PT
O presente projeto teve como objetivo redesenhar o processo de picking no armazém avançado do Serviço de Urgência Geral da ULS Amadora/Sintra, combinando princípios de Investigação-Ação com a metodologia Design for Six Sigma segundo o ciclo DMADV.
Na fase Define, foi constituída a equipa, realizadas entrevistas exploratórias e elaborados os diagramas SIPOC, clarificando o processo e os objetivos. Na fase Measure, entrevistas, observação direta e análise documental permitiram construir a Voice of the Customer, os diagramas Swimlane e a linha de base operacional. A partir da Voice of the Customer foram definidos os fatores críticos para a qualidade, que orientaram as fases subsequentes. Na fase Analyze, as evidências foram consolidadas num Diagrama de Ishikawa, identificando causas-raiz relacionadas com ausência de rastreabilidade documental, registos retrospetivos, variabilidade operacional, limitações tecnológicas e constrangimentos ergonómicos. Na fase Design, estas causas e CTQs foram traduzidos em requisitos técnicos através do Quality Function Deployment, apoiado por benchmarking que permitiu identificar práticas de referência noutros contextos hospitalares. O modelo conceptual proposto integra rastreabilidade digital, padronização de tarefas, melhoria das condições físicas das arrecadações e comunicação formal entre o Serviço de Urgência Geral e o Serviço de Logística. Apesar de conceptual, o modelo apresenta coerência técnica e potencial de replicação, contribuindo para colmatar a escassez de estudos que aplicam o DFSS à logística hospitalar em Portugal.
EN
The present project aimed to redesign the picking process in the advanced warehouse of the General Emergency Department (SUG) of ULS Amadora/Sintra, combining principles of Action Research with the Design for Six Sigma methodology, following the DMADV cycle.
In the Define phase, the project team was established, exploratory interviews were conducted, and SIPOC diagrams were developed, clarifying the process and the objectives. In the Measure phase, interviews, direct observation and document analysis supported the construction of the Voice of the Customer, the Swimlane diagrams and the operational baseline. Based on the Voice of the Customer, the Critical to Quality factors were defined, guiding the subsequent phases. In the Analyze phase, the evidence was consolidated in an Ishikawa Diagram, identifying root causes related to lack of documental traceability, retrospective system entries, operational variability, technological limitations and ergonomic constraints. In the Design phase, these causes and CTQs were translated into technical requirements through Quality Function Deployment, supported by benchmarking that made it possible to identify reference practices used in other hospital contexts. The resulting conceptual model integrates digital traceability, task standardisation, improved physical conditions in the storage areas and formal communication between the General Emergency Department and the Logistics Service. Although conceptual, the model demonstrates technical coherence and potential for replication, contributing to addressing the scarcity of studies applying DFSS to hospital logistics in Portugal.
