International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-6, Issue-7, Jul- 2019] https://dx.doi.org/10.22161/ijaers.6717 ISSN: 2349-6495(P) | 2456-1908(O) www.ijaers.com Page | 137 Applying the Lean Concept through the VSM Tool in Maintenance Processes in a PIM Manufacture Ana Maria Ribeiro da Silva 1 , Marden Eufrasio dos Santos 2 , David Barbosa de Alencar 3 , Milton Fonseca Junior 4 , Ivan Leandro Rico Rodriguez 5 , Manoel Henrique Reis Nascimento 6 1,2 Academic department, University Center FAM ETRO, M anaus-AM, Brazil 3,4,5,6 Research Department, Institute of Technology and Education Galileo of Amazon (ITEGAM ), Brazil Abstract — Lean concepts were usually focused exclusively on the manufacturing areas, leaving aside administrative areas. However intense competition has led many organizations to begin to realize that these concepts would also be beneficial to competition with the implementation of lean thinking in their offices. This study addresses the Lean Office theme, a derivation of Lean Manufacturing. The vision of the Lean concept of identifying and eliminating wastes enables improvements in the flow of service call handling at a manufacturing plant in the Manaus Industrial Pole - PIM, using the concepts that were initially developed for manufacturing, making adaptations to the administrative areas, preserving the essence of the concept and applying lean thinking to improve the flow of care. For analysis of the current state through Value Stream Mapping -VSM, timing and 5S Concept. Keywords— Value Stream, Lean Thinking, Lean Office. I. INTRODUCTION After the Second World War, the Japanese of the renowned Toyota saw that it was necessary to create an orderly process of finding and eliminating waste in a decisive way, aiming at productivity and becoming more competitive, adopt Lean Manufacturing, a methodology for production improvements and efficiency in companies, inspired by the Toyota Production System. According to the history, the bibliography presents the lean concepts directed only in the manufacturing areas, leaving aside the administrative areas. However, the constant dispute in the market led them to begin a perception that Lean concepts would also be useful in the competition with the implementation of lean thought and its application in the administrative areas, being called Lean Office. The company in the segment of white lines with its sector and maintenance that acts in the service of technical services in the conservation of equipment and machines have been presenting a great waste of time and information. With this scenario, the environment is favorable for Lean Office deployment, using the holistic vision of the Lean Office to identify the waste and possibilities of improvements in the flow of maintenance calls at a Manauara factory in the white line industry. II. THEORETICAL FOUNDATION A survey of theses, case studies, and books with themes related to the present work were constructed. We conducted research and reading with textual considerations with the purpose of absolving the work context, favoring a detailed view of the current state in the sphere of research for subject matter. It can develop an important theoretical basis to carry out the analyzes that are indispensable in the following activities. The main concepts will be presented captured from this research process, being of maximum relevance for the accomplishment of the work. 2.1 LEAN MANUFACTURING When Lean philosophy emerged it had as its priorities the manufacturing environments, focused on combating the wastes that were seen and physically known in manufacturing [1]. The initiative of the search for the elimination of waste that is of no value to the customer is aimed at transferring speed to processes based on the Toyota Production System, which in the 50s through the executive Taiichi Ohno created and implemented a production principle where its priori was find the waste and eliminate, with the main objective to reduce costs and increase delivery time while maintaining product quality for the customer, this system became known as Lean