O sistema de produção que foca na geração de valor para o cliente e na eliminação de desperdícios já demonstrou seu poder no setor manufatureiro e agora começa a chamar a atenção do setor de bens e serviços. Um enfoque crescente, em particular, está sendo dado à aplicação dos conceitos lean no setor de saúde, sendo comumente denominado lean healthcare. A literatura apresenta diversos casos de hospitais que iniciaram sua jornada lean e já colhem seus resultados. Este trabalho visa analisar alguns desses casos, acompanhar e relatar uma aplicação prática conduzida pelo autor e, como resultado, contribuir com recomendações para condução de futuras implantações de conceitos lean em hospitais. / The production system that focuses on eliminating waste and generating value for the customer has already demonstrated its power on manufacturing sector and now is beginning to draw the attention of industry goods and services. An increasing focus, in particular, is being given to the application of lean concepts in the health sector, commonly known as Lean Healthcare. The literature contains several cases of hospitals that began their lean journey and most have good results. This paper aims to examine some of these cases, report a practical application conducted by the author and, as a result, to contribute with recommendations for future implementations of lean concepts in hospitals.

Dagens chefer tror att framtidens ledarskap behöver vara mer uppmärksam på förändringar inom och utanför den egna verksamheten. Utveckling av verksamheter kan ske på många sätt, bland annat genom kvalitetsutveckling inriktad mot ständiga förbättringar. En metod inom kvalitetsutveckling som fått stor spridning i världen är Lean. För att lyckas med en Lean implementering anser många forskare att ledarskapet är helt avgörande. Syftet med studien var att utveckla ökad kunskap om Lean ledarskap samt undersöka chefers värderingar och beteenden i förhållande till identifierade kriterier som kopplas till Lean ledarskap. En ny teoretisk modell för Lean ledarskap togs fram med fyra huvudkriterier, Utveckling av sig själv, Utveckling av andra, Systemförståelse och processer samt Kultur, värderingar och vision. En kvalitativ fallstudie genomfördes med hjälp av en webbenkät till samtliga chefer inom en myndighet. Respondenterna svarade på frågor om värderingar samt skattade sitt eget beteenden. Enkätens validitet stärktes utifrån att flera vetenskapliga källor, böcker och artiklar ligger till grund för frågorna. Resultatet visade att myndighetens chefer genom sina värderingar och beteenden uppfyller stora delar av de identifierade kriterierna som kopplas till ett Lean ledarskap. / Leaders of today believes that future leaders will have to pay more attention to changes both within and outside of their own business. Business improvement/development can be done in many ways, for example through quality improvement and continuous improvement. One methodology in quality improvement which has spread all around the world is Lean. According to several researchers, to succeed with Lean implementation, the leadership is crucial. The purpose of the study was to develop profound knowledge of Lean leadership and examine leaders’ values and behaviors in relation to identified criteria to Lean leadership. A new theoretical model for Lean leadership was developed consisting of four elements; Self-development, Development of others, Understanding of systems and processes, and Culture, values and vision. A qualitative case study with an internet survey was conducted including all leaders in a government body. The leaders answered a questionnaire about their values and behaviors. The surveys validity was strengthened through the use of several scientific articles and books for constructing the questionnaire. The result shows that the leaders through their values and behaviors fulfills most of the criteria connected to Lean leadership.

<p>Kanban, as well known as a practical toolkit of Lean, has become popular over recent years. Many companies are using Kanban to change and improve their own business and production situations. And many Kanban teams have reported successful implementations. However, there is no single best way to implement Kanban. What each Kanban entity does is to experiment.Kanban has been introduced to Åkers Sweden AB since the second half of 2008, when the global economic risk stated sweeping the world. Facing the shrunk demand, Kanban did drag Åkers Sweden out of the recession swamp. At present, Åkers Sweden is still on the implementing process of its updated Kanban philosophy. There are many obstacles need to overcome, a lot of vagueness need to be clarified, a crowd of aspects need to be improved.Facing this dynamic implementing condition, this thesis is expected to yield in a more practical oriented way, in order to deal with the existing problem in Åkers Sweden.In this thesis, description is used as an essential method to reveal different aspects of Kanban and illustrate how Kanban works. The Kanban is described from both partly and holistic ways. It is decomposed into several components, which is described respectively. And the holistic Kanban is mainly reflected on its goal.This detailed description does a preparation for the evaluation and analysis. SWOT analysis is used as the main analysis tool. Since the analysis process is very open, any thoughtful thinking could be involved into the outcomes. And the main purpose of the Kanban analysis is to inspire more re-thinking and realize continuous improvement.</p>

Estágio realizado na The Kaizen Institute e orientado pelo Eng.º António Costa / Tese de mestrado integrado. Engenharia Industrial e Gestão. Faculdade de Engenharia. Universidade do Porto. 2009

Estágio realizado na Ciclo Fapril, Industrias Metalúrgicas, SA / Tese de mestrado integrado. Engenharia Metalúrgica e de Materiais. Faculdade de Engenharia. Universidade do Porto. 2009

<p>This study is preformed at Westbaltic Components placed in Töcksfors Sweden. Themain target in this study is to make one of the company’s assembly lines better andmore effective. The assembly line constructs vending machines for different stores allover Europe.It will contain tobacco, snuff, cigarettes and shaving blades and many more similarproducts.The first step in our study is to locate the daily problems and find out a good way toreduce them and make them disappear. A good way to do this job easier was toconstruct a visualizing board. This board became one of our main tools in this study.The whole study is based on the Lean production philosophies.The visualizing board is the main tool, which will help us to solve the problems in theassembly line. During the study some variance in the construction appeared. Ourgoal was to make the vending machines similar to each other. To standardize thework some assembly instruction was developed.In a more competitive world the importance of a production in developing crucial. Thevending machines struggles with the reducing cost and to match this it is importantthe work is more effective and reduce the building time.The introducing of OEE will helping the assembly line to perform a better witch leadsthe company to better quality. When the visualizing board is filled with information willthe work with the 7 QC – tools begin. The 7 QC – tools is the start of the newdevelopment process for the company.</p>

Examensarbetet har genomförts på Preform AB i Laxå. Deras specialitet är legotillverkning av högkvalitativa produkter i tunnplåt, från råmaterial till färdig produkt. Företagets arbete med Lean produktion är i ett tidigt skede och uppgiften bestod i att göra en värdeflödesanalys, som är ett hjälpmedel för att organisera flödet i tillverkningen, på produktgruppen hydraultankar som tillverkas i en mängd olika varianter.Arbetet gick till stor del ut på att förstå och analysera nuläget, för att senare upptäcka och synliggöra förbättringsmöjligheter med ledtider i fokus. Det ska göra företaget mer förberett på att möta kunders behov och vara mera konkurrenskraftiga i en hårt pressad bransch.Resultatet av rapporten bekräftar om arbetet som pågår pekar i rätt riktning och visar var man bör lägga framtida förbättringar. Rapporten kan även fungera som en grund för att motivera samt som beslutsunderlag för ledningen i företaget. Genomförd analys av nuläget visade att den totala ledtiden var 27.5 dagar varav 21 dagar i samma mellanlager. Den värdehöjande tiden var endast 54 min. De flesta förbättringsmöjligheter som stöttes på under arbetets gång kan härledas till bristfällig planering i olika skeden. Med hjälp av synliggjord fakta i värdeflödeanalysen togs ett förslag över framtida flöde fram där olika operationer flyttas till en tanktillverkningscell som är frigjord från övriga produktionen. All tillverkning styrs av kundbehovet, för att på så vis tillverka efter vad kunderna efterfrågar och när det efterfrågas. Resultat blev en ledtid på 9 dagar, alltså en total reducering av 18,5 dagar i ledtid. Denna reducering leder till besparing av 216000 kr per år. / The thesis was performed at Preform AB in Laxå. Their speciality is subcontract manufacturing of high quality products made from sheet metal, from raw materials to finished product. The work with implementation of Lean production at the company is at an early stage and our task was to perform a value stream mapping (VSM), which is a tool to organize the flow of a manufacturing operation. The product group that were analyzed was hydraulic tanks, which are manufactured in a great variety. The work was mostly performed at the company and was primary to understand and analyze the present at the company. Later on improvement posibilities will be discovered with lead time in focus. That will result in a more competetive companay at a market under great pressure. The result of the thesis will confirm whether or not the work in progress is in the right direction and where future improvements should be done. The thesis is also a basic to motivate and will work as decision support for the leaders at the company. After a complete analyzis was made for the present stage it was shown that the total lead time was 27,5 days where only 54 minutes were value adding time. Of those 27,5 days, 21 were spent in inventory. Most of the improvement posibilities can be attributed to poor planning at different stages. By visible made facts from the value stream mapping, a proposal of a future flow with the needed operations were presented as a manufacturing cell only for tanks that are released from the other production. The manufacturing tempo is set by the customer need, which will ensure that the products is manufactured after what customers want and when prompted. The result became a reduction of lead time to 9 days, a total reduction of 18,5 days in lead time. The reduction leads to savings of 216000 swedish crowns per year.

Kanban, as well known as a practical toolkit of Lean, has become popular over recent years. Many companies are using Kanban to change and improve their own business and production situations. And many Kanban teams have reported successful implementations. However, there is no single best way to implement Kanban. What each Kanban entity does is to experiment.Kanban has been introduced to Åkers Sweden AB since the second half of 2008, when the global economic risk stated sweeping the world. Facing the shrunk demand, Kanban did drag Åkers Sweden out of the recession swamp. At present, Åkers Sweden is still on the implementing process of its updated Kanban philosophy. There are many obstacles need to overcome, a lot of vagueness need to be clarified, a crowd of aspects need to be improved.Facing this dynamic implementing condition, this thesis is expected to yield in a more practical oriented way, in order to deal with the existing problem in Åkers Sweden.In this thesis, description is used as an essential method to reveal different aspects of Kanban and illustrate how Kanban works. The Kanban is described from both partly and holistic ways. It is decomposed into several components, which is described respectively. And the holistic Kanban is mainly reflected on its goal.This detailed description does a preparation for the evaluation and analysis. SWOT analysis is used as the main analysis tool. Since the analysis process is very open, any thoughtful thinking could be involved into the outcomes. And the main purpose of the Kanban analysis is to inspire more re-thinking and realize continuous improvement.

This study is preformed at Westbaltic Components placed in Töcksfors Sweden. Themain target in this study is to make one of the company’s assembly lines better andmore effective. The assembly line constructs vending machines for different stores allover Europe.It will contain tobacco, snuff, cigarettes and shaving blades and many more similarproducts.The first step in our study is to locate the daily problems and find out a good way toreduce them and make them disappear. A good way to do this job easier was toconstruct a visualizing board. This board became one of our main tools in this study.The whole study is based on the Lean production philosophies.The visualizing board is the main tool, which will help us to solve the problems in theassembly line. During the study some variance in the construction appeared. Ourgoal was to make the vending machines similar to each other. To standardize thework some assembly instruction was developed.In a more competitive world the importance of a production in developing crucial. Thevending machines struggles with the reducing cost and to match this it is importantthe work is more effective and reduce the building time.The introducing of OEE will helping the assembly line to perform a better witch leadsthe company to better quality. When the visualizing board is filled with information willthe work with the 7 QC – tools begin. The 7 QC – tools is the start of the newdevelopment process for the company.

Byggmax i Gävle har haft problem med svinn som anses som en anledning till stora förluster vilket i sin tur påverkat anläggningens resultat. Kulturen på Byggmax ger möjligheter till platscheferna vid de olika Byggmaxanläggningarna att påverka verksamheten. Vid anställningen av den nya platschefen på anläggningen i Gävle påbörjades förändringsarbete inom Lean sedan januari 2010 med avsikten att eliminera svinn och förbättra flöden.  Lean kommer ursprungligen från Toyota Production System (TPS) som utvecklades inom biltillverkningsföretaget Toyota i Japan efter andra världskriget. Syftet med Lean är att öka produktionens effektivitet genom att eliminera slöseri. Under 90-talet började olika handelsföretag få större intresse för att utforma sina flöden mer effektivt, välja sina leverantörer med mer omsorg samt styra och planera med det tydliga målet att skapa kundvärde och därmed öka sin konkurrenskraft. Syftet med detta examensarbete är att undersöka och analysera införandet av Lean vid företag i byggvaruhandeln samt att ge rekommendationer till fallstudieföretaget Byggmax i Gävle för vidare arbete med Lean. I detta examensarbete har litteraturstudier, intervjuer och observation använts som datainsamlingsmetod. Dessutom har mötesprotokoll från Byggmaxanläggningen i Gävle studerats.  Empirin visar att Byggmax i Gävle har förbättrats och uppnått vissa mål i form av minskning av svinn, bättre ordning på anläggningen och bättre resultat samt positiv inställning till förändringsarbeten bland personalen. Samtidigt anser vi att det finns några aspekter som bör förbättras för att lyckas jobba med förändringsarbeten på långt sikt. Vi rekommenderar att Byggmax i Gävle ska tydliggöra och informera sin personal om förändringsarbetet och dess syfte. Vi rekommenderar även att utbilda personal, standardisera rutiner och att arbeta mer med kunden i fokus. Studien indikerar att det finns generellt intressanta framgångsfaktorer och hinder vid implementering av Lean som bl.a. handlar om synen på och kunskap om Lean, resursfrågor, vikten av standard, visualisering av problem och återkoppling från personal.