Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.

Lean manufacturing is the method to drive the costs down. Thesis concerns historic development of lean manufacturing methods giving special attention to Taylor's scientific management, husbands Gilbreth motion studies and Ford's production schema for "T" model. From today praxis the thesis is considering TPS (Toyota Production System) developed by Toyota Motor Corporation as an application of lean manufacturing. It was further developed by James Womack and Daniel Jones in their lean manufacturing theory analysis. The thesis introduces the example about fictitious HAD Corporation that is constructed on the bases of three real IT global companies. Analysis applies Womack's and Jones theory of lean manufacturing including five steps: value, value stream, flow, pull, perfection. The thesis can serve as an overview of lean manufacturing history, current methods and case study.

No description available.

With the current global financial crisis, the uncertain economic outlook in South Africa and the pressure on financial institutions to operate more effectively and efficiently, there has been a significant shift in focus for banks in South Africa. This shift in focus entails placing greater emphasis on stream-lining internal operations, an increased focus on customer needs, and a superior service delivery in relation to competitors, in order to retain their existing customer base as well as to increase market share. Many organisations have adopted lean manufacturing as their approach to process optimisation and quality management, in an effort to improve their efficiency and value offering for customers. The objective of this research was to identify a financial institution in South Africa that has already adopted the lean approach, and to focus on the physical implementation of their lean projects so as to understand what the success factors are in this regard. This paper presents a detailed literature review, highlighting key success factors for the implementation of lean. The research questions are based on these factors. The report presents findings from 20 face-to-face interviews with subjects involved in the physical implementation of lean projects in the bank selected for the analysis. The paper reveals that the top five success factors for the successful implementation of lean projects are commitment and involvement from senior management; buy-in from staff that are being effected by the project; resources with the relevant and appropriate skills and competencies to execute the change, a culture focused on lean; and finally, for all parties involved to have a clear shared goal and understanding of what the project aims to deliver. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

El presente proyecto sobre el proceso de producción de películas plásticas nos muestra el problema del incremento de devoluciones de productos de una empresa que produce películas plásticas para empaques flexibles. Entre los factores que generan el incremento de devoluciones de productos de la empresa están los defectos de los films por la mala manipulación de materiales y, sobre todo, por el punto duro en las bobinas a causa del tiempo excesivo de setup de la extrusora haciendo que el cabezal se caliente y la extrusión no sea pareja. La extrusión es un proceso clave para la producción de los materiales plásticos; puesto que, transforma el polipropileno y los aditivos en láminas plásticas. Este retraso en los tiempos de preparación de la maquinaria por parte de los operarios genera el sobrecalentamiento del cabezal y; por lo tanto, productos defectuosos en la siguiente línea de producción que son devueltos a la empresa por los clientes. Con la finalidad de enfrentar este problema se desarrolla una propuesta utilizando la herramienta SMED de Lean Manufacturing para disminuir el tiempo de preparación de la extrusora y aumentar la productividad de la empresa. Para la validación de la propuesta se simula el sistema y la reducción del tiempo en el proceso de preparación de la máquina extrusora para el cambio de producción. / The present project show the problem of an increase in product returns for a company that produces plastic films for flexible packaging. Among the factors that have resulted in the increase of returned products are defects in the films caused by the poor manipulation of materials and, above all, the hard point in the coils caused by excessive extruder preparation time, causing the extrusion head to overheat as well as uneven extrusion. Extrusion is a key process in the production of plastic materials as it transforms polypropylene and additives into plastic sheets. The delay in the preparation time caused by machine operators leads to the overheating of the extrusion head and, therefore, defective products that are ultimately returned to the company by customers. In order to confront this problem, a proposal was developed using the SMED tool of Lean Manufacturing in order to reduce the preparation time of the extruder and to increase the productivity of the company. For the validation of the proposal, we simulated the system to determine the resulting reduction in extruder preparation time. / Trabajo de Suficiencia Profesional

Tese de mestrado integrado. Engenharia Mecânica. Universidade do Porto. Faculdade de Engenharia. 2011

En la actualidad, la gestión de riesgos de calidad es un tema de gran importancia en todas las organizaciones. Sus principios, que son eficazmente utilizados en diversos campos, también están siendo aplicados, de manera limitada, en la industria farmacéutica; a pesar de que la fabricación y la utilización de medicamentos implican algún tipo de riesgo. En la industria farmacéutica nacional es conocido que la tecnología utilizada para la fabricación de medicamentos está un poco desactualizado; por ende, los riesgos presentes, en sus distintas etapas de fabricación, pueden influir en directamente en los atributos críticos de calidad (CQA´s) y en la salud del paciente. Es por esta razón que nos propusimos gestionar los riesgos presentes en las etapas de secado de excipientes y envasado de polvos para suspensión oral a través de dos metodologías: Gestión de riesgos y Lean Six sigma (Lean manufacturing, metodología DMAIC) con el objetivo de identificar, mejorar, y controlar los factores que representen desperdicios o riesgos en los procesos de secado y envasado. Los resultados obtenidos en la siguiente investigación demuestran que la utilización de herramientas Lean Six-Sigma pueden ser utilizados para la reducción o eliminación de riesgos presentes en ambientes de producción farmacéutica, mejoran la eficiencia de los procesos incrementando la disponibilidad y rendimiento de los equipos; así como, aumentan la capacidad de proceso. Estas mejoras permiten reducir los riesgos asociados a estas operaciones obteniendo un proceso más seguro y eficiente. Palabras clave: Gestión de riesgo, Lean Manufacturing, Six-sigma, CQA´s, eficiencia, disponibilidad, capacidad / --- At present, the quality risk management is a major issue in all organizations. Its principles, which are effectively used in various fields are also being applied in a limited way, in the pharmaceutical industry; although the manufacturing and use of drugs involve some risk. In the domestic pharmaceutical industry it is known that the technology used for manufacturing drugs is a bit outdated; therefore, the risks involved, at various stages of production can influence directly critical quality attributes (CQA's) and patient health. It is for this reason that we set out to manage the risks in the drying stages of excipients and packaging of powder for oral suspension through two methodologies: Risk Management and Lean Six Sigma (Lean manufacturing, DMAIC methodology) with the aim of identifying, improve, and control the factors that represent waste or risks in drying and packaging. The results obtained in the following research showing that the use of Lean Six Sigma tools can be used to reduce or eliminate risks involved in pharmaceutical production environments, improve process efficiency by increasing the availability and performance of equipment; and increase the processing capacity. These improvements can reduce the risks associated with these operations to obtain a safer and more efficient process Keywords: risk management, Lean Manufacturing, Six Sigma, CQA´s, efficiency, availability, capacity / Tesis

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.

Background: There are various manufacturing methods and systems in automobile industries throughout the world. Of these, many practice lean manufacturing methods. The most effective and influential to all of these methods is the “Toyota Production System” (TPS). The TPS was invented by Toyota's founding fathers in 1930 in Japan. The TPS continuously evolves making it a benchmark for the manufacturing, product development or any other sector of industry. It is fully based on “Socio-Technical” systems in a continuously changing manufacturing environment. It is about learn through doing and also about tacit knowledge and not explicit procedural knowledge. Outcome: The Toyota Production System is called “The Toyota Way” and it actually gives you a roadmap or more of a compass to set your direction and helps you steer your own course. Toyota has internally developed simple but effective tools and consistently trains their team members to implement those in all aspects of manufacturing and designing their vehicle. For example, Toyota has developed Kaizen or continuous improvement through which they eliminate waste that adds cost without adding value no matter how small it is. Toyota is known for the quality of their products. Not surprisingly their product is made at a significantly lower price within a given segment of the auto market. It is a result of hard work, innovation, and a Japanese work culture of generations at Toyota all across the world. Conclusions: Through theoretical analysis backed by my personal observations as an employee and from the sales figures of Toyota automobiles, I firmly believe that Toyota backs up its philosophy of long term benefits over short term financial goals. The right processes will produce right results. It is also one of the top companies among their group of long term suppliers as Toyota challenges them and helps them to improve. Initial quality and customer satisfaction surveys of J.D.Powers and Associates for Toyota and Lexus vehicles have won numerous awards since 2001. / text

Thesis (M.S.)--Rochester Institute of Technology, 2009. / Typescript. Includes bibliographical references (leaves 104-108).