TY  - CONF
TI  - Redesigning Administrative Procedures Using Value Stream Mapping a Case Study
C1  - Fortaleza, Brazil
C3  - 21th Annual Conference of the International Group for Lean Construction
SP  - 1049
EP  - 1056
PY  - 2013
AU  - Costa, Humberto M.
AU  - Silva, Marcelo Victor V.
AU  - Mourão, Alexandre
AU  - Valente, Caroline P.
AU  - Laércio, Francisco
AD  - Administrator, Administrative & Financial Coordinator, Construtora C. Rolim Engenharia, Fortaleza-CE, Brazil, humberto@crolim.com.br
AD  - Information Technology, Coordinator Information Technology, Construtora C. Rolim Engenharia, Fortaleza-CE, Brazil, marcelovictor@crolim.com.br
AD  - Civil Engineer, Technical Director, Construtora C. Rolim Engenharia, Fortaleza-CE, Brazil,  alexandre@crolim.com.br
AD  - Civil Engineer, Lean & Green Coordinator, Construtora C. Rolim Engenharia, Fortaleza-CE, Brazil,  caroline@crolim.com.br
AD  - Accountant, Administrative & Financial Manager, Construtora C. Rolim Engenharia, Fortaleza-CE,  Brazil, laercio@crolim.com.br
ED  - Formoso, Carlos Torres
ED  - Tzortzopoulos, Patricia 
AB  - The lean philosophy aims to minimize waste, especially in the production process, reducing activities that do not add value to the final product, increasing quality, reducing time and costs. This philosophy has been applied outside the construction site, such as administrative sectors of companies, known as Lean Office. This philosophy tries to adapt to offices the Lean Production principles: reduce waste in activities that do not add value from a customer point of view. This paper presents an application of the lean concepts to offices in the buying and suppliers’ payment processes, which involves both the construction site and financial department of a construction company in the city of Fortaleza (Brazil). The choice of studying the flow of payments process was due to the identification of flaws such as: lack of standardization, failure to meet deadlines and excessive rework, which resulted in waste of resources. The method includes: literature review on the lean office concepts, mapping activities of the process chosen to be studied, interviews with employees involved in the process, defining individual activities and designing the current value stream. From that, a future value stream map was suggested and applied, which resulted in elimination of waste, improving quality and meeting deadlines, generating a 25% reduction on process cycle time. The Lean Office implementation has improved productivity considerably, added value to tasks and eliminated waste.
KW  - Lean office
KW  - value stream map
KW  - waste
KW  - lean construction.
PB  - 
T2  - 21th Annual Conference of the International Group for Lean Construction
DA  - 2013/07/31
CY  - Fortaleza, Brazil
L1  - http://iglc.net/Papers/Details/887/pdf
L2  - http://iglc.net/Papers/Details/887
N1  - Export Date: 20 April 2024
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -