A IMPORTÂNCIA DOS INDICADORES DE DESEMPENHO NO PPCP

UMA ANÁLISE DOS PRINCIPAIS KPIs PARA A EFICIÊNCIA PRODUTIVA EM PEQUENAS EMPRESAS

Abstract

The growing competitiveness in the industrial sector has demanded that organizations, especially small companies, adopt more rigorous practices for planning and controlling production processes. In this scenario, Production Planning, Programming, and Control (PPCP) is presented as a fundamental strategic instrument to align resources, machinery, and labor, aiming to minimize waste and delays. This study analyzes the importance of Key Performance Indicators (KPIs) within the scope of PPCP, investigating how their systematic application can result in substantial gains in productivity and quality. For small industries, however, a significant gap is observed, as many face serious difficulties in the effective application of modern PPCP practices, with the absence or inadequate use of indicators being one of the main causes of inefficiency. The article was developed through a qualitative bibliographic research, analyzing publications from sources such as SciELO, Google Scholar, and the CAPES Portal, in addition to books by reference authors on the subjects covered. The results identified 23 essential KPIs categorized into six groups: equipment efficiency, flow and time, quality and waste, labor productivity, inventory management, and customer service. The in-depth analysis revealed that small companies face five main challenges: budgetary limitations for sophisticated systems, lack of technical knowledge and specialized professionals, cultural resistance to transitioning from intuitive models to data-driven systems, implementation complexity due to the absence of standardized processes, and lack of systemic integration between areas. The compliance of KPIs with the principles of lean manufacturing proved essential, as it provides the quantitative elimination of waste, facilitates the continuous improvement cycle (PDCA), allows for effective visual management, and ensures a consistent focus on customer value generation. The study proposes the SMART methodology (Specific, Measurable, Achievable, Relevant, and Time-bound) as a framework for defining effective indicators and recommends a phased implementation with 5 to 8 priority indicators. It demonstrates that even with budgetary limitations, it is possible to implement effective systems through simple tools such as electronic spreadsheets before evolving to more robust integrated systems like ERP/MES.