GESTÃO DE FLUXO DE PROCESSOS ACADÊMICOS NA DIAED E SEAED: ANÁLISE CRÍTICA DA TRANSIÇÃO DIGITAL, TELETRABALHO E PROPOSTAS DE OTIMIZAÇÃO NO FLUXO DE COLAÇÃO DE GRAU E EXPEDIÇÃO DE DIPLOMAS

Abstract

This paper analyzes the workflow management developed at the Division of Educational Affairs (DIAED) and the Educational Affairs Sector (SEAED) of the Federal University of Uberlandia (UFU). The research addresses the procedural chain comprising the stages from the analysis of graduation approval to the phase immediately preceding the routing for diploma issuance. The primary objective is to assess the impacts of the migration from an analog model to a digital environment, emphasizing the implementation of the digital diploma and the adoption of telework as an administrative modernization strategy. To this end, a qualitative approach based on documentary analysis and internal management reports produced between 2025 and 2026 is employed, enabling the identification of the main limitations and inefficiencies within the original workflow.  The results evidence that digitalization eliminated bottlenecks related to the physical transit of documents, reduced processing times for demands, and rendered procedures more agile. Likewise, it was found that telework among technical-administrative staff did not cause detriments to institutional performance; on the contrary, it favored the achievement of productivity goals by minimizing workplace interruptions and enhancing concentration on analytical activities.  Despite the advancements achieved, opportunities for improvement persist, particularly regarding the manual auditing of complex academic transcripts and the need for individualized processing within institutional systems. As an improvement proposal, interventions grounded in Business Process Management (BPM), Lean philosophy, and quality tools are presented, steering the workflow toward a model guided by governance, efficiency, and organizational communication. The suggested actions encompass the reorganization of screening by complexity levels using Kanban, standardization and error-prevention through SIPOC and Poka-Yoke methodologies, as well as the implementation of batch approval routines structured by 5W2H action plans and PDCA cycles.  It is concluded that institutional modernization strengthens digital governance, reduces bureaucratic hurdles, enhances operational predictability, and consolidates DIAED and SEAED as benchmarks in innovation, administrative efficiency, document security, and the quality of services provided to users.