Matsvinn är ett aktuellt ämne och mycket arbete utförs för att på olika sätt hantera följder av detta. Syftet med denna studie är att studera problemen angående matsvinn utifrån ett lean management perspektiv. Studien är avgränsad till ”ICA nära Bredaryds” kött- och charkavdelning. Genom att identifiera de bakomliggande orsakerna till matsvinn samt undersöka hur grundläggande principer inom lean kan hantera dessa, försöker studien forma långsiktiga strategier i syfte att minska matsvinnet i livsmedelsbutiker. De två huvudorsakerna till matsvinnet som identifierats i studien är variation i kundernas efterfrågan samt variation i personalens arbetsmoment. För att hantera variationen i kundernas efterfrågan bör tankesättet “lean thinking” implementeras. Genom att arbeta med “lean thinking”-cykeln och kontinuerligt eliminera slöseri samt utveckla systemet så att det blir av dragande karaktär kommer kundernas variation att delvis kunna hanteras vilket i sin tur minskar matsvinnet. För att hantera variationen i arbetsmomenten bör standardiserade arbetssätt implementeras. Då all personal arbetar på samma sätt kommer variationen i utförandet av olika arbetsmoment att minska vilket i sin tur genererar ett minskat matsvinn. / Food waste is today a subject of large interest and a lot of work is currently being done to handle this issue. The aim of this study is therefore to give a contribution to the problem solving in this area from a lean management perspective. The study is limited to “ICA nära Bredaryds” department for cured meat and provisions. By identifying the underlying issues of food waste in connection with investigating how lean principles can handle these, the study aims to form long-term and strategic solutions on how to minimize waste in food shops. The two main causes of food waste that have been identified in the study are the variation in customer demand and the variation in how the staff perform their work. In order for the food shop to handle these two problems, two solutions have been suggested. In order to handle the variation in demand, the mindset of lean thinking should be implemented. By working with the lean thinking cycle and continuously eliminating waste and at the same time develop a pull system the variation in demand can be handled, which in turn will reduce the food waste. To handle the variation in workflow, standardized work methods should be implemented. Directing the staff to work the same way will reduce the variation in how the work is performed, which in turn will generate reduced food waste.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / There is a high margin of informality in small- and medium-sized companies in the bakery sector because of their lack of focus and poor standardization of their activities. Bakery SMEs, the activities of which have not yet been standardized, usually perform activities inefficiently, unnecessarily extending production times. The current average productivity of Lima-based SMEs is 1.7, a figure that, when compared with countries in the Pacific Alliance, is low. In addition, currently no methodologies seek continuous process improvement. Therefore, a Lean Process Management model was established to reduce activities and times. As validation, a production time simulation was performed in a warehouse, increasing the productivity to 2.08, with a percentage variation of 87.39% when compared with the initial productivity.

Matsvinn är ett aktuellt ämne och mycket arbete utförs för att på olika sätt hantera följder av detta. Syftet med denna studie är att studera problemen angående matsvinn utifrån ett lean management perspektiv. Studien är avgränsad till ”ICA nära Bredaryds” kött- och charkavdelning. Genom att identifiera de bakomliggande orsakerna till matsvinn samt undersöka hur grundläggande principer inom lean kan hantera dessa, försöker studien forma långsiktiga strategier i syfte att minska matsvinnet i livsmedelsbutiker.De två huvudorsakerna till matsvinnet som identifierats i studien är variation i kundernas efterfrågan samt variation i personalens arbetsmoment. För att hantera variationen i kundernas efterfrågan bör tankesättet “lean thinking” implementeras. Genom att arbeta med “lean thinking”-cykeln och kontinuerligt eliminera slöseri samt utveckla systemet så att det blir av dragande karaktär kommer kundernas variation att delvis kunna hanteras vilket i sin tur minskar matsvinnet. För att hantera variationen i arbetsmomenten bör standardiserade arbetssätt implementeras. Då all personal arbetar på samma sätt kommer variationen i utförandet av olika arbetsmoment att minska vilket i sin tur genererar ett minskat matsvinn.Nyckelord: Lean, / Food waste is today a subject of large interest and a lot of work is currently being done to handle this issue. The aim of this study is therefore to give a contribution to the problem solving in this area from a lean management perspective. The study is limited to “ICA nära Bredaryds” department for cured meat and provisions. By identifying the underlying issues of food waste in connection with investigating how lean principles can handle these, the study aims to form long-term and strategic solutions on how to minimize waste in food shops.The two main causes of food waste that have been identified in the study are the variation in customer demand and the variation in how the staff perform their work. In order for the food shop to handle these two problems, two solutions have been suggested. In order to handle the variation in demand, the mindset of lean thinking should be implemented. By working with the lean thinking cycle and continuously eliminating waste and at the same time develop a pull system the variation in demand can be handled, which in turn will reduce the food waste. To handle the variation in workflow, standardized work methods should be implemented. Directing the staff to work the same way will reduce the variation in how the work is performed, which in turn will generate reduced food waste.

Titel En kvalitativ fallstudie om hur företag förhåller sig till gapet mellan den operativa och den strategiska delen av Lean Nivå Kandidatuppsats   Författare Igor Jovanović och Linnea Juhlin   Handledare Stig Sörling och Tomas Källquist   Datum Maj 2014   Problem Tidigare forskning har påvisat att det finns ett gap i företagens användning av styrverktyget, där företagen i stor utsträckning förbiser vikten av den strategiska delen av Lean. Detta har gjort att företag har haft svårigheter att uppnå sina mål med användandet av styrverktyget.   Syfte Syftet är att skapa förståelse för hur tillverkande företag förhåller sig till gapet mellan den operativa och den strategiska delen av Lean, samt belysa de beståndsdelar gapet består av.   Metod Studien har antagit ett hermeneutiskt och socialkonstruktivistiskt perspektiv där tematisering och ett deduktivt tillvägagångssätt har använts. Studien har genom kvalitativ metod med fallstudiedesign studerat fyra stora företag med hjälp av semistrukturerade intervjuer.   Teori En genomgång av Lean-konceptet görs för att skapa förståelse för styrverktyget sedan fördjupar vi oss på den strategiska delen av Lean för att kartlägga de olika beståndsdelarna som kan överbrygga gapet.   Bidrag Gapet framträder inte lika tydligt i vår studie, fallföretagen har i sitt tankesätt störst fokus på den strategiska delen av Lean. Kultur och ledarskap är huvudbeståndsdelar i jobbet med att överbrygga gapet där den strategiska delen ämnar skapa positiv energi hos medarbetarna. Studien indikerar på att svårigheter med att införliva de teoretiska kunskaperna i praktiken ökar risken för att gapet ska uppstå.               Nyckelord: Lean Production, Lean Thinking, Lean kultur, Gap, operativ, strategisk, Dualism. / Title A qualitative case study research on companies attitude towards the gap between the operational and the strategic part of Lean Level Bachelor thesis   Authors Igor Jovanović and Linnea Juhlin   Supervisor Stig Sörling and Tomas Källquist   Date May 2014   Problem Earlier research has shown that there is a gap in how companies work with Lean where they largely overlook the importance of the strategic part of Lean. Due to this, companies have difficulties to achieve their goals with the use of the management tool.   Purpose The purpose of this report is to create an understanding of manufacturing companies’ attitude towards the gap between the operational and the strategic part of Lean, and to highlight the components that the gap might consist of.   Method The study adopts a hermeneutic and social constructionist perspective where thematisation and a deductive approach have been used. A qualitative approach with case study design has been used to study four large companies using semi-structured interviews.     Theoretic frame A review of the Lean concept has been conducted to create an understanding of the management tool. The study has then focused on the strategic part of Lean to identify the different components that may help to bridge the gap.   Contribution The gap is not as evident in our empirical study as in our theoretical framework. It appears as companies do have their focus on the strategic parts of Lean, at least in their way of thinking. Culture and leadership are essential components in the efforts towards bridging the gap. The strategic part of Lean intends to create positive energy among employees. The study indicates that a difficulty in incorporating the theoretical knowledge in practice increases the risk of creating the gap. Key words: Lean Production, Lean Thinking, Lean Culture, Gap, Operational, Strategic, Dualism

Digitalization as a driving force in the AEC industry is no longer a new subject when talking about accelerating innovation and solving environmental challenges. Traditional approaches can limit some of these outcomes and typically imply that many issues that could have been predicted with early involvement of stakeholders, are recognized in much later stages of the project at great expense. In a long run outlook, the operational phase of a building is notably the most demanding if accounting the lifecycle perspective of a building. Still, why is O&M lagging in adopting integrated models? This thesis approaches this subject from the assumption that Information Management plays a strategic role to oversee the different demands, urgencies and use from both sides.  The first theoretical framework used was Lean Management’s main premise that value is created through the identification of waste in a continuous improvement process. The second theoretical framework presented was to analyze the findings with the intention to simulate an optimal context for information flow and understand where the biggest bottlenecks are. The findings show that the perceived value on the information added is low from actors actually feeding the model, a bit higher from project managers but an essential part of information managers responsibility. Main issues related to digitalization were directly linked to the lack of communication between teams, lack of standards across different teams as well as difficulty in finding effective and accurate information. Practical issues with high information models related by the industry also demonstrate a necessity of more roles focused on information management. A model based on the five principles of Lean Management is in equivalence to Information Management is presented and then inserted as enablers for a continuous improvement cycle. Based on the findings, further research can evaluate in more detail the view from operational teams towards information management roles. / Digitalisering som en drivande kraft i AEC-industrin är inte längre ett nytt ämne när man talar om att påskynda innovation och lösa miljöutmaningar. Traditionella tillvägagångssätt kan begränsa vissa delar av resultatet och många frågeställningar som kunde ha besvarats genom ett tidigt engagemang av intressenter, blir lösta i mycket senare skeden av projektet, till stora kostnader. På lång sikt är driftsfasen i ett byggprojekt den mest krävande när man tittar på livscykeln av en byggnad. Så varför ingår inte O&M i integrerade modeller? Denna uppsats tar sig an detta ämne utifrån antagandet att informationshantering spelar en strategisk roll för att övervaka de olika kraven, hur brådskande det kan vara och användningen från båda sidor. Den första teoretiska utgångspunkten som användes var Lean Managements huvudsakliga premiss att värde skapas genom identifiering av avfall i en kontinuerlig förbättringsprocess. Den andra teoretiska utgångspunkten som användes var för att analysera resultaten med avsikten att simulera ett optimalt sammanhang för informationsflöde och förstå var de största flaskhalsarna låg. Resultaten visar att det upplevda värdet på den tillagda informationen är lågt från aktörer som faktiskt matar modellen, lite högre för projektledare men en viktig del av informationschefernas ansvar. Problemen relaterade till digitalisering var direkt kopplade till bristen på kommunikation mellan team, brist på standarder mellan olika team samt svårigheter att hitta effektiv och korrekt information. Praktiska problem med informationsmodeller relaterade till branschen visar också att det behövs fler roller som fokuserar på informationshantering. En modell baserad på Lean Management fem olika principer är i likhet med Information Management-praxis och presenteras och infogas sedan som möjliggörare för en kontinuerlig förbättringscykel. Baserat på resultaten kan vidare forskning utvärdera mer detaljerat synen från operativa team mot informationshanteringsroller.

Em um ambiente altamente competitivo, as empresas construtoras buscam sua sobrevivência e o aumento do valor para o cliente cada vez mais pela melhoria de sua produtividade e pela redução de seus custos. Esta busca se dá em geral pelo uso de novas tecnologias, porém não melhorar a gestão do seu processo produtivo na mesma proporção pode comprometer todo o investimento feito em tecnologias. Além disso, é fundamental conhecer o quê é valor para cada cliente, para poder escolher com exatidão os princípios e ferramentas de gestão da produção mais aderentes às suas necessidades específicas, gerando vantagem competitiva. Este trabalho, por meio de revisão bibliográfica e de um estudo de caso em uma empresa construtora, registra o processo de implantação e a percepção de mudanças pelas equipes de suas obras após os aperfeiçoamentos feitos em seu Sistema de Gestão da Produção, baseados em princípios do Lean Thinking. Os resultados obtidos na pesquisa e as análises críticas feitas pelo autor constituem uma rica fonte de informações para retroalimentação do Sistema de Gestão da Produção da empresa estudada, bem como para o de outras empresas que pretendam trilhar caminhos semelhantes. / In a highly competitive environment, construction companies seek their survival and the increase of value for their clients by improving productivity and reducing costs. Usually this search takes place through the use of new technologies, but not improving the management of their building process in the same proportion can compromise the entire investment in technology. Besides that it is essential to know what each client takes for value for choosing the best tools and methodologies for managing them as demanded by their specific needs, to generate competitive advantage. This work, based on a review and a case study in a construction company, records the implementation process and the changes perceived by its site management team, regarding improvements done in its production management system, based on Lean Thinking principles. The results obtained in the research and the critical analyzes made by the author constitute a rich source of information for feedback for the production management system of the studied company, as well as from other companies wishing to follow similar paths.

Este trabalho apresenta uma proposta de método para a melhoria de fluxos de informação em ambientes administrativos usando princípios da mentalidade enxuta e da reengenharia de processos. O método foi criado através de características encontradas em duas metodologias existentes da mentalidade enxuta e de soluções desenhadas pela reengenharia de processos com este propósito. Estas características foram identificadas, selecionadas e adaptadas para uso no método seguindo um modelo de gestão de mudança. Em seguida, o método foi aplicado em um fluxo de informação em uma empresa do interior de São Paulo, seus resultados foram medidos apresentando boas melhorias em relação à maior velocidade de processamento de informações, redução da quantidade de pessoas necessárias e maior porcentagem de tempo de agregação de valor. Por último, foram apresentadas observações sobre as limitações do método e da generalização dos resultados da aplicação apresentada. / This work presents a proposal of method for the improvement of information flows using the principles of lean thinking and solutions from business process reengineering (BPR). The method was created using characteristics encountered on two existing lean office methodologies, and with the solutions presented by business reengineering. Those characteristics were identified, sorted and adapted to be used in the method based on a change management model. The proposed method was implemented in an information flow of a company in the brazilian state of São Paulo, and its results were measured, presenting significant reduction of the information flow lead time, reduction of people needed to process the information and a larger percentage of added-value time. Finally, limitations of the method and the application results were presented.

Os desperdícios e a necessidade de oferecer um atendimento de qualidade constituem um verdadeiro desafio para as empresas de saúde. Para tanto, a adoção da filosofia enxuta - particularmente do lean healthcare - pode contribuir para a redução dos desperdícios e melhoria da qualidade. Neste contexto, este trabalho teve como objetivo analisar os motivos e como ocorreu a implantação do lean thinking nos processos de atendimento em uma empresa de medicina diagnóstica, bem como identificar os resultados alcançados. MÉTODOS: Trata-se de uma pesquisa exploratória de abordagem qualitativa, em que foi realizado um estudo de caso incorporado. Para a construção das questões orientadoras das entrevistas realizou-se uma pesquisa bibliográfica que gerou seis temas: operações, cultura organizacional, apoio da alta administração, redução de custos e desperdícios, foco no cliente e comunicação e capacitação. A coleta de dados foi realizada com dez participantes, divididos em três grupos e por meio de observações diretas. RESULTADOS: O modelo lean thinking foi aplicado na empresa pela iniciativa de líderes que conheciam o modelo. No entanto, ocorreu de forma incompleta - os colaboradores operacionais não foram envolvidos na capacitação inicial; os princípios básicos e ferramentas que fundamentam o modelo lean não foram incorporados como modelo de trabalho da empresa; não houve a integração de toda a organização, da alta administração à operação; os clientes não participaram do mapeamento do fluxo dos processos do atendimento e não avaliaram o que agrega valor. Com isso, os resultados alcançados em relação à redução de desperdícios com geração de valor ao cliente e melhoria da qualidade com a implantação do lean foram pontuais, com pouca adesão das lideranças e equipe de colaboradores. CONCLUSÕES: A análise dos resultados sugere que a implantação parcial da metodologia do lean thinking e suas práticas seguindo a literatura, considerando o contexto da organização, pode ter contribuído para a obtenção de um desempenho aquém do esperado, em termos de qualidade e redução de desperdícios. / The waste and the need to offer a quality service are a real challenge for healthcare companies. To this end, the adoption of lean philosophy - particularly the lean healthcare - can contribute to reduce waste and improve quality. In this context, this study aimed to analyze the reasons and how the implementation of lean thinking occurred in the processes of care in a medical diagnostic company, as well as identify the results achieved. METHODS: This was an exploratory qualitative study, in which an embedded case study was conducted. For the construction of the guiding questions of the interviews we carried out a literature search that yielded six themes: operations, organizational culture, top management support, cost reduction and waste, customer focus and communication skills. The data collection was performed with ten participants, divided into three groups and through direct observations. RESULTS: The lean thinking model was applied in areas of the company by the initiative of leaders who knew the model. However, there was incomplete - operational employees were not involved in the initial training; the basic principles and tools that support the lean model were not incorporated as a working model of the company; there was not integration of the entire organization, from top management to the operation; customers did not take part on the flow mapping of the processes of care and did not evaluate what adds value in customer perception. Thus, the results achieved regarding wastes decrease with customer value development and quality improvements through lean deployment were punctual and presented poor uptake from leadership team and employees. CONCLUSIONS: The assay of achieved results suggests that the incomplete lean thinking methodology deployment and its best practices according to the literature, also taking into consideration the context among enterprise under study, may have contributed for achievements lower than expected, in relation to quality and wastes decrease.

Made available in DSpace on 2015-03-05T17:04:34Z (GMT). No. of bitstreams: 0 Previous issue date: 22 / Nenhuma / Considerando a premente importância dos custos, o alto volume de produção e a geração de altos níveis de estoques inerentes ao processo produtivo de resinas petroquímicas, o presente estudo analisa as práticas de armazenagem no setor sob a ótica dos princípios da Mentalidade Enxuta. Este trabalho tem por objetivo apresentar o grau de aderência das operações de armazenagem de resinas termoplásticas aos princípios da Mentalidade Enxuta, a saber: (i) especificação do valor; (ii) identificação da cadeia de valor; (iii) fluxo; (iv) estabelecimento da produção puxada; e (v) perfeição. Para tanto foi desenvolvido um instrumento de avaliação, desmembrado em cada um dos cinco princípios, apoiado por um grupo focado com especialistas nas operações estudadas. Na seqüência, o instrumento foi aplicado a profissionais da área em três armazéns do Pólo Petroquímico de Triunfo/RS, de onde se extraiu o grau de aderência das práticas de armazenagem aos princípios da Mentalidade Enxuta e as lacunas existentes. A seguir as lacuna / The present study analyses storage practices in the petrochemical sector from the point of view of Lean Thinking, taking into consideration the pressing importance of costs, the high volume of production and high volume of inventory intrinsic to the process. The main objective of the study is to present the level adherence that the operations of thermoplastic resin storage have to the principles of the Lean Thinking. The evaluation process developed was broken down into five different sections, one for each of the Lean Thinking principles. Each section had the support by a specialist in the specific field. Following that, the process was applied to professionals of the different areas in three warehouses of the Petrochemical Region of Triunfo/RS, from where it was possible to derive the level of adherence so mentioned, and the existing gaps. Finally, the gaps were jointly analyzed, and operational alternatives to fulfill them in order to better improve the adherence of the entire process to the principles

Made available in DSpace on 2015-03-05T17:05:26Z (GMT). No. of bitstreams: 0 Previous issue date: 4 / Bolsa para curso e programa de Pós Graduação / Partindo da idéia de que o ambiente de projeto de produto pode ser interpretado como um sistema produtivo, uma vez que seja constituído, à luz do mecanismo da função produção, de processos e operações que tratam as informações de entrada e entregam propostas técnicas de produto, o presente trabalho visa a análise deste ambiente, pelo desenvolvimento de um modelo conceitual, utilizando nesta construção oito naturezas de perda, sendo as sete primeiras perdas pertencentes ao Sistema Toyota de Produção e a oitava perda oriunda da filosofia Lean Thinking. Como objeto de análise das perdas são selecionadas dez subfases do desenvolvimento do produto pertencentes ao modelo genérico de Gestão do Desenvolvimento do Produto de Rozenfeld et al. A proposta de resultados para o estudo é da identificação de possíveis perdas existentes nas fases elencadas para a análise, com foco nas atividades de engenharia da indústria mecânica. Conjuntamente a este estudo exploratório, o trabalho propõe a submissão de uma pesquisa explora / Starting from the idea that the product design activities may be interpreted as a production system, once it is built, through the production function mechanism point of view, by processes and operations that handle the input information turning it into output technical purposes (technical product proposals), this research aims to analyze this environment through the development of a conceptual model based on Toyota Production System and Lean Thinking theory eight classical types of wastes. The Rozenfeld et al.theoretical product development model was chosen to be the waste analysis object and from this model ten product development management phases were selected. The proposal of results is to identify a set of wastes that can be found, in each product development phase, focusing on the mechanical engineering design environment, proceeding with a final exploratory research with engineers, engineering managers and specialists involved with this subject to collect and validate the results.