Abstract Paper aims Identify the use of statistical thinking and techniques and their main difficulties and benefits in the Brazilian State of São Paulo industries. Originality There are few empirical studies on the application of the statistical thinking and techniques which study their difficulties of implementation and their benefits in manufacturing companies. Research method A web survey of a sample of 243 manufacturing companies. Main findings The companies, in general, use some statistical principles and basic techniques for process control and improvement, however, companies that use principles and techniques more consistently have greater operational and team benefits. The main difficulties are associated to lack of culture and knowledge. Implications for theory and practice The statistical application enables effective processes improvements and it is associated with motivation for further improvements, consolidation of improvement programs and culture of quality. This finding suggests managerial implications such as to plan actions to deploy and disseminate the culture of statistical thinking in an evolutionary way, training and support for use and to overcome barriers.

Abstract Despite the Statistical Process Control (SPC) be extensively explored in the literature, there are still difficulties in the implementation and maintenance, usually due to lack of attention to Critical Success Factors (CSF). This paper identified by literature review, critical factors that contribute to the success of the SPC and through an action research was implemented a control chart in a chemical plant using these factors. The attention to CSF during planning, implementation and the discussion with the process team resulted in the implementation and acceptance of control charts by the operational teams of the company, with continuing indications of use. The results enabled a framework to apply control charts based on CSF.

O artigo apresenta um escritório de projetos (PMO - Project Management Office) de uma empresa que desenvolve produtos baseada em práticas de gestão de projetos (GP) por ele suportadas. As práticas centralizam no PMO atividades que diferem das funções descritas na literatura como caracterizando sua atuação nos projetos. São realizadas funções de gestão de insumos: atividades que provêm os projetos com insumos necessários à montagem dos protótipos e produtos desenvolvidos. A composição das funções do PMO foi comparada com a bibliografia. São apresentados indicadores de eficiência e eficácia dos projetos. Houve redução dos lead-times de fabricação em 90% e de compras em 75%. A duração dos projetos reduziu em 43%. Sugere-se que a função assumida pelo PMO possa incrementar as opções teóricas para a estruturação de escritórios de projetos em desenvolvimento de produtos.

The article presents a Project Management Office (PMO) for supporting project management activities in new product development (NPD). The established practices centered on PMO activities differ from the functions that characterize them, as described in the literature. The functions performed are material planning and control, which are activities that provide projects with the materials and components necessary for the assembly of prototypes and products. The functions of the PMO are compared to the activities listed in the bibliography. The indicators of efficiency and effectiveness of projects are presented. There was a reduction of lead times by 90% in manufacturing and by 75% in purchases. The duration of projects decreased by 43%. The role assumed by the PMO can enhance the theoretical options for structuring Project Management Offices in NPD.