OPERATIONAL ANALYSIS OF A LOGISTIC PROCESS IN THE PETROLEUM EXPLORATION AND PRODUCTION CHAIN INTEGRATING ISHIKAWA, BOWERSOX AND LIKER TOOLS IN PROBLEM IDENTIFICATION: A CASE STUDY

Systems & Management 13 (2018), pp. 283-294
PROPPI / LATEC
DOI: 10.20985/1980-5160.2018.v13n3.1265
OPERATIONAL ANALYSIS OF A LOGISTIC PROCESS IN THE PETROLEUM EXPLORATION
AND PRODUCTION CHAIN INTEGRATING ISHIKAWA, BOWERSOX AND LIKER TOOLS IN
PROBLEM IDENTIFICATION: A CASE STUDY
Fredjoger Barbosa Mendes
fredjoger@gmail.com
Fluminense Federal University –
UFF, Rio das Ostras, Rio de Janeiro,
Brazil.
Camilla Campos Silva
millacampos1004@gmail.com
Brazil.
Iara Tammela
iaratammela@gmail.com
Brazil.
ABSTRACT
The objective of this article was to demonstrate the research and use of an ope-
rations analysis model unique to logistic activities that could integrate the use of three
tools to identify and analyze problems in a process and to prove the interdependence of
losses and gains between the various factors that make up an activity. In this proposal the
research of context, concepts, application and evaluations on the models chosen for the
integration was made. After designing the integrated model, it was tested in a real case
of application and the results of the analysis were obtained, taking care to contextualize
all the technical, social and cultural aspects involved in the process. In the end, the con-
clusion exposed the positive and negative aspects of the logistic process evaluated and
demonstrated the effectiveness of the integration of tools, identifying opportunities for
improvement with the prioritization and indication of a tool for the solution of the devia-
tions.
Keywords: Operational analysis; logistics; problem identification.

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1. INTRODUCTION
All parts of an organization need to be involved and com-
mitted to process analyzes simply because each one performs
a different process, and the analysis assesses how the work is
actually performed, evidencing good practices and losses that
need to be mitigated (Krajewski, 2009). In this sense, it is im-
portant to consider the analysis of processes in the context of
logistics within companies, especially those operating in the
petroleum exploration and production chain.
The intelligence report of the Serviço Brasileiro de Apoio
às Micro e Pequenas Empresas – SEBRAE (Brazilian Micro
and Small Business Support Service), published in August
2015, highlights that an effective logistics process becomes
a key part for companies operating in the oil and gas chain,
avoiding delays and losses, and ensuring the quality of the
product and service delivered. Generally, there is no tole-
rance for delays in this segment, due to the high value of the
availability of facilities working at sea.
Another question considered was the identification of
how much logistics operations consume resources in com-
panies in general, this is useful to quantify the possible mea-
ning of the losses in this segment. According to the survey
carried out by the Institute of Logistics and Supply Chain
(ILOS) in 2014, 7.6% of company revenues were destined to
cover the costs of logistics operations in organizations. This
number is objective evidence that this part of the operation
deserves prominence in organizational analyzes.
In all of the most important activities of oil exploration
and production activity is the construction of producing
wells. Among the elements that constitute an oil well the
steel pipes can be highlighted. Thomas (2004) argues that
pipes can account for up to 20% of the total value of an oil
well, hence the need for maintenance and preservation of
these tubular elements, an activity performed by private
companies and requiring the design and operation of a lo-
gistics system that meets the demands of the sector. The
company that will be studied in this article works with the
provision of logistics services and maintenance of pipes,
which are used in the construction of oil wells.
Considering the previous statements, it can be concluded
that the analysis of logistic operations processes in compa-
nies operating in the petroleum exploration and production
chain, especially in the maintenance of pipes, is relevant.
The analysis of operations then appears as a set of tools that
can support this initiative to improve the performance and
quality of the logistics process. This should be everyone’s
concern in the organization, making internal and external
customers satisfied with costumer care or exceeding their
expectations regarding the service provided or product
supplied, as stated by Krajewski (2009).
Inthisdirection,itissalutarytointroducetheconceptofope-
rations analysis so that an alignment of expectations is made on
the course of work and the deliveries of an analysis project.
2. RELEVANT CONCEPTS
The problem-solving analysis phase should consist of ex-
ploration of areas not yet understood. This is a crucial step
to discover and understand the potential and root causes of
problems. The analysis cannot be obscured by preconceived
ideas of the causes of deviations, and it must proceed until
it makes evident the causes of the problems and their rela-
tions of interdependence (Liker, 2007).
In the organizational context, for analysis to take effect it
is essential to consider that before there is a stage of data
collection, observations, and information acquisition. This is
how we describe in numbers and facts the complexity of a
scenario that is, in most cases, dynamic.
It is also possible to position the analysis as an interme-
diate step between the task of data collection and the ela-
boration of strategies and action plans that would be based
on the analytical conclusions of the past. A good standard of
data collection, an efficient procedure and efficient proces-
sing are certainly fundamental requirements for the cons-
truction of a quality analysis (Werkema, 1995).
Logistics in an organization is a system of operations and,
according to Deming (1997) a system must create something
of value and generate results - the basic premise of an ope-
rations analysis method. If the analyzes do not generate the
necessary answers to the fundamentals of strategies that
contribute to the sustainability of the business, then this
method is not useful.
To find answers about systems, such as logistics, Crosby
(1994) states that data analysis should be of practical use
to all stakeholders. Thus, it is defined that if an analysis is
merely theoretical it will not have been successful, because
in the field of pure and simple theory there is no generation
of value for the organization.
Logistics as a system of operations must be sustainable
and, for this, it must continually improve its performance; in
this sense, Juran (1991) teaches that a continuous analysis
of events can be a great aid in a general program of impro-
vement of the organization. Therefore, the analysis is a ne-
cessary step in the process of continuous improvement of
companies. And this dynamic of transformation can be the
difference between the continuity or not of an enterprise.
The understanding is that operations, such as logistics,
are an important part of a business, and the function of

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these operations is to generate the goods and services that
are made available by the organization to the market (Slack,
2013). Each company has a function of operations because
each of them produces some mix of products or services.
Operations are always related to the end of business activity,
because without them there is no business. Operations are
divided into processes that also produce goods and services,
but on a smaller scale within the organization.
In order to develop the topic of logistics operations analy-
sis, the objectives of this type of operation are first aligned.
On this, Bowersox (2010) states that the design and mana-
gement of logistic systems operations of each company have
at least six different objectives, which are determinant and
basic for logistic performance, which are: rapid response,
minimum variance, minimum inventory, handling consoli-
dation, quality and life cycle support, the latter related to
reverse logistics and spare parts supply operations.
To conduct an analysis on the subject, one must unders-
tand the contribution of logistics in the context of opera-
tions. For Bowersox (2010), the operational responsibility
for logistics is directly related to the availability of raw ma-
terials, semi-finished products and finished product inven-
tory, where they are requested, at the right time and at the
lowest possible cost. Faced with such a complex responsi-
bility, there is much room for the almost infinite exercise
of analyzes of all kinds, mainly because logistic operations
costs have grown every year in Brazil (ILOS, 2014). Thus, the-
re are many opportunities for improvements in processes
and operations.
The previous concept guides us under what would be the
objectives of logistics operations; however, it is relevant to
clarify what would be the evolution of these activities if we
applied methods of operational analysis.
Knowing logistics responsibilities, concentrating on what
is expected from an analysis, Niebel (2009) states that me-
thod analysts use analysis to study the operations of all the
productive and unproductive elements of an operation, to
increase productivity by time unit and reduce costs, with
the objective of maintaining or improving quality. It also
says that when used correctly, analytical methods develop a
better method for work by simplifying operating procedures
and material handling, as well as using equipment more ef-
fectively. Therefore, companies can increase production and
reduce unit costs, ensuring quality and reducing defective
manufacturing or service, thereby increasing operator moti-
vation through improved working conditions and minimizing
fatigue.
In this understanding, the methods of analysis are applied
and, based on them, the efficiency of logistics operations is
sought. In this way, it is ensured that processes contribute
to the achievement of operational goals, as described by
Slack (2013). According to him, the ultimate goal of every
operations project is to ensure that process performance
is adequate for whatever it is trying to achieve. The author
complements by saying that some kind of logic should link
what the operation as a whole is seeking to achieve and the
goals of its individual processes.
To go ahead in an analysis that involves processes, it is ne-
cessary to conceptualize the term process. Campos (2014)
defines process as being a set of causes that provoques one
or more effects and that this can be divided into families of
causes (raw materials, machines, measures, environment,
manpower and method), which are also called manufactu-
ring factors or service factors.
Another concept is given by Werkema (1995), adding
that process is a combination of the elements equipment,
inputs, methods or procedures, environmental conditions,
people and process information or measures, aiming at ma-
nufacturing or providing a good service. When the author
cites a combination, she broadens the understanding of the
concept, as it denotes integration between the cited factors,
introducing systemic thinking as a possible approach.
From this point of view, process analysis should consider
these combined factors and first identify the losses and then
the improvements needed to enable the logistics operation
to achieve its objectives.
To identify possible process losses, Liker (2007) reports
that Toyota has identified seven major types of non-value-
-added activities in business or manufacturing processes,
whose definitions can be applied to product development,
order picking, and the office, not only to the production line.
An eighth type of loss has been added to this list. Losses are:
overproduction, waiting time, transportation, overproces-
sing or improper processing, excess inventory, unnecessary
offsets, defects, and non-use of the creative capacity of em-
ployees.
Process losses should not be tolerated because they af-
fect the competitive capacity of the entire organization.
Porter (1999) warns us that a company is only capable of
outperforming competitors if it can establish a sustainable
difference. The company needs to deliver higher value to
customers or generate comparable value at a lower cost, or
both. And in order to achieve lower costs, it is necessary to
reduce process losses.
With the process concepts of Campos (2014) and Liker’s
process loss concepts (2007), a matrix of the relationship
between process factors and losses is proposed. The objec-
tive is to show that to identify the losses in an evaluation it
is necessary to examine all the process factors. It is also pos-

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sible to affirm that the change in a process factor can result
in several losses or mitigate several of them, since there is a
combination between the cited factors.
According to Bowersox (2010), to begin the analysis of an
existing situation, it is necessary to carry out data collection
and performance evaluations that characterize the current
logistics environment. A basic analysis requires an internal
survey, a market assessment, a competitive assessment and
a technological assessment to define the possibilities for
improvement. The focus will be the internal survey, since a
method is searched for the processes internal to the orga-
nization.
The internal survey is necessary to achieve the clear un-
derstanding of the existing logistic procedures. It includes
historical performance, data availability, strategies, ope-
rations, policies and tactical practices. The survey usually
covers both the total logistic process and the procedures
of each logistic function. For Bowersox (2010), a complete
self-assessment, in an internal survey, requires the exami-
nation of key resources and cites the workforce, equipment,
facilities, relationships, and information. Thus, it practically
confirms all the process factors cited by Campos (2014).
Table 1 then confirms what Campos (2014) states: an
effect of a process is affected by several causes, including
other factors of the same process or other processes.
To do the analysis, you also need to understand how a
process management is performed. According to Werkema
(1995), this management is done through control items -
measurable characteristics, which are monitored periodi-
cally so that possible undesirable results of the process can
be detected. When a control item does not reach the desi-
red result, there is a problem that needs to be solved from a
managerial decision.
Drucker (2010) states that good decision makers know
how to define a problem before solving it. For him every
decision is risky: a compromise of current resources in an
uncertain and unknown future. Thus, problem definition is
the most important element in making effective decisions,
but it is the one that managers give less attention to because
they seek to cure symptoms rather than illness by using a
medical analogy.
Campos (2014) confirms Drucker’s (2010) perception and
states that in order to conduct good management, one must
first learn to locate the problems and then learn how to sol-
ve them.
In this context, there is a demand for tools to support the
localization, definition and preliminary analysis of problems.
Bowersox (2010) proposes a tool called “topics for the in-
ternal survey”, used to carry out a self-assessment of the lo-
gistic process that allows its identification of difficulties and
deviations. Topics are organized into a table that is subdivi-
ded into general issues, decision-making issues, and issues
relating to measurable process performance items. Thus,
the author corroborates with Werkema (1995) and Druc-
ker (2010) regarding the need to analyze the process from
a measurable perspective and have a structured decision-
-making process to solve problems.
Internal survey questions should lead logistical process
managers to a reflection on the application of concepts in
the areas of customer services, materials management,
transportation, warehousing and storage. These questions
relate to the general aspects of the process, how decisions
are taken and, finally, how performance measurement is
done.
There is no template with the exact answers in this sur-
vey, the objective is to guide the manager to unveil the lo-
gistic process itself, analyzing the answers that he has been
Table 1. Matrix of relation between processes and losses
The eight Lean Manufacturing losses
Overproduc-
tion
Waiting
time
Trans-
port
Overprocessing
or incorrect
Excess
Inven-
tory
Unneces-
sary mo-
vement
Defects
Non-use
of creati-
vity
Processfactors
Feedstock x x x x x x x x
Machines x x x x x x x x
Measures x x x x x x x x
Environ-
ment
x x x x x x x x
Manpower x x x x x x x x
Method x x x x x x x x
Source: Adapted from Campos (2014) and Liker (2007)

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able to elaborate and to reflect on which answers he could
not provide. Since unanswered questions already indicate
a deficiency of the process in producing information about
facts and data resulting from the execution of the tasks (Bo-
wersox, 2010).
In a second moment, a critical analysis of the performan-
ce measurements is carried out. Everything that is outside
the appropriate should be seen as a problem and therefore
must be considered. The next step is the examination of the
decision-making process and its influence on the measura-
ble items.
To conclude, it is recommended to evaluate the general
aspects answered, which may contain relevant information
about problems and even the fundamental cause of many
deviations.
Table 2 shows Bowersox’s proposal (2010).
Bowersox (2010) states that the internal survey should
focus, above all, on a comprehensive assessment of the ca-
pacity and of the shortcomings of the existing system. Each
item in the logistics system must be carefully examined for
its declared objectives and its ability to achieve those ob-
jectives.
Is the logistics management information system, for
example, consistently monitoring and measuring the deli-
very of service objectives pursued by the marketing depart-
ment? Are materials management procedures adequately
addressing production needs? Does the current distribu-
tion network efficiently meet customer service objectives?
Finally, how do you compare the evaluation and perfor-
mance capacity between business units and locations of
operation? These and similar issues form the basis of the
self-assessment required for internal analysis. The total
survey aims to identify opportunities that can motivate or
justify a new project or an improvement of the existing lo-
gistics system.
The purpose of the internal survey is not the detailed
collection of information, but the obtaining of a vision that
leads to a diagnosis of the existing processes and logistic
procedures, as well as the proof of data availability. More
precisely, the internal survey aims to identify areas where
there are substantial opportunities for improvement.
3. RESEARCH METHOD
Barros et Lehfeld (1990) describe bibliographical and do-
cumentary research as being highly effective because it ena-
bles the researcher to obtain knowledge already cataloged
in libraries, publishers, internet, video libraries and so on.
This type of research was the choice in the conceptual phase
of this work.
In the field research, the researcher assumes the role of
observer and explorer, directly collecting the data in the pla-
ce where the phenomena occurred or will occur (Barros et
Lehfeld, 1990). Thus, in this study, the proposal was to apply
the internal survey proposed by Bowersox (2010), in a com-
pany that has relevant logistics processes in its operations.
In the sequence, we will analyze whether the answers of the
survey will give support to the questions of the author after
the survey.
Two individual interviews were conducted to collect the
information, one with the company’s planning and logistics
manager and another with the internal logistics coordinator.
The questions were based on the internal survey and were
confirmed in observations at the place of execution of the
proceedings.
4. CASE APPLICATION (CASE STUDY)
4.1 Description of Company X
The company that was evaluated is located in the city of
Rio das Ostras, RJ, and has 250 employees. It was founded in
2013 with the objective of providing services to oil explora-
tion and production companies.
The operation of the company encompasses several ma-
nufacturing and service rendering processes, among which
we can highlight seven processes that are related to logistics
activities:
• Transportation of products from client companies to
the company headquarters;
• Storage of own and third party products;
• Supply of production lines with materials to be pro-
cessed;
• Withdrawal of processed products from production
lines to finished product tanks;
• Transport between production units within the com-
pany;
• Dispatch and delivery of processed products to cus-
tomers;
• Receipt and incoming product conferencing.

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The organization in question is ISO 9000 certified and is
periodically audited by clients and by the parent company.
In logistics, it does not have its own equipment. Forklifts,
trucks and carts are hired from other companies, which pro-
vide the manpower required for the operation of these fea-
tures. There is an own team that takes care of the planning
and coordination of activities related to logistics.
The standardization of activities is basic and meets regu-
latory requirements, but at a level that still demonstrates
some opportunities for improvement.
The area of the company is not fully integrated, although
it is located in the same locality, there are five distinct ope-
rational and storage execution spaces, which implies a great
demand for internal transportation. There are basic indica-
tors of performance monitoring.
Table 2. Topics for internal survey
General inquiries
(Qualitative)
Decisions
Performance Measurements
(Quantitative)
Storage
What storage and handling facilities are
currently used and what functions do they
perform?
How are the consolidation decisions
taken at each location?
What are the shipping and storage volumes
of each facility?
What product lines are maintained in each
facility?
What decisions are made by the han-
dling staff and how does this staff take
them?
What are the main performance parameters
of deposits?
What storage, handling and other value-
-adding functions are or can be performed
on each facility?
How are products stored? How are
decisions in terms of product selection
made?
How are they used? What is the current
performance level? What are the characte-
ristics of the economic performance of the
installation?
Customer service
What is the current flow of information?
How are decisions made on the sources
for order fulfillment?
What are the key performance parameters of
customer service?
What is the profile of the requests and what
is their evolution?
What happens when there is no stock to
fulfill an order?
How are the parameters used?
How are orders received? What is the current performance level?
Materials Management
What is the current flow of materials?
How are the key decisions about manu-
facturing capabilities and allocation to
distribution centers made?
What are the main limitations of production
capacity and distribution centers?
What procedures are followed in each plant
and in each distribution center?
How are production planning and sche-
duling decisions made?
What are the key performance evaluation
parameters for materials management?
How are they used? What is the current
performance level?
Transportation
What modals are currently used?
How are modals and carriers determined
for each load?
What are the main parameters of transport
performance?
What is the weight profile of orders and
charges and what are the differences?
How are carriers evaluated?
How are they used?
What are the procedures for requesting
carriers, payment and exchange of informa-
tion with them?
What is the current performance level?
What is the flow of information from ship-
ment documentation?
What are the characteristics of the econo-
mic performance of each modal and each
carrier?
Inventory
What value-added functions does the inven-
tory currently play?
How are inventory management deci-
sions made?
What is the total cost of maintaining inven-
tories?
Who makes the decisions and what
information is used for this purpose?
What are the main inventory performance
parameters?
How are they used?
What is the current level of performance?
Source: Bowersox (2010)

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Application of internal withdrawal method in company X
In this stage we will apply the tool proposed by Bowersox
(2010).
In order to complete the evaluation, the supplementary
questions raised by the same author will be answered based
on the internal survey of Bowersox (2010):
a) Is the logistics management information system, for
example, consistently monitoring and measuring the
delivery of service objectives pursued by the marke-
ting department?
Part of the process, yes. The deficiency lies in the
traceability and identification of old stock items.
With regard to indicators, there are conflicts of
objectives between them.
b) Are materials management procedures adequately
addressing production needs?
No. The procedures are still very basic and need
improvement.
c) Does the current distribution network efficiently
meet customer service objectives?
Partially. Older work orders have difficulty get-
ting out.
d) How do evaluation and performance capabilities
Table 3. Topics for internal survey: application
General inquiries
Decisions
Performance Measurements (Quanti-
tative)(Qualitative)
Customer service
What is the current flow of information?
1- Customer. 2- Sales team. 3- Planning
team. 4- Logistics team. 5- Production
team. 6- Planning team. 7- Logistics
team.
How are decisions made on the sources for
order fulfillment?
Through a critical analysis of cycle times,
internal prioritization, line occupation;
available space and available transport and
transportation resources.
What are the key performance parameters
of customer service?
Lead time. Percentage of delays. Customer
inventory volume in the company. Number
of complaints for integrity problems in the
office. Adherence to requested deadline.
What is the profile of the requests and
what is their evolution?
Requests generally have two profiles:
1- Requests for product repair and this
implies the logistics of withdrawal,
processing and delivery. 2- Requests
for new products and this implies in
receiving raw material, processing and
dispatch of finished products.
What happens when there is no stock to
fulfill an order?
The request is not processed and forwarded
to the demand planning sector. Check with
the supplier for the shortest possible supply,
in an emergency, evaluating cost-benefit
ratio.
How are parameters used?
In critical performance analysis. In trend
monitoring. As a performance indicator.
As support for the decision-making process
and for the fulfillment of the strategy.
How are orders received?
Through an ERP (Enterprise Resource
Planning).
Partially satisfactory for percentages of
delays and number of complaints, stops.
Insufficient lead time and stock volume.
Materials Management
What is the current flow of materials?
There are two flows:
Services - 1) Material comes from the
customer. 2) Material is received and
stocked. 3) Material is processed. 4)
Material is dispatched and delivered.
Products - 1) Material comes from the
supplier. 2) Material is processed. 3)
Material is dispatched and delivered.
How are the key decisions about manufactu-
ring capabilities and allocation to distribution
centers made?
Decisions are made on the basis of the dea-
dline, quantity, complexity and availability of
the processes involved.
What are the main limitations of production
capacity and distribution centers?
There are dimensional limitations for
processing; storage, handling and transpor-
tation limitations.

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What procedures are followed in each
plant and in each distribution center?
Each process has its own procedures that
are in line with the company’s operatio-
nal strategy.
How are planning and scheduling decisions
made?
Decisions are made on the basis of the dea-
dline, quantity, complexity and availability of
the processes involved.
What are the key performance evaluation
parameters for materials management?
Delivery time; proper integrity and amount.
How are they used? They are monitored.
Satisfactory, but with great demand from
past processes.
Transportation
What modals are currently used? Road
transport. And in case of emergency air
transport.
How are modals and carriers determined for
each load? The modal is chosen according to
the term. The carriers are chosen based on
the availability contracted and cost.
What are the main parameters of trans-
port performance? Punctuality with regard
to contractual deadlines; cargo integrity;
QSMAS compliance; contractual complian-
ce; vehicle integrity; communication and
monitoring.
What is the weight profile of orders and
loads and what are the differences?
There is a lot of diversity due to the
diversity of products and orders.
How are carriers evaluated? There is an
evaluation by the contract technical manager
that follows a matrix standard. The valuation
is quarterly.
How are they used? In the bi-monthly asses-
sment and transport monitoring.
What are the procedures for requesting
carriers, payment and exchange of in-
formation with them? Delivery schedule
according to the deadlines to be met .
Partially satisfactory, due to difficulties of
manpower management for extra driving
functions of the vehicles. Poor monitoring
and communication.
What is the flow of information from
shipment documentation? 1) Revenues.
2) Dispatch.
What are the characteristics of the economic
performance of each modal and each car-
rier? Road transport is most cost effective in
most cases.
Storage
What storage and handling facilities are
currently used and what functions do
they perform?
Storage yards are used with sleepers and
containers.
How are the consolidation decisions taken at
each location? Depending on the demand and
capacity of the equipment.
What are the shipping and storage volumes
of each facility? Around 1,250 pieces per
month, as a whole.
What product lines are maintained in
each installation? There are three service
lines and their respective facilities: acces-
sories; repairs; inspection.
What decisions are made by the handling staff
and how does this staff take them? These
are operational-level decisions. Decisions
are made on the basis of work patterns and
instructions from the manager.
What are the main performance para-
meters of deposits? Traceability; product
integrity, physical adherence - system, ef-
ficiency of movement; machine usage rate.
What storage, handling and other value-
-adding functions are or can be perfor-
med on each installation? How are products stored and how are product
selection decisions made? The products are
stored according to their specification, status
and quantity.
How are they used? As check items.
Satisfying, but with opportunities for
improvement.
What are the characteristics of the eco-
nomic performance of each facility? The
facilities are self-sustaining and generate
dividends. There is room for increased
efficiency.
Supply of production lines; removal of
finished products for dispatch; moving
parts between production lines.

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Inventory
What value-adding functions do stocks
currently play? None; however, they are
necessary to enable the programming
and planning of operations.
How are stock management decisions made?
They are taken in accordance with the plan-
ned demands for service and when there is
availability of material in stock and of proces-
sing capacity in the production lines.
What is the total cost of maintaining inven-
tories? High.
Who makes these decisions and what infor-
mation is used for them? Planning, logistics
and supply management.
What are the key performance parameters
for stocks? Volume, lead time and age.
How are they used? Control items.
What is current performance level? Par-
tially satisfactory, due to the method of lo-
calization that it provides today. However,
the level of performance is still hampered
by the liabilities of old materials in stock.
Source: Bowersox (2010) with information about the company X.
compare between business units and operation pla-
ces?
There is no comparison possible as there is only
one unit in operation.
Improvement items in the company’s logistics process
were identified both in the internal survey and in the supple-
mentary questions. Thus, the analysis proposal fulfills its ob-
jective of understanding the activities and process factors
involved.
In these deficiencies it will also be possible to identify the
eight losses conceptualized previously. In later stages, possi-
ble solutions to deviations will be discussed and any applica-
ble ethical issues will be examined.
5. IDENTIFICATION OF INTERACTIONS AND
PRIORITIZATION OF PROBLEMS
After the application of the internal survey, there are a
set of problems that need to be classified and solved. A
table that integrates the process factors described by Cam-
pos (2014), the eight process losses raised by Liker (2007)
and the information survey proposed by Bowersox are pre-
sented (2010).
Eight problems were identified in the logistic process
evaluated. Many of these deviations affected more than
one process factor and/or generated more than one type
of loss and this was an aggravating factor at the moment
of the evaluation of the potential of damage of each de-
viation. It is not the aim of this article to discuss problem
solving methods; however, it is recommend a technique of
prioritization and a solution technique for application in
the localized deviations.
As a tool for prioritizing problems, Marshall (2012) pre-
sents the GUT matrix as the representation of problems
together with obtaining quantifications that seek to esta-
blish priorities to address them, in order to minimize their
impacts and direct resources that could be used in the equa-
tion of difficulties. The problems are listed and analyzed
under the aspect of gravity (G); urgency (U) and trend (T).
Usually an integer between 1 and 5 is assigned to each of
the dimensions of the GUT, with 5 being the highest and 1
being the lowest, and then the values obtained for G, U and
T are multiplied in order to obtain a value for each problem
or risk factor analyzed. Problems with the highest score will
be dealt with as a priority.
The problems based on the information acquired during
the interview were prioritized and the occurrence and prior-
itization of the problems were validated with the company
object of the field research. Subsequently, the procedure for
settling deviations was defined. As it was aligned with the
practice of lean manufacturing, the method of applying the
so-called A3 format, described by Liker (2007), was chosen,
as it says that there are three distinct stages in the prob-
lem-solving process.
First, the initial proposal is made to gain consensus on
approaching the problem. If agreement to proceed is estab-
lished, the next step comes after identifying the roots of the
problem. At this point, a proposal is usually made to get ac-
ceptance and approval of the recommended solutions. The
commitment of the performers of the tasks and the supervi-
sion of those responsible for the processes are fundamental
for achieving success in the following step of this method.
Still following Liker’s reasoning (2007), once countermea-
sures are accepted and implementation begins, the process
advances to the second stage of status reporting. This stage
provides information and updates people to see if the ac-
tivity is on schedule. It is recommended that there be little

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DOI: 10.20985/1980-5160.2018.v13n3.1265
292
flexibility in relation to the dates proposed for the delivery of
the works; if an exception is granted there is a risk that it will
be used as a precedent by other project members.
The third stage is the final report when the activity ends.
At this time, there is usually no need to even question the
details of the activity itself. The focus is on achieving the re-
sult. In general, the final presentation is not made before
the countermeasures have been successful in eliminating
the problem and the desired results have been achieved.
This is the summary of the A3 format method, which uses
the logical sequence provided in D.M.A.I.C (define; measure;
analyze; improve; control) quoted by Werkema (2011).
Table 4. Matrix of relation between processes, losses and problems
The eight lean manufacturing losses
Production
beyondde-
mand
Waitingtime
Transport
Processabo-
veorbelow
specification
ExcessInven-
tory
Movement
notrequired
Defects
Non-useof
creativity
Processfactors
Feedstock
Long lead
time for
products
and servi-
ces
Large
volume of
raw mate-
rial stock
(product
that
belongs
to the
customer
waiting
for service
rende-
ring)
High % of produc-
tion line stops due
to lack of supply
Machines Dimensional limitations due to design errors affecting customer service
Measures Low operational efficiency in all storage and transportation processes
Environment Layout limitations due to design errors affecting accessibility to raw materials, work
in process and finished products
Manpower Low qualification of service providers
Method Inefficient communication between the company and contracted companies
Source: Adapted from Campos (2014) and Liker (2007)
Table 5. G.U.T Matrix
Item Problem G U T GxUxT
1 Lengthy lead time for products and services 5 3 5 75
2
Large volume of raw material stock (product that belongs
to the customer awaiting service)
5 4 3 60
3 Low operational efficiency in all storage and transportation processes 4 3 3 36
4 Low qualification of service providers 3 3 3 27
5 High % of production line stops due to lack of supply 3 4 2 24
6
Layout limitations due to design errors affecting accessibility to raw materials,
work in process and finished products
3 3 2 18
7 Inefficient communication between the company and contracted companies 2 2 3 12
8 Dimensional limitations due to design errors affecting customer service 2 3 1 6
Source: Marshall (2012)

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DOI: 10.20985/1980-5160.2018.v13n3.1265
293
Table 6. A3 reporting process of problem solving
Before During After
Presentation of the
proposal
Status report Final report
Comparison with
other problems
Clarification of
objectives
Orientation offer
Consideration of
other options
Consensus and
approval
Progress check
Checking the direc-
tion of the activity
Orientation offer
Offer additional
support
Offering additional
features
Verification of
successful achieve-
ment and delivery of
results
Celebration of
success
Evaluation of other
considerations
Fonte: Liker (2007)
Table 7. A3 reporting flow of problem solving
Title and description of A3
Definition and description of
the problem
1
Implementation plan
Analysis of the problem
Result
Future Steps
Author: Date:
Source: Liker (2007)
Applying the A3 report is an excellent way to enable vi-
sual management and leveling and integrating problem-sol-
ving information across a company’s various sectors. Its sim-
plicity allows its use by any type of organization that seeks
improvement in its results, as Rodrigues affirms (2014).
No ethical implications were identified in the recommen-
dation of this problem-solving flow.
6. CONCLUSION
This article was completed with the statement that the
goal was achieved. The term operational analysis was defi-
ned and the concept was contextualized within the internal
logistics segment. Success was achieved in finding an opera-
tional analysis model that had been elaborated with the fo-
cus on examining logistic activities and their particularities.
The internal survey model presented by Bowersox (2010)
proved to be effective in identifying problems in the mana-
gement and operation of an organization already structured
and operating for at least three years.
On the other hand, the relationship established with the
process factors defined by Campos (2014) shows that uni-
versal and simple concepts of process models can help clas-
sifying the problems and, therefore, better target solutions
efforts to the appropriate focus at that moment.
It is worth noting that the losses described by Liker (2007)
are not restricted to the manufacturing environment and can
occur in service processes and other types of economic activi-
ties, such as the logistic process in a service delivery context.
In a scenario of resource constraints, prioritization of pro-
blems constituted good practice. Thus, the matrix G.U.T pre-
sented by Marshall (2012) was essential for the planning of
a future allocation of resources and for the equation of the
issues evidenced in the internal survey.
Thus, with the information of what was a priority, it was
possible to identify a technique for solving problems that
stands out for its simplicity and effectiveness, attributes that
the report in A3 format have deserved by the results already
obtained with its use.
But the best lesson of this paper was that analyzes reveal
interdependence between process factors in generating ex-
pected effects or problems to be solved. The confrontation
of the fundamental causes of the losses mentioned goes th-
rough the exercise of the systemic thinking, considering the
connections among factors with specific function, as repor-
ted by Falconi (2014). When one understands this concept,
it is accepted that, in order to analyze processes and solve
the problems presented, it is necessary to cultivate a culture
of collaboration between the different components of the
organizational structure, thus amplifying competences that,
separately, could not achieve the same results.
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Received: 19 Feb 2017
Approved: 11 Nov 2017
DOI: 10.20985/1980-5160.2018.v13n3.1265
How to cite: Mendes, F. B.; Silva, C. C.; Tammela, I. (2018), “Operational analysis of a logistic process in the
petroleum exploration and production chain integrating Ishikawa, Bowersox and Liker tools in problem
identification: a case study”, Sistemas & Gestão, Vol. 13, No. 3, pp. 283-294, available from: http://www.revistasg.
uff.br/index.php/sg/article/view/1265 (access day month year).

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