Avaliação da aplicação do método Drum-Buffer-Rope (DBR) em uma indústria de confecções do estado do Rio Grande do Norte

Abstract

The aim of this study was to evaluate the application of the Drum-Buffer-Rope (DBR) method, from the Theory of Constraints, in a manufacturing unit in the clothing sector located in the state of Rio Grande do Norte. The research is a case study with a mixed methodological approach, combining qualitative and quantitative techniques. A multiple strategy was adopted for data collection, which included interviews, questionnaires, participant observation and documentary research. The analysis covered the organization's history of applying the method, detailed the steps implemented, the solutions developed and the results obtained through performance indicators such as productivity, rework and utilization rates. In addition, the investigation captured the perceptions of different actors involved in the process, such as seamstresses, leaders, sewing department managers and those responsible for related areas of production. The quantitative results indicated stability in productivity and utilization, but also an increase in rework and average lead time after implementation. This scenario is likely due to the challenges faced, the need to mature the new operational routines, and the atypical demand situation in the second half of the year. The main challenges were cultural resistance, problems stemming from processes prior to sewing, the need to monitor the application of the method and the alignment of the sectors, especially with regard to forms of performance evaluation and prioritization of tasks. The qualitative analysis showed a positive perception on the part of operational employees, highlighting gains such as a reduction in stocks in process and greater fluidity in the production flow. In terms of the perception of the impacts of applying the DBR method, the different groups involved showed general approval of the method, but management generally took a more cautious stance, recognizing that the results are still limited and that the method is still in the internalization phase, but showed expectations of future gains, mainly related to productivity, agility and quality. Based on the research, it can be concluded that the company has developed structured and coherent actions to enable the method to be applied. However, there are still gaps and opportunities for improvement that require attention.