En förändring är ett tillstånd som vi upplever under hela vår livstid, både privat och i arbetslivet. Företag måste förändras för att kunna bevara sin konkurrens-kraft. Motstånd till förändring kan anses som det största enskilda hotet mot ett framgångsrikt införande av en strategi på ett företag. Ett sätt att hantera detta motstånd är att använda sig av den delaktiga förändringsmodellen samt stävja rädslor och osäkerhet.   Syftet med detta examensarbete var att vi ville få en ökad förståelse för hur företag arbetar med produktionsförbättringar och om de känner av något motstånd vid dessa förändringar. De intervjuade företagen anger som sin absolut största förändring deras införande av ett eget produktionssystem med stort fokus på Kaizen – Ständiga förbättringar.   Under arbetets gång stötte vi på en psykologisk och vetenskaplig teori om Förändringens fyra rum som anses vara ett kraftfullt hjälpmedel vid alla förändringar. / A change is a state that everyone experiences during their whole life, both privately as well as at work. Companies must change in order to keep their competitiveness. Resistance to change can be considered as the largest single threat against a successful implementation of a strategy in a company. One way to deal with the resistance is to apply the participation change model as well as suppressing fears and insecurity.    The purpose of this thesis was to achieve a higher understanding for how companies work with productivity improvements and if they experience any resistance when making these changes. The interviewed companies state as their absolute largest change to be the implementation of their own production system with big focus on Kaizen – Continuous improvements.   During our work we encountered a psychological and scientific theory about Four rooms of change which is considered to be a powerful aid of assistance during all changes.

Made available in DSpace on 2016-06-23T12:15:51Z (GMT). No. of bitstreams: 2 12.pdf: 3444028 bytes, checksum: 73c0e8984bffa4bb547494ec30407d6f (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2013 / Made available in DSpace on 2016-07-05T22:37:59Z (GMT). No. of bitstreams: 3 12.pdf.txt: 204813 bytes, checksum: 9eae4f603bf69f1c3e4907b919ce4332 (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) 12.pdf: 3444028 bytes, checksum: 73c0e8984bffa4bb547494ec30407d6f (MD5) Previous issue date: 2013 / A concorrência no setor farmacêutico é intensa e os produtos farmacêuticos possuem tempo de ciclo reduzido quando comparado com os grandes investimentos de P&D. Para concorrer neste setor, as indústrias estão sempre com foco em melhorar a eficiência dos processos de manufatura utilizando muitas vezes equipamentos complexos, modernos e automatizados com foco na produção para atingir as metas. Neste contexto, o objetivo deste trabalho é demonstrar o melhor controle da produção utilizando como base a metodologia de Manutenção Produtiva Total da Produção buscando a maximização da eficiência dos equipamentos e recursos disponíveis, utilizando várias ferramentas dentre elas a Overall Equipment Effectiveness (OEE) conhecida como eficiência global dos equipamentos de produção. Esta ferramenta permite monitorar o desempenho da linha de produção, identificar os principais gargalos, monitorar os índices de OEE, sugerir ações de melhoria no processo. Na análise de resultados do OEE ficou evidenciado que os setups, troca de máquina, representavam grandes desperdícios ao processo produtivo sendo então utilizado o SMED para redução destes tempos e conversão em tempos reais de produção. Também a utilização e implementação de outras ferramentas de apoio à implementação, manutenção e sustentação da produtividade como: trabalho padrão, análises de causa-raiz, guia de solução de problemas, criação de um conselho de OEE, educação e treinamento, Gemba, Kaizen, 5 s, trabalho padrão para liderança, controles visuais, reuniões de níveis de responsabilidade baseadas no sistema lean de gerenciamento de produção (Tier 1, Tier 2, Tier 3 e Tier 4). O conjunto destes resultados acaba aumentando o lucro, a produtividade e qualidade, reduzindo assim os custos para o setor farmacêutico possibilitando maior competitividade. Neste estudo ficou possível observar que com a implementação destas ferramentas de gerenciamento da produção transformou-se desperdícios envolvidos no processo em tempo real de produção. / The competition in the pharmaceutical industry is intense and the products have reduced life cycles when compared to the large investments in R&D. To compete in this sector is necessary to improve the efficiency of the manufacture processes often using complex, equipment, modern and automated with focus in the production to reach the goals. In this context, the objective of this work is to demonstrate better control of production basis in the use of Total Productive Maintenance seeking to maximize the efficiency of equipments using various tools among them the Overall Equipment Effectiveness. This tooling allows you to improve the acting of the production line, to identify the bottle mouths, monitor OEE index, and suggesting improve actions in the process. Related the results of OEE analysis have been demonstrated that setup represented major wast in the production process so that the tooling SMED was used to reduce the time of change on the machine and convertion on the productive time. Beyond use of OEE another tools are used to support the implementation, maintenance and support the productivity as standard work, root cause analysis, troubleshooting, creating of OEE Council, education & training, gemba, Kaizen, 5 S, leader standard work, visual control, tier accountability based on the Lean Methodology (Tier 1, Tier 2, Tier 3 and Tier 4). The group of these results ends up increasing the profit to the productivity, quality, and cost reduction to the pharmaceutical industry enabling greater competitiveness. In this study was possible to observe the implementation of managament production tooling that’s convert waste time in an production real time.

Submitted by Larissa Domingues (la_cissa@hotmail.com) on 2017-11-21T20:01:05Z No. of bitstreams: 3 DOMINGUES_LARISSA 2017.pdf: 2228092 bytes, checksum: cfd266bdcca4b1f81f067910ab6b2f73 (MD5) Autorização.pdf: 413587 bytes, checksum: 0a3b238aa4fa0d784713f521a4ce09d8 (MD5) Carta de encaminhamento Larissa.pdf: 627470 bytes, checksum: b2bfdd11a7c0254d6303c28c6f252a02 (MD5) / Approved for entry into archive by Milena Rubi ( ri.bso@ufscar.br) on 2017-11-22T13:58:58Z (GMT) No. of bitstreams: 3 DOMINGUES_LARISSA 2017.pdf: 2228092 bytes, checksum: cfd266bdcca4b1f81f067910ab6b2f73 (MD5) Autorização.pdf: 413587 bytes, checksum: 0a3b238aa4fa0d784713f521a4ce09d8 (MD5) Carta de encaminhamento Larissa.pdf: 627470 bytes, checksum: b2bfdd11a7c0254d6303c28c6f252a02 (MD5) / Approved for entry into archive by Milena Rubi ( ri.bso@ufscar.br) on 2017-11-22T13:59:08Z (GMT) No. of bitstreams: 3 DOMINGUES_LARISSA 2017.pdf: 2228092 bytes, checksum: cfd266bdcca4b1f81f067910ab6b2f73 (MD5) Autorização.pdf: 413587 bytes, checksum: 0a3b238aa4fa0d784713f521a4ce09d8 (MD5) Carta de encaminhamento Larissa.pdf: 627470 bytes, checksum: b2bfdd11a7c0254d6303c28c6f252a02 (MD5) / Made available in DSpace on 2017-11-22T13:59:18Z (GMT). No. of bitstreams: 3 DOMINGUES_LARISSA 2017.pdf: 2228092 bytes, checksum: cfd266bdcca4b1f81f067910ab6b2f73 (MD5) Autorização.pdf: 413587 bytes, checksum: 0a3b238aa4fa0d784713f521a4ce09d8 (MD5) Carta de encaminhamento Larissa.pdf: 627470 bytes, checksum: b2bfdd11a7c0254d6303c28c6f252a02 (MD5) Previous issue date: 2017-08-30 / Não recebi financiamento / Since the 1980s, after a series of publications in the academic and business literature, initiatives to implement the Toyotist approach become common in companies located in developed countries and, consequently, in organizations located in Latin America, Asia and Africa, as the headquarters begin to spread their learning to their subsidiaries. Thus, this work aimed to study the multi-plant adoption of a kaizen-based employee involvement program in two branches of an organization, located in Brazil (BR) and China (CH). Among the various programs and techniques associated with Lean Manufacturing, the choice for kaizen was due to the interest in understanding the possible mismatches between the discourses present in the Toyotist literature and the reality of modern companies that call themselves lean. The analysis of the results allowed to understand the main differences between BR and CH programs, with emphasis on the level of employee participation, the use of group ideas, the rewards system and the gains obtained. It should be noted that in BR the level of employee adherence to the program has been greater and this fact can be explained in part by its alignment with critical managerial practices to the establishment of the environment and model conducive to the culture of continuous improvement. However, the research found that the organization has failed in 9 of the 18 practices evaluated for BR and in 13 of the 18 practices evaluated for CH. That is, although the Toyotist literature presents kaizen programs as a form of partnership, collaboration and sharing between employee and employer, this becomes subject oof questions in the context studied. / A partir da década de 80, após uma série de publicações na literatura acadêmica e empresarial, tornam-se comuns as iniciativas de implantação da abordagem toyotista em empresas situadas nos países desenvolvidos e, em decorrência, em organizações situadas na América Latina, Ásia e África, na medida em que as matrizes passam a difundir seus aprendizados para suas subsidiárias. Assim, este trabalho buscou estudar a adoção multi-planta de um programa de envolvimento do trabalhador baseado no kaizen em duas filiais de uma organização, situadas no Brasil (BR) e na China (CH). Entre os diversos programas e técnicas associados à Manufatura Enxuta, a escolha pelo kaizen se deu justamente pelo interesse em compreender os possíveis descompassos entre os discursos presentes na literatura toyotista e a realidade das empresas modernas que se dizem lean. A análise dos resultados permitiu compreender as principais diferenças entre os programas de BR e CH, com destaque para o nível de participação dos funcionários, a utilização das ideias em grupo, o sistema de recompensas e os ganhos obtidos. Nota-se que em BR, o nível de adesão dos trabalhadores ao programa tem sido maior e tal fato pode ser explicado, em parte, por seu alinhamento às práticas gerenciais críticas para o estabelecimento do ambiente e do modelo propícios à cultura de melhoria contínua. Entretanto, a pesquisa constatou que a organização tem falhado em 9 das 18 práticas avaliadas para BR e em 13 das 18 práticas avaliadas para CH. Isto é, apesar da literatura toyotista apresentar os programas kaizen como uma forma de parceria, colaboração e compartilhamento entre empregado e empregador, isto se torna alvo de questionamentos no contexto estudado.

Comme la plupart des entreprises industrielles, la société Paul Hartmann a d’abord déployé l’approche Lean en production. L’implémentation des bases du Lean Office est décidée par l’application de la méthode Office Excellence (Kugel, 2010) dans le service support des approvisionnements. Or, cette méthode utilisée depuis 2002 par de grandes entreprises allemandes, est non testée scientifiquement. Notre recherche propose de tester cette méthode par étude de cas unique et d’évaluer sa complétude par rapport à la base conceptuelle du Lean Office. Une première contribution est la précision des concepts et des méthodes d’implémentation par une revue de la littérature. Et l’analyse longitudinale de cinq années se traduit d’abord par un constat d’échec ; la recherche-action devient alors recherche-intervention ingénierique. Les dynamiques et les difficultés rencontrées permettent, après des allers-retours constants avec la littérature, de proposer un construit méthodologique original, à l’usage des praticiens : LeanOffice@SCM. C’est une méthode d’implémentation mixte, avec une approche managériale en parallèle, et une approche opérationnelle en mode séquentiel. / Like most industrial companies, the Paul Hartmann company firstly deployed the Lean approach in factories. The implementation of Lean Office basic principles is decided through the Office Excellence method (Kugel, 2010) in the procurement support department. This method applied in some major German companies since 2002 has not been scientifically tested yet. Our research aims at testing this method with a unique case study approach and evaluating its completeness in comparison to the Lean Office’s concept base. A first contribution is made through a literature review for defining this Lean Office’s concept base. The five year-case study starts with a failure; the action-research moves to an intervention-research. After systematically challenging the case study learnings with the literature, our constructivist approach enables proposing an original Lean Office implementation method for practitioners’ use: Lean Office@SCM. It is a mixed approach made of a managerial part in parallel, and an operational one insequences.

För att bli en framgångsrik organisation talar man om kunskap– och lärprocesser som går genom organisationen, från individen till högsta ledningen. Det innebär att den kunskap som finns hos individerna måste synliggöras, delas, spridas och tas i bruk av andra i organisationen. I denna uppsats ligger fokus på processen. Här är lärandet och ledandet som regel av avgörande betydelse och en viktig framgångsfaktor. Den primära datainsamlingen har skett genom semistrukturerade intervjuer med chefer på Region Halland. Avsikten var att informanterna skulle få delge sin syn och erfarenhet inom valt ämnesområde. Resultatet har analyserats utifrån valda teorier och tidigare forskning inom ämnesområdet. Peter Senges teorier för den lärande organisationen fungerar i studien likt en ideologisk bakgrund som sammanfattar grunddiskursen och tänkandet kring begreppet den lärande organisationen. Fredrik Tell, Jonas Söderlund och Nancy Dixons modeller för kunskapsprocesser utgör i studien mer konkreta teorier som applicerats på det empiriska materialet. Studiens resultat ses utifrån chefernas perspektiv och uppfattningar. Resultatet gör tydligt att kunskapshantering står centralt och är avgörande för organisationens framgång. Medarbetare lär sig genom att lära tillsammans. Ännu en slutsats är att ledarskapet och medarbetarskapet i den studerade organisationen mer ses likna ett partnerskap, där chefen har stort inflytande över hur kunskapsöverföring sker. Samarbete, deltagande och anpassningsbarhet präglar chefers syn på den lärande organisationen. / The key to a successful organisation lies in knowledge management. In this study we acknowledge that knowledge exists within individuals and believe that this knowledge can serve of use to the organization through learning– and knowledge processes. In this paper we aim to highlight this process, where learning and leadership act as a crucial and important factor on the road to success. The primary empirical data has been collected via semi-structured interviews where informants where allowed to share their views and experience. The results have been analysed based on selected theories and previous research in the area of subject. Peter Senge presents a theory on learning organization which in this paper act as an ideologic framework which summarise the thinking behind the concept. Fredrik Tell, Jonas Söderlund and Nancy Dixon's models on how knowledge management can be applied in a practical context constitute more concrete theories in use. The study’s results are viewed from the managers perspectives and perceptions. The result emphasise that knowledge management is central and crucial in becoming a successful organisation. Employees learn by learning together. Another conclusion is that leadership and employeeship in the studied organization takes form as a partnership, where managers has influence on the way knowledge is transferred, shared and put into use. Teamwork, participation and adaptability characterizes managers' view of the learning organization.

Företagsvärlden omfattas av hård konkurrens som kräver en ständig utveckling av produkter, personal och verksamheten. Utvecklingen sker på bekostnad av hårda krav i arbetsbeskrivningar där ständigt förbättringsarbete ingår i arbetsrollen hos individerna. För att kunna sammanlänka ständiga förbättringar med verksamhetens välmående behövs ett strukturerat förbättringsarbete i form av en väl fungerande förslagsverksamhet. Förslagsverksamhetens syfte är att utnyttja erfarenheter och kunskaper från alla medarbetare genom att stimulera individernas kompetens och idégenerering för att sedan bidra med innovativa och konkurrensmässiga förbättringsförslag. Personal är en resurs som omfattar säregna kunskaper som inget annat företag kan kopiera, därför bör den användas till högsta grad. Syftet med examensarbetet är att kartlägga och ange förbättringsåtgärder för förslagsverksamhetsprocessen vid GKN Aerospace Sweden AB i Trollhättan. Arbetet bestod av en inledande litteraturstudie som innehöll indirekta och direkta faktorer som påverkar förbättringsarbetet med en koppling till förslagsverksamheters funktioner. För att konkretisera den teoretiska referensramen om verktygens innebörd till förbättringsarbetet utfördes en teoretisk samt en praktisk benchmarking. Företagets nuvarande förslagsverksamhet kartlades och analyserades för att sedan bygga en grund för kommande förbättringsförslag.GKN Aerospace Sweden är en del av GKN-koncernen som är verksam i fler än 30 länder runt om i världen och har ca 50 000 anställda. Företaget tillverkar komponenter till flyg- och raketmotorer samt utför service och underhåll. I dagsläget arbetar GKN Aerospace med en förslagsverksamhet som är beroende helt av ett internt IT-system och har en medelledtid på 43 veckor till beslut om belöning och åtgärd. Belöningar för förslag som inkommer är ekonomiska och beräknas fram genom en specifik belöningsformel. Hela förslagsverksamhetsprocessen är omfattande och i den ingår flertalet loopar för behandling av förslag. Examensarbetet resulterade i förbättringsförslag utifrån studier och nulägesanalys men skiljs åt från det förväntade målet att förbättra och utveckla nuvarande system. Problemet som uppkom var att nuvarande system inte stödjer verksamhetens förväntningar på förslagsverksamheten. Det resulterade i att ett helt nytt system med tillhörande rutiner och belöningsriktlinjer togs fram för att skapa incitament och högre motivation för inlämnandet av förbättringsförslag. Förbättringsförslagen mynnade ut i: avsatt tid, förbättringsarbete i grupp, uppstartsmöte, ny process, underlag för utveckling av nytt IT-system, ekonomisk och symbolisk belöning. / The business world is constantly subject to intense competition that requires continuous development of products, personnel and operations within the company. The development towards a better state comes at the expense of strict requirements in job descriptions where continuous improvement is part of the working role of individuals. In order to link the continuous improvement of the business well-being, there is a need of structured work for improvement in ways of a well-functioning suggestion scheme. Suggestion schemes main purpose is to utilize the experience and knowledge of all employees by encouraging individuals' skills and creativity, which will contribute with innovative and competitive suggestions. Personnel is a resource that covers particular knowledge that no other company can copy; therefore it should be utilized to the maximum extent possible. The aim of the project is to identify and specify improvement measures for the suggestion scheme at GKN Aerospace Sweden AB in Trollhättan. The work consisted of an initial literature review, which included direct and indirect factors effecting the continuous improvement with linkage to the proposed suggestion scheme. In order to concretize the theoretical framework of the tools main purpose for the continuous improvement, a theoretical and a practical benchmarking was utilized. The company's current suggestion scheme was mapped and analyzed, and a foundation for future improvements was established.GKN Aerospace Sweden is part of the GKN Group, which operates in more than 30 countries around the world and employs about 50 000 individuals. The company manufactures components for aircraft and rocket engines, as well as service and maintenance. In the current situation GKN Aerospace manages a suggestion scheme that depends entirely on an internal IT system and has an average lead time of 43 weeks until a decision is made. The reward system for received suggestions is an economic reimbursement calculated through a complex formula. The entire suggestion scheme process is extensive and includes several loops for conducting the evaluation of suggestions. The thesis resulted in improvement propositions based on studies and situation analysis, but differs from the expected target to improve and develop the current system. The problem that arose was that the current system does not support the company's expectations for the suggestion scheme process. It resulted in a completely new system with associated procedures and reward guidelines were developed to create incentives and higher motivation for the submission of suggestions for improvement. The improvement propositions resulted in: dedicated time for improvements, group-based activities for continuous improvements, start-up meetings, new process, basis for the development of a new IT system, economic and symbolic rewards.Date: 2015-

Keywords: E-commerce, Order process, Return process, Order picking, Waste, Lean production, Process flowchart, Poka Yoka, 5S, Six Sigma, Kaizen, Kata. Introduction: To sell products on the internet, it is important to be at the forefront of internal routines and processes to not be overtaken by a competitor. Small e-commerce companies do not have the same resources to implement autonomous processes to the same extent as large e- commerce companies, therefore this study examines the shortcomings in the order picking and return process for small e-commerce companies and how these shortcomings can be remedied from a Lean perspective to have an opportunity to compete on the market. Purpose: The aim of this study is to develop different opportunities for improvement from a Lean perspective by analyzing different e-commerce companies, focused on its processes within order picking and return management. Method: The study has been done as a qualitative case study with a deductive approach and a critically realistic approach. The primary data has been collected through semi-structured interviews and observations. Conclusion: Shortcomings as motion, defects, waiting and non-utilized potential have been identified in the order pick process and return process. Suggested Lean techniques as 5S, Kaizen & Kata and six sigma have been presented as methods for improving the identified shortcomings that occur in these processes for e-commerce companies.

En Perú, uno de los eslabones más importantes en la cadena de producción es el sector metalmecánico, debido a la contribución al PBI nacional en un 16.5% y la generación de millones de puestos de trabajo. Sin embargo, estudios estadísticos recientes han demostrado que las empresas metalmecánicas peruanas poseen una capacidad de producción de 40.6%, debido principalmente a deficiencias operativas como la baja disponibilidad de las máquinas, altos tiempos de configuración y desperdicios de producción. Este problema impide satisfacer la demanda proyectada que posee el sector y la generación de ingresos al país. Por ello, la presente investigación ofrece una solución aplicando un modelo de eficiencia operativa, la cual combina herramientas propias de la filosofía Lean Manufacturing, tales como SMED, Mantenimiento Productivo Total (TPM) y 5s bajo la metodología Kaizen. Como variables de entrada y salida del modelo se ubican los datos de producción, indicadores, técnicas de apoyo y nuevos procedimientos generados. El modelo fue validado en una empresa metalmecánica, en donde se obtuvo una mejora del 8% del OEE, reducción de los tiempos de configuración en 21% y reducción de la tasa de productos defectuosos en proceso del 20%. Esta nueva solución industrial permitirá a las empresas de la industria ser más competitivas en el mercado y adaptarlas a sus diferentes necesidades. / In Peru, one of the most important links in the production chain is the metalworking sector, due to the contribution to national GDP of 16.5% and the generation of millions of jobs. However, recent statistical studies have shown that Peruvian metalworking companies have a production capacity of 40.6%, mainly due to operational deficiencies such as low availability of machines, high setup times and production waste. The projected demand cannot be satisfied and the income to the country cannot be generated because of this problem. Therefore, this research offers a solution by applying an operational efficiency model, which combines Lean Manufacturing tools, such as SMED, Total Productive Maintenance (TPM) and 5s on the Kaizen methodology. There are inputs and output in the model like production data, indicators, support techniques and new procedures. The model was validated in a metalworking company, where the OEE was improved by 8%, set up time was reduced by 21% and the rate of defective products in process was decreased by 20%. This new industrial solution will allow companies in the metalworking sector to be more competitive in the market and change to their different needs. / Trabajo de investigación

Det här examensarbetet har fördjupat sig inom två områden inom kvalitetsledning. Det första området är ”ständiga förbättringar av processer”. Den andra är en ”mjuk sida” av kvalitetsledning, värderingarna.En enkät har tagits fram som ska kunna mäta stöd för olika värderingar. Motiveringen att göra det kan vara en önskan att skaffa sig en utgångspunkt i förbättringsarbetet för sitt arbete med förbättring av processer, inom en organisation eller företag. Denna enkät bör även lätt kunna modifieras för att bli användbar även för andra forskare eller organisationer för att mäta en utgångspunkt i sitt förbättringsarbete av processer.I detta arbete har utvärdering gjorts av två olika gruppers resultat för sex olika värderingarna (med enkät samt efterföljande intervjuer) som anses viktiga inom offensiv kvalitetsutveckling.Rapporten ger även förbättringsförslag till organisationen för utveckling av sitt arbete med ständiga förbättringar processer, för några av de värderingar som studien indikerade att stödet behövde utvecklas för. / This degree project has deepened into two areas within quality management (QM). The first area is “Continuous improvements of processes”. The second is a “soft side” of QM, the values.A survey has been developed that can measure support for different values to be able to provide a starting point for the improvement work with process improvement, within an organization or company. This survey can easily by using the same methodology as used in this work, being modified to be useful for other researchers or organizations.In this work, evaluation of results, from two different groups has been made, of support for six values (using questionnaires and subsequent interviews) as considered important in QM.The report also provides improvement suggestions to the organization for development of the work of “Continuous improvements of processes”, regarding some of the QM-values which is proposed to improve. / <p>2020-06-26</p>

Bakgrund: Sjukfrånvaro har länge varit ett centralt och politiskt samhällsproblem i Sverige. En orsakande faktor för medarbetarnas ohälsa är stress och psykiska påfrestningar, vilket bland annat kan påverkas av ledarskap. Det finns olika ledarstilar som chefer kan tillämpa, vilka har olika påverkan på medarbetarnas hälsa. Dessa är transformativ och transaktionell ledarstil samt demokratisk eller relationsorienterad ledarstil och auktoritär eller uppgiftsorienterad ledarstil. Fördelaktigt för de anställdas hälsa är ledarskap som tillämpar Kaizen som arbetsmetod vilket förklaras som att verksamheten kontinuerligt ska förändras till det bättre. Således visar tidigare forskning att ledarskapet kan ha betydelse för medarbetarnas psykosociala hälsa på arbetsplatsen. Syfte: Studiens syfte är att beskriva och analysera skillnaden mellan chefers ledarskap på avdelningar med hög respektive låg sjukfrånvaro. För att besvara syftet utgår studien från teorier om ledarstilar och arbetsmetoden Kaizen. Metod: För att besvara studiens syfte har både chefers och medarbetares perspektiv på problemet tagits tillvara på i undersökningen genom en kvalitativ och kvantitativ studie med en iterativ växelverkan mellan deduktiv och induktiv ansats. En komparativ metod har genomförts då två jämförbara avdelningar, med hög respektive låg sjukfrånvaro, har studerats. Slutsats: Studiens resultat är att chefers ledarskap skiljer sig utifrån vilka ledarstilar som tillämpas samt i vilken grad chefer arbetar enligt Kaizen. Chefer som har olika ledarskap har även medarbetare med olika sjukfrånvaro, således kan chefers ledarskap ha betydelse för medarbetarnas sjukfrånvaro. / Background: Sickness absence have long been a central and political societal problem in Sweden. One factor that has caused employee’s ill health is job strain and psychic stress which may be influenced by leadership. There are different leadership styles that managers can apply which have different effects on employee health. These are transformative and transactional leadership styles as well as democratic or relationship-oriented leadership styles and authoritarian or task-oriented leadership styles. Advantageously for employee health is leaders who apply Kaizen as a working method. Kaizen can be described as continuous improvements. Thus, leadership is significant for employees' psychosocial health in the workplace. Purpose: The purpose of this study is to describe and analyze the difference between managers' leadership in departments with high and low sick leave. To answer the purpose, the study is based on theories of leadership styles and the Kaizen method. Method: To answer the purpose of this study, both managers and employees have given their perspective to the problem. They have participated in the survey through a qualitative and quantitative study with an iterative interaction between deductive and inductive approach. The study has been carried out using a comparative method by studying two comparable departments with reported high or low sickness absence.   Conclusion: The result of this study is that the leadership differs according to the leadership styles applied and to what extent managers work according to Kaizen. Managers with different leadership also have employees with different sickness absence. Thus, manager’s leadership can be important for employees' sickness absence.