PSA Peugeot Citroën, a French automaker, has one plant in Brazil, located in Porto Real, Rio de Janeiro. This factory mounts 29 vehicles / hour of eight different models, four models of Peugeot and Citroën brand four. This great variety of models generates complexity in the production process and wide range of parts. This study aims to analyze the impact of diversity, illustrate wasteful standard concept of 3MUs (MUDA, MURI, MURA) and present a study of reducing overall diversity. This will be used to apply the tools and techniques of `Lean Manufacturing Concept. The Lean production system, which basically seeks to eliminate waste, presents several concepts that can and should be applied in studies of eliminating diversity. Among the concepts that can be used stand out studies Time and Methods, SMED, 5S, Kanban, Value Stream Mapping and Kaizen and Poka-Yoke. Through analysis of cases will demonstrate that reducing the diversity of parts and reduce costs, avoid waste and adding a number of benefits, impacts directly on the entire production chain of the automaker. The reduction of diversity interferes with logistics (transport, handling, storage, control), quality (robustness of process variability), production (surface, rework), systems (complex document base, variety of systems), engineering (equipment, investments, solutions) and suppliers (setups, inventories). Therefore, this work is of extreme importance and relevance for companies with a high level of competitiveness, such as assemblers, stay ahead in the job market and offer the best value for money offers. / A PSA Peugeot Citroën, montadora de origem francesa, possui uma única fábrica no Brasil, localizada em Porto Real, Rio de Janeiro. Essa fábrica monta 29 veículos/hora de oito modelos distintos, sendo quatro modelos da marca Peugeot e quatro da marca Citroën. Essa grande variedade de modelos gera uma complexidade no processo produtivo e grande diversidade de peças. Esta dissertação tem como objetivo analisar o impacto da diversidade, exemplificar os desperdícios no padrão do conceito dos 3MUs (MUDA, MURI, MURA) e apresentar um estudo de redução da diversidade geral. Para isso, será utilizada a aplicação das ferramentas e técnicas do `Lean Manufacturing Concept. O sistema de produção Lean, que basicamente busca a eliminação de desperdícios, apresenta diversos conceitos que podem e devem ser aplicados nos estudos de eliminação da diversidade. Entre os conceitos que podem ser utilizados, destacam-se Estudos de Tempos e Métodos, SMED, 5S, Kanban, Mapeamento de Fluxo de Valor e Poka-Yoke e Kaizen. Através da análise de casos, se mostra que a redução da diversidade de peças, além de reduzir custos, evitar desperdícios e agregar uma série de benefícios, impacta diretamente em toda a cadeia produtiva da montadora. A redução da diversidade interfere na logística (transporte, movimentação, armazenagem, controle), na qualidade (robustez do processo, variabilidade), na produção (superfície, retrabalhos), nos sistemas (complexa base documental, variedade de sistemas), na engenharia (equipamentos, investimentos, soluções) e nos fornecedores (setups, estoques). Portanto, a presente dissertação é de extrema importância e relevância para que empresas com alto nível de competitividade, como as montadoras, permaneçam a frente no mercado de trabalho e ofereçam as melhores ofertas de custo-benefício.

Basierend auf den erfolgreichen Einsätzen von Lean Management in der Automobilbranche und darauffolgend in weiteren Wirtschaftszweigen übernahmen auch immer mehr große IT-Dienstleister diese Prinzipien und Konzepte. Kaum ausgeprägt ist jedoch bisher der Einsatz von Lean Management in Unternehmen, die primär IT-Dienstleistungen für externe klein- und mittelständische Kunden anbieten. Die dazu notwendigen Produkte müssen individuell auf die Kundenanforderungen zugeschnitten sein und sind deshalb sehr heterogen und kostenintensiv. Werden die Potentiale in den Bereichen Personaleinsatz, Durchlaufzeiten und Qualität mittels der Anwendung von LM-Prinzipien ausgeschöpft, sind große Effizienzsteigerungen realisierbar. Deshalb ist es wert, gerade auch für das klein- und mittelständische Dienstleistungssegment zu überlegen, wie die Lean-Management-Prinzipien trotz dieser komplexen Problemstellung umgesetzt werden können. Zu diesem Zweck wird in der Arbeit auf Basis der leanen Grundüberlegung Vermeidung von Verschwendung ein Modell entwickelt, das das schlanke Managementkonzept mit dem Best-Practise-Framework ITIL verknüpft. Die Umsetzung dieses Modells lässt Effizienzsteigerungen, Verbesserungen in der Prozessqualität sowie die Erhöhung der Kunden- und Mitarbeiterzufriedenheit erwarten. / Based on the successful Lean Management applications in the automotive industry and, subsequently, in other sectors of the economy, a growing number of large IT service providers has adopted these principles and concepts. However, the use of Lean Management is hardly distinctive among companies that offer primarily IT services for external small and medium-sized customers. The products necessary for this must be individually tailored to customer requirements and are, therefore, heterogeneous and costly. If potential is fully utilized by applying Lean Management principles in the areas of human resource placement, lead times and quality, major gains in efficiency can be achieved. It is, therefore, worth considering how Lean Management principles can be implemented, in spite of the complex problem statement, even for the small and medium-sized service segment. Towards that end, within this paper a model is developed on the basis of the \"lean\" rationale of Waste Avoidance, which links the Lean Management concept with the Best Practice Framework of ITIL. The implementation of this model makes way for gains in efficiency, improvements in process quality, as well as increased satisfaction among customers and employees.

Lean production har under lång tid haft en väsentlig koppling till Toyota Production System (TPS) som förknippas med tillverkningsindustrin. Vid senare skede har lean production utvecklats och format sig till tjänsteföretag i form av “lean service” som bankbranschen har fått fäste om. Inom denna studie har vi studerat hur begreppen RBV, Muda, Lean samt Kaizen kan implementeras i banksektorn för att minska på ineffektiv användning av resurser.    Vi har genomfört semistrukturerade intervjuer med svenska banker som SEB samt Handelsbanken, och vi har kommit fram till att med hjälp av muda (slöseri) och kaizen (ständig förbättring) har bankerna förmågor att utveckla sin verksamhet. Däremot används inte lean som koncept idag, men har gjort det tidigare. Dock arbetar båda bankerna med konceptet Muda och Kaizen utifrån minskat slöseri av resurser inom verksamheten, eftersom att ordet Muda betyder slöseri. Banksektorn är dessutom i ständig utveckling för att förbättra sin verksamhet för omgivningen i helhet. Vilket är en av bankernas stora roller som samhällsbärande, att ständigt förbättra sin verksamhet, och vara förberedda på eventuella katastrofer som kan uppstå, tex som covid-19 som hade en otrolig påverkan på världens ekonomi och landets samhälle i sig.  Som slutsats har vi konstaterat två nyckel teman som varit relevanta i resultatet, dessa är; bankernas begränsningar samt digitalisering. Alltså att bankerna har vissa regler samt lagstiftelser att följa. Samtidigt som de väsentliga processer som utvecklas är i stora drag digitalisering av processer. I syfte att öka effektivitet av processer, genom att minska på antal resurser för bästa möjliga lönsamhet.  Baserat på att det studerade ämnet är relativt nytt, utifrån ett vetenskapligt perspektiv så har studiens metodiska tillvägagångssätt genom semi-strukturerade intervjuer haft en stor roll i studiens insamling av information. Inledningsvis introduceras begreppet lean och muda för att få en djupgående förståelse som läsare om de olika koncepten. / Lean production has for a long time had a significant connection to the Toyota Production System (TPS) which is associated with the manufacturing industry. At a later stage, lean production has developed and formed into service companies in the form of “lean service” which the banking industry has gained a foothold in. In this study, we have studied how the concepts of RBV, Muda, Lean and Kaizen can be implemented in the banking sector to reduce inefficient use of resources.   We have conducted semi-structured interviews with Swedish banks such as SEB and Handelsbanken, and we have concluded that with the help of muda (waste) & kaizen (continuous improvement), the banks have the ability to develop their operations. However, lean is not used as a concept today, but has been in the past. However, both banks work with the concept Muda and Kaizen based on reduced waste of resources within the business, because the word Muda means waste, and the banking sector is constantly evolving to improve its business for the environment as a whole. Which is one of the banks' major roles as a community leader, to constantly improve their operations, and be prepared for any disasters that may arise, such as covid-19 which had an incredible impact on the world economy and the country's society itself. In conclusion, we have identified two key themes that have been relevant in the result, these are; banks' restrictions and digitalisation. That is, the banks have certain rules and laws to follow. At the same time, the essential processes that are being developed are largely digitization of processes. In order to increase the efficiency of processes, by reducing the number of resources for the best possible profitability. Based on the fact that the subject studied is relatively new, from a scientific perspective, the study's methodological approach through semi-structured interviews has played a major role in the study's collection of information. Initially, the concepts of lean and muda are introduced in order to gain an in-depth understanding as a reader of the various concepts.

[pt] Atualmente é cada vez mais importante que uma empresa ganhe destaque, garantindo maior competitividade no seu mercado. Independentemente da área de atividade, ações de melhoria dos serviços e ou produtos, que aprimorem (i) qualidade dos serviços, (ii) aumentem a competitividade e (iii) aumentem poder de penetração, são cada vez mais valorizadas. Nesse cenário, laboratórios de ensaio e calibração acreditados (LECA) buscam manter e aumentar a qualidade dos seus serviços, o que se reflete tanto na satisfação por parte dos clientes quanto na obtenção e manutenção de acreditação. Desta forma, a presente dissertação visa propor um modelo hibrido (Kaizen e Lean Six Sigma) de avaliação da melhoria contínua da qualidade para laboratórios de ensaio e calibração, contribuindo para o aperfeiçoamento dos processos e as análises realizadas em LECA, visando tanto a redução de custos e desperdícios quanto a garantia da qualidade pós acreditação. Para tanto, foi realizada uma pesquisa survey com profissionais que atuam em diferentes setores de LECA de forma a se obter um perfil dos desafios associados a qualidade dos mesmos. Os resultados obtidos permitiram calcular o nível de maturidade de cada requisito analisado, identificando o requisito Pessoal como o de maior prioridade (menor maturidade). Com base nos resultados foi proposto tanto um modelo de avaliação continua da qualidade a ser empregado em LECA quanto recomendações de gestão da qualidade. / [en] Currently, it is increasingly important for a company to stand out, ensuring greater competitiveness in its market. Regardless of the field of activity, actions aimed at improving services and/or products, which enhance (i) service quality, (ii) competitiveness, and (iii) market penetration, are increasingly valued. In this scenario, testing and calibration laboratories (TCL) seek to maintain and increase the quality of their services, which is reflected both in customer satisfaction and in obtaining and maintaining accreditation. Thus, this dissertation aims to propose a hybrid model (Kaizen and Lean Six Sigma) for evaluating continuous quality improvement for testing and calibration laboratories, contributing to the improvement of processes and analyses conducted in TCL, aiming at both cost and waste reduction and ensuring post-accreditation quality. To this end, a survey was conducted with professionals working in different TCL sectors in order to obtain a profile of the challenges associated with their quality. The results obtained allowed the calculation of the maturity level of each analyzed requirement, identifying the Personnel requirement as the highest priority (lowest maturity). Based on the results, both a continuous quality evaluation model to be employed in TCL and quality management recommendations were proposed.

<p>Syfte: Uppsatsens syfte är att analysera i vilken utsträckning Kaizen tillämpas i det kvalitetsarbete som bedrivs på Karolinska Universitetssjukhuset, Capio S:t Görans Sjukhus samt Danderyds Sjukhus AB.</p><p>Metod: En fallstudie har utförts vid tre sjukhusen i Stockholmsregionen. Primär- och sekundärdata har samlats in genom semistrukturerade intervjuer respektive litteratur, rapporter, artiklar och elektroniska källor.</p><p>Teori: Kaizen är ett synsätt som sätter människan i fokus och arbetar utefter ständigt förbättringsarbete med kundfokusering som högsta prioritet. TQM är en filosofi samt innefattar vägledande principer som innebär att arbeta aktivt med kvalitetsfrågor. Strukturerade modeller används till hjälp för utförandet av förbättringsarbetet. Processorientering innebär att personal från olika funktioner arbetar med flöden kopplat till en speciell produkt eller kund, där effekten blir att optimera flödena istället för funktionerna.</p><p>Empiri: Empirin belyser de tre sjukhusens organisationsstruktur samt en faktabeskrivning om sjukhusens respektive kvalitetsarbeten. Resultatet som framkommer redogör i vilken utsträckning sjukhusen applicerar Kaizen i sitt arbete.</p><p>Slutsats: Samtliga av sjukhusen bedriver kvalitetsarbeten som har starka likheter med vad Kaizenfilosofin förespråkar. Sjukhusen anser även att det är viktigt att ta till vara på personalens kompetens och stimulera engagemang och utveckling i deras arbete. Genom att verka för att hela verksamheten är involverad i kvalitetsarbetet ökar det möjligheten till ett bestående resultat.</p>

Current concepts of environmental waste focus on the total production of waste from a production plant or industrial setting and the subsequent consequences on the natural environment. Hence, there is an emphasis on containing waste within the industrial boundaries and applying a post-production process to clean it up. However, waste is generated by individual processes within the production system and can be more effectively treated at this individual site level. Therefore, focused management of environmental waste reduction requires that production engineers first know what the environmental waste is and where specifically it is being generated. However, this is often simply not known with any accuracy. In addition, production plants are controlled and improved by lean methods. Current environmental waste methods lack integration with lean methods and thus are not included in the continuous improvement cycles. Consequently, there is a need to include environmental waste impacts alongside the other primary lean wastes. This work develops just such an integrative method which includes both environmental waste and Value Stream Mapping (VSM). This method was developed and tested in a re-manufacturing setting (i.e. Christchurch Engine Centre, Pratt and Whitney) and is able to represent a variety of environmental wastes. Specifically, it integrates aspects from the generic environmental standard ISO14001 through to an organisational environmental risk register. It provides integration within the VSM process which ensures that the established lean improvement programme (through the use of Kaizen improvements) is focused on specific environmental improvement actions. While the example for this thesis used the factors of carbon footprinting, perceived impact, costs to remediate and waste volumes (both removed from process and residual); the method is capable of being generalised to nth dimension environmental factors. It is thus able to represent a customised environmental waste index for any particular industry. Ambiguous user estimation of waste quantities was accommodated through PERT beta distributions. Several ways to represent the multi-dimensional environmental waste impact data were explored via industry focus group reviews and the preferred representation was designed to completion. The resulting method can be used by production staff to quantify and represent environmental impacts at the level of the individual processes and aggregated to report wastes for the whole value stream. The method may also be used by executives to align organisational practices with strategic objectives for waste reduction.

I denna rapport med titeln Lean production system-Implementering av produktionssystem samt dess hinder utifrån ett organisatoriskt perspektiv, granskas kategorierna organisationsteori och Lean production system inom ramen för rapportens studie av ett fordonstillverkande företag. Specifikt ligger fokus på organisationskulturer, konflikter och motivationsteorier, men även utvecklings- och förbättringsprocesser, olika typer av slöserier som frekvent dyker upp och ledarskap ägnas uppmärksamhet med avseende på att skapa en djupare förståelse för hur en befintlig organisationskultur påverkas vid implementering av Lean production system och hur slöserier kan uppstå.   En av rapportens intentioner är att beskriva och analysera varför organisationer som implementerar och genomför Lean production system och integrerar detta i det egna produktionssystemet, kan uppleva svårigheter och medverka till att organisationer inte uppnår sina fulla potentialer. Föreliggande rapport använder som exempel i denna framställning företaget Volvo Cars i Göteborg som kategoriseras som en Lean hybrid. En Lean hybrid är företag som implementerat Lean production system med sitt egna produktionssystem och följer de principer Lean production system förespråkar. En viktig aspekt som underbygger syftet är att kunna beskriva de konsekvenser som sannolikt blir följden då organisationer inte anpassar strukturerna i sina produktionssystem efter vad Lean production system förespråkar om gällande förbättringsarbeten och arbetet mot att eliminera slöserier. Omvänt innebär detta att om befintliga produktionssystemen följer vissa principer och premisser, ska de verktyg och metoder som Lean production system erbjuder, vara giltiga och effektiva i målet att förbättra och förenkla  Syftet med rapporten var att undersöka varför organisationer med befintliga produktionssystem stöter på hinder och problem med att implementera och genomföra Lean production system i sina organisationer, samt hur stort inflytande organisationskultur och förhållningssätt har i denna process.  Rapportens metodansats utgörs av kvalitativa och kvantitativa metoder med tyngdpunkt på kvalitativ metod. En litteraturstudie har genomförts via de databaser som högskolan erbjuder. Insamling av data har skett genom observation, intervjuer och simuleringar för att få ett helhetsperspektiv på nuläget i Volvo Cars i Göteborg.   Rapportens resultat visar att en specifik organisationskultur kan medverka till att produktionsnedsättande faktorer som slöserier, tröghet i information och instruktion flödet, subkulturer, konflikter och bristande motivation skapas eller fortsätter att existera, men pekar också på vikten av att en organisationskulturs policy bör gestaltas på alla nivåer i en organisationsstruk- 2 -  tur. Problem och hinder kan således skapas och uppstå när det saknas en gemensam värdegrund för ledarskap, utbildning och kompetensutveckling. En konsekvens av detta är att produktionsnedsättande faktorer tenderar att bäddas in i redan befintliga och standardiserade rutiner, där förbättringsarbeten paradoxalt nog skapar en negativ utveckling av produktionsprocesser och med tiden utvecklas till typ-II slöserier. / In this report entitled Lean production system- Implementation of Lean as well as its obstacles from an organizational perspective, the categories of organization theory and Lean production system are examined in the context of the report's study of a vehicle-making company. Specifically, the focus is on organizational cultures, conflicts and motivational theories, but also development and improvement processes, different types of waste and leadership. Attention is given to creating a deeper understanding of how an existing organizational culture is influenced by implementation of Lean production systems and how wastes can occur.  One of the intentions of the report is to describe and analyze why organizations that implement and carry out Lean production systems and integrate this into their own production system can experience difficulties and help organizations not achieve their full potentials. The present report uses, for example, in this study the company Volvo Cars in Gothenburg, categorized as a Lean hybrid. A Lean hybrid is a company that implemented Lean production system with its own production system and adheres to the principles lean pro duction system advocates. An important aspect that underpins the purpose isto be able to describe the consequences that are likely to be followed when organizations do not adapt the structures in their production systems according to the Lean production system and what it advocates on continuous improvement efforts and efforts to eliminate waste. Conversely, this means that if existing production systems following certain principles and premises, the tools and methods provided by the Lean production system should be valid and effective in the goal of improving and simplifying.  The purpose of the report was to investigate why organizations with existing production systems encounter obstacles and problems in implementing and carrying through Lean production systems in their organizations, as well as the influence of organizational culture and approaches in this process.   The method of assessment of the report consists of qualitative and quantitative methods with a focus on qualitative methodology. A literature study has been conducted through the databases offered by the university. Data collection has been through observation, interviews and simulations to get a full-view perspective at the current moment in Volvo Cars in Gothenburg.  The report's results show that a specific organizational culture can contribute to the creation or continuation of production-reducing factors such as waste, inertia in information &amp; instruction flow, subcultures, conflicts and lack of motivation. However, it also emphasizes the importance of organizational culture policy being embodied at all levels in an organizational structure. Problems and obstacles can thus be created and arise when there is no common value base for leadership, education and competence development. One consequence of this is that production-lowering factors tend to be embedded in existing and standardized practices, where improvement efforts paradoxically create a negative development of production processes and eventually develop into Type II wastes.

The industry 4.0 is continuously aiming to produce faster, increasing quality, and strictly using what is necessary to achieve efficiency enhancement. Within the wide list of methods used to reach this target, robot automation is usually used, although is expensive and rigid. Alternatively, a Japanese cheap automation philosophy called "Karakuri", is being introduced by Volvo GTO to manage this goal. This thesis relies on this philosophy, which takes profit of the existing energy, like gravity, to put in motion mechanisms, in order to reduce costs and improve the production efficiency by developing a semi-automated material handling system. The design method followed, the Scrum, divides the thesis in several phases of development, presenting a fully developed solution at the end of each one and iteratively increasing the level of definition along the process, to finally provide a solution suitable to be implemented.

En el presente trabajo, se analizarán los principales beneficios de la aplicación de la metodología de Manufactura Esbelta en el área de producción de la empresa Jah’s Company S.A.C. Beneficios que también podrán ser alcanzados por las empresas PYME de la industria del calzado en general. La Manufactura Esbelta es mayormente conocida como Lean Manufacturing por su nombre en inglés. Cabe resaltar que la empresa Jah’s Company S.A.C. se dedica a la elaboración de calzado para damas con centro de operaciones en la ciudad de Lima-Perú. En este proyecto se parte de la hipótesis que los principales beneficios de la aplicación de la metodología en la empresa serán el aumento de la productividad y la disminución de los retrasos en la producción. Con respecto a la estructura del trabajo, este se divide en cinco capítulos; en el primero, se definen conceptos necesarios para la comprensión del proyecto; en el segundo, se describe a la organización en estudio; en el tercero, se elegirá la metodología más adecuada para demostrar la hipótesis anteriormente mencionada, en el cuarto capítulo se evaluarán propuestas de solución al problema existente, además se realiza una simulación con los distintos escenarios y en el quinto capítulo se realiza las conclusiones y recomendaciones a partir de todos los argumentos presentados en el proyecto de investigación. Estas conclusiones demuestran que el aumento de la productividad y la disminución de los retrasos en producción son los principales beneficios en la aplicación de la metodología. / In the present work, the main benefits of the application of the Lean Manufacturing methodology in the production area of the company Jah's Company S.A.C. will be analyzed. Benefits that can also be achieved by SMEs in the footwear industry in general. “Manufactura Esbelta” is better known as Lean Manufacturing by its English name. It should be noted that the company Jah's Company S.A.C. is dedicated to the development of footwear for ladies with operations center in the city of Lima-Peru. This project is based on the hypothesis that the main benefits of the application of the methodology in the company will be the increase in productivity and the reduction of production delays. With respect to the structure of the work, it is divided into five chapters; in the first, concepts necessary for understanding the project are defined; in the second, the organization under study is described; in the third, the most appropriate methodology will be chosen to demonstrate the aforementioned hypothesis, in the fourth chapter proposals for solving the existing problem will be evaluated, in addition, a simulation is made with the different scenarios and in the fifth chapter the conclusions and recommendations are made from all the arguments presented in the research project. These conclusions show that the increase in productivity and the reduction of production delays are the main benefits in the application of the methodology. Keywords: Lean Manufacturing; Mapping of the Value Chain; Eng. Of Methods; Kaizen, financial analysis, Promodel, Productivity / Tesis

Estágio realizado na Amorim & Irmãos, S.A. e orientado pela Eng. Alexandra Vinheiras / Tese de mestrado integrado. Engenharia Mecânica. Faculdade de Engenharia. Universidade do Porto. 2012