os conceitos
discutidos na por Gattorna e Kotter.
Exercício
32.
33. P (Producer):
the force for action, results, speed and focus.
I (Integrator): the opposing force to P, and represents
cooperation, cohesion, participation and harmony.
A (Administrator):
the opposing force to D, and represents stability, control,
reliability, measurement, logic and efficiency.
D (Developer):
the force for creativity, change, innovation and flexibility.
Gattorna, 2006, p. 17
Gattorna*
35. Adapted from Gattorna, 2006, pg.261
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) It is very easy for new
competitors to establish
themselves in our market.
B) Our market is very attractive
even to those companies who
have no industry experience.
C) Our product/service is easy to
copy in terms of the benefits it
provides to customers.
D) Our industry is in a late stage
of development.
Market place - Competitive intensity
Gattorna*
36. Adapted from Gattorna, 2006, pg.261
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) The environment changes
quickly relative to other
industries.
B) Early signs of change in our
industry are difficult to identify
C) We can’t predict how change
will impact on our business.
D)The structure of our market
can easily be altered by our
buyers/suppliers
Market place - Uncertainty
Gattorna*
37. Adapted from Gattorna, 2006, pg.263
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) Important decisions are often
made on the basis of “gut-feel”.
B) When someone has a new
idea we take action before
everyone has agreed that it has
merit.
C) Our ability to identify and
respond to opportunities is
essential to the perceived quality
of our service
D) Innovation is more important
to the perceived quality of our
service than SLA.
Business Strategy – Risk and Reward
Gattorna*
38. Adapted from Gattorna, 2006, pg.263
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) We know more about our
business than our customers do.
B) R&D is a critical success factor
in our business.
C) Our competitive posture could
be described as leading the
market (Innovation focus).
D) Quality and responsiveness
are more important than
efficiency and low costs.
Business Strategy – Strategic posture
Gattorna*
39. Adapted from Gattorna, 2006, pg.265
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) Management spends most
time formulating plans and
initiating action
B) Organization effort is primarily
directed at growth and resource
acquisition.
C) Profit is more important than
people.
D) We are proud of what we have
achieved in the marketplace.
Organizational Culture – Focus
Gattorna*
40. Adapted from Gattorna, 2006, pg.265
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) Our structure and decision-
making process is de-centralized
B) Jobs are designed to match an
individual’s skills and capabilities.
C) The way to succeed in our
organization is to behave like an
entrepreneur
D) We all know what the
organization is aiming for and
how we can contribute.
Organizational Culture – Control
Gattorna*
41. Adapted from Gattorna, 2006, pg.267
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) We motivate our people by
providing them with challenging
but realistic performance targets.
B) Management should get close
to their subordinates – familiarity
breeds understanding, not
contempt.
C) People don’t need to feel that
they really belong to an
organization.
D) We actively encourage
innovation and our people
respond well to challenge.
Leadership Style – Orientation
Gattorna*
42. Adapted from Gattorna, 2006, pg.267
Questions
Strongly
Agree
(5)
Moderately
Agree
(4)
Neither
B
(3)
Moderately
Disagree
(2)
Strongly
Disagree
(1)
A) Communication is almost
entirely informal in our
organization.
B) We believe that generalist
skills are more efficient than
specialist skills.
C) We focus on developing
cohesive and effective work
teams.
D) We place a higher value on
creativity than on objectivity.
Leadership Style – Preference
Gattorna*
43. Fonte: GATTORNA, J. Dynamic supply chain alignment: a new business model for peak performance in enterprise supply
chains across all geographies. England: Gower Publishing Limited, 2009, pg. 48
Gattorna*
44. Fonte: GATTORNA, J. Dynamic supply chain alignment: a new business model for peak performance in enterprise supply
chains across all geographies. England: Gower Publishing Limited, 2009, pg. 49
Gattorna*
45. Fonte: GATTORNA, J. Dynamic supply chain alignment: a new business model for peak performance in enterprise supply
chains across all geographies. England: Gower Publishing Limited, 2009, pg. 50
Gattorna*
46. Fonte: GATTORNA, J. Dynamic supply chain alignment: a new business model for peak performance in enterprise supply
chains across all geographies. England: Gower Publishing Limited, 2009, pg. 51
Gattorna*
47. THE 10 PRINCIPLES OF CHANGE MANAGEMENT
“Top 10” list of guiding principles for change management.
1. Address the “human side” systematically.
2. Start at the top.
3. Involve every layer.
4. Make the formal case
5. Create ownership.
6. Communicate the message.
7. Assess the cultural landscape.
8. Address culture explicitly.
9. Prepare for the unexpected.
10. Speak to the individual.
JONES J, AGUIRRE D. , AND CALDERONE M.*
48. SCHARMER, C. O., Theory U: Leading from the Future as it Emerges. San Francisco:
Barret-Koehler Publishers, Inc, 2009
GATORNA, J., Living Supply Chains, Great Britain: Pearson Education Limited, , 2006
GATTORNA, J. and friends, Dynamic Supply Chain Alignment, England: Gower, 2009
JONES J, AGUIRRE D. , AND CALDERONE M., The 10 Principles of Change Management,
Strategy Business Issue 35
KOTTER, J. P., Leading Change: Why Transformation Efforts Fail, Harvard Business Review
• hbr.org • the tests of a leader • january 2007
BIBLIOGRAPHY
leopoldo.oliveira@fgv.br 51
