José Antônio Valle Antunes Júnior

A experiência da rede PETRO-RS: uma estratégia para o desenvolvimento das capacidades dinâmicas

Based upon a pioneer experience in Brazil of a suppliers network from the oil and gas industry supply chain located in Rio Grande do Sul - Rede PETRO-RS, it is argued that the building of a business network to break into new markets and carry out technological development contribute to the organization resources and to the development of dynamic capabilities. Thus, the article poses that the formation of a network stimulating cooperation among the different actors involved in the technological innovation to best use internal and external resources outlines a strategy for the development of dynamic capabilities. Resulting from a initiative from the State Government from Rio Grande do Sul, Rede PETRO-RS gathers more than 100 companies, besides other actors suchas universities, research centers, suppliers, customers (especially the case of PETROBRAS) and Government bodies. Due to the wide range of actors and their strong link to technological innovation in the oil and gas supply chain, Rede PETRO-RS is seen as an example of the formation of a collective or interorganizational strategy.

Redes de inovação: construção e gestão da cooperação pró-inovação

Neste artigo, apresenta-se o esquema conceitual de uma rede de inovacao de multiplos atores regionais formalizada em uma organizacao associativa com criterios de pertencimento definidos. Diferentemente da maioria das redes de inovacao presentes na literatura, o esquema conceitual apresentado e de uma rede de inovacao com uma estrutura horizontal, induzida pelo Governo, possuindo uma coordenacao centralizada e orientada pelas firmas. A titulo de ilustracao do esquema proposto para caracterizar uma Rede de Inovacao Horizontal Induzida (RIHI), e apresentado o caso de uma rede de fornecedores da industria do petroleo e gas no Sul do Brasil, a Rede Petro-RS. As contribuicoes do artigo visam mostrar a importância de uma estrutura de coordenacao especifica para gestao e incentivo das relacoes de cooperacao dentro de uma rede de inovacao e do papel do governo na inducao da formacao de redes de inovacao, nao apenas por meio de incentivos, mas tambem na atuacao direta no processo de coordenacao das atividades da rede. Duas questoes-chave para o sucesso desse tipo de arranjo interorganizacional sao: a construcao de legitimidade da estrutura de coordenacao e a institucionalizacao de rotinas de cooperacao.

Dynamizing Innovation Systems through Induced Innovation Networks: A Conceptual Framework and the Case of the Oil Industry in Brazil

Based on the evolution of National, Regional, Sectoral and Technological Innovation Systems concepts, a conceptual framework is proposed to explain the configuration and coordination of innovation networks through an induction process. The networks may better cope with the growing complexity in innovation processes by promoting a more finetuning articulation between the innovation systems’ elements. The Induced Innovation Network suggested by the article is particularly relevant in less matured Innovation Systems. The framework proposed is illustrated with the case of the PETRO-RS Network, a multi-sectoral innovation network located in the South of Brazil.

Strategic positioning matrix of materials: conceptualization, method and case study

Materials management represents an important issue in a companys management since it can impact business global results. This paper presents the primary concepts which support and implement the strategic material positioning matrix. Additionally, a case in an automobile dealership is presented focusing on the necessary procedures to implement the matrix, as well as the necessity to effectively manage materials. Finally, the paper emphasizes the importance of material continuous management, involving the management segmentation at different quadrants of the Matrix and supported by a mechanism of performance measurement adopted by the company.

Estratégia de produção em empresas com linhas de produtos diferenciadas: um estudo de caso em uma empresa rodoferroviária

The Brazilian market is intensely competitive in certain industrial segments but its scale of global production is small compared with that of the USA, Europe and Japan. Though leaders in their respective markets, several companies, including the manufacturers of road and railway equipment for freight transportation, must develop business and production strategies that can compete effectively in an environment characterized by: 1) the manufacture of a wide range of products aimed at ensuring large total production volumes; 2) competition in distinct markets from the standpoint of manufactured product lines; and 3) in many cases, competition from smaller competitors focusing on specific product lines. This paper reports on a study and analysis of issues relating to the production strategy of companies with diversified product lines. The theoretical reference presents concepts of production strategy, based on the method proposed by Hayes et al. (2005), to analyze the corporate production strategy. To enrich the concepts of Hayes et al. (2005), we consider not only the notion of Operation Value Networks (OVNs) instead of the classical decision categories but also the concept of core competencies. The notion of OVNs provides a systemic view of value flow that makes it easy to understand the company and the business unit and contributes to the formulation of the company production strategy. The concept of core competencies, in turn, favors the identification of the companys core points that provide greater added value for customers. Pursuant to the construction of the theoretical reference, a critical discussion is presented of the Randon case, followed by a critical analysis of our case study, discussing the core competencies of Randon Implementos and establishing the main leverages and points of improvement for selected product lines based on the analysis of the respective OVNs. This dissertation also highlights the need for in-depth analyses of issues relating to the production strategies of manufacturers of diversified product lines. With regard to strategic decisions, the company must be considered as a whole, while diversified product lines should be considered separately. Based on evidence that diversified lines compete with differentiated market aspects and characteristics, it is reasonable to assume that a single production strategy cannot be adopted homogeneously for all product lines. Therefore, an overall analysis is required that is systemic, complementary and unified, interrelating generic aspects of OVNs with the companys core competencies as a whole, and with specific aspects of the OVN and the competencies of specific product lines.

Balanceamento de fluxo ou balanceamento de capacidade? análises e proposições sistêmicas

Manufacturing performance improvement can be achieved in several different ways. On the one hand, the search for high efficiency and maximized utilization in all system resources through balancing the capacity of productive resources, for example, is still a common practice in manufacturing companies. On the other hand, there are companies that adopt flow balancing practices in their production system, which promote high efficiency and utilization only in the restrictive resources of the system, the bottlenecks. Given these possibilities, the main objective of this paper is to evaluate the manufacturing implications and differences between flow balancing and capacity balancing. An analysis identifying the variables that are critical to this managerial decision making process was carried out. A literature review on this topic was conducted, and subsequently, the analysis was performed based on the System Thinking approach. This approach, among other things, allows the identification of effect-cause-effect relationships. The results obtained demonstrated points of convergence and divergence between these two views. It was found that adopting managerial decisions considering flow balancing combined with certain practices of capacity balancing can help increase the company overall gains.

Sinergia entre o Processo de Pensamento da Teoria das Restrições e o Mecanismo do Pensamento Científico – limites e possibilidades

O presente artigo tem por objetivo apresentar uma discussao critica acerca das potencialidades de sinergia existente entre o Processo de Pensamento da Teoria das Restricoes – PP da TOC – e o Mecanismo do Pensamento Cientifico – MPC – proposto por Shigeo Shingo. Os autores apresentam os principais limites e possibilidades em relacao as possibilidades de utilizacao conjunta das abordagens. O artigo evidencia as principais caracteristicas dos dois Metodos de Identificacao, Analise e Solucao de Problemas – MIASPs. O PP da TOC busca responder tres questoes essenciais, utilizando ferramentas apropriadas em cada uma: a) O que mudar (utiliza-se a Arvore da Realidade Atual); b) Mudar para o que (Evaporacao das Nuvens e Arvores da Realidade Futura) e; c) Como provocar a mudanca (Arvore de Pre-requisitos e Arvore de Transicao). Ja o MPC caracteriza-se pela existencia de 5 estagios para a elaboracao de melhorias relevantes na organizacao: 1) estagio preliminar de classificacao de problemas; 2) estagio de identificacao de problema; 3) estagio de abordagens conceituais basicas para efetivacao de melhorias; 4) estagio do planejamento das melhorias; 5) estagio de transformacao dos planos em realidade. Os autores concluem que os principais pontos de concordância no que tange a utilizacao sinergica do Processo de Pensamento da Teoria das Restricoes e do Mecanismo do Pensamento Cientifico sao: embasamento cientifico, pensamento dialetico, solucoes passiveis de serem implementadas e eliminacao da inercia. No entanto, o MIASP proposto pela TOC e mais amplo, sistemico e melhor estruturado do que o MPC proposto por Shingo, o que nao invalida a utilizacao de um ou de outro no processo de melhoria dos sistemas produtivos. Contudo, sugere-se que sejam implementados de forma sinergica, aumentado o poder de competitividade das organizacoes.