Background: The company has had a low outgoing delivery precision for a prolonged period. This creates problems as orders must be prioritized in order to be produced on time and partial deliveries are used to satisfy customers. The origin of the problem is unknown to the company, but there are suspicions that the problems arise in production. Purpose: The purpose of the study is to contribute to an improved outgoing delivery precision for Företag X. A current state analysis from the inbound to the outbound flow is conducted to find causes of delays. The study creates a prioritization basis for the company to identify the most critical article groups. This creates a tool for decision support, linked to delivery precision, for manufacturing companies. Methods: This study is a case study at Företag X. The study uses secondary data in the form of quantitative data from the company's business system, but primary data in the form of interviews and the author’s own observations. The data is used to create a cause and effect diagram and to perform an ABC/XYZ-analysis on the company's inventory that forms the basis for segmentation of the articles. Conclusions: The study's conclusion is that Företag X's low outbound delivery precision is due to several reasons such as communication gaps, insufficient production planning and measurement & variation in load. The most important cause is production planning. In order to improve this, other causes must also be solved first and Företag X must follow the priority order that the study has developed. Through this, Företag X can get a better outbound delivery precision and a more efficient flow. Keywords: Delivery precision, production planning, ABC/XYZ-analysis, classification, cause and effect diagram

The Study aims to evaluate what kind of systems buyers of raw materials use for handling the flow of information in their supply chain of raw materials. Due to the complexity of the topic, the Study is only examining the continuous exchange of information between suppliers and buyers of raw materials. The purpose of the Study is to provide recommendations to Boliden on which system is suitable for implementation at the company. The Study’s results were achieved by collecting both primary and secondary data. The primary data was collected through interviews with raw materials buyers and trade organisations. A total of fifteen interviews were conducted in the Study. The secondary data was collected through a literature study. The results of the Study indicate that there exists four different solutions for managing the flow of information in a supply chain of raw materials. The most common solution among buyers of raw materials is to use the so-called “traditional” systems, i.e. e-mail, telephone and physical meetings. The second most common solution is to use an external information handling system provided by a trade organisation. The third most common solution is to use a commercial information handling system, i.e. a system provided by a commercial provider. Lastly, the least common solution is to develop an information handling system on its own, i.e. a proprietary information handling system. The conclusion of the Study is that Boliden should use two information handling system simultaneously, i.e. an external information handling system and the traditional information handling systems. However, Boliden should also look into the option of developing a proprietary information handling system.

In today’s pulp and paper industry the Kraft process is the most common method for pulp production. This method uses sodium based chemicals (white liquor) in the cooking process to remove lignin from the wood chips and create pulp. The remains from this process is called black liquor and is being sent to a recycling system for the purpose of recovering the cooking chemicals. Evaporation of black liquor is a big part of this recycling, and the evaporation plant consists of many different tanks that stores black liquor. At Smurfit Kappa Piteå a model has previously been created for the purpose of production planning. In this work the opportunity to add a part that simulates how the liquor stock in the chemical recovery system will change based on the planned production was investigated. This was done by estimating the amount of dry black liquor in the tanks through inflows and outflows. A formula for the produced black liquor was also developed. The results showed that simulating tank levels separately was difficult as data was lacking in some key areas. The final model is therefore a simplified version that estimates the total amount of dry black liquor in the evaporation plant. It simulates the black liquor buffer based on the planed production and how it will change over five days. This could be done with an error smaller than 6%, compared to measurements from sensors in the black liquor tanks. Attempts were also made to create similar models for the rest of the chemical recovery system. It was concluded that information about the inflow of green and white liquor has to be further investigated in order to implement these in the production planning model.

[pt] Tradicionalmente, em indústrias de produção de peças discretas, no nível tático do planejamento da produção, é calculado o plano mestre de produção (Master Production Scheduling – MPS), que estabelece a quantidade de cada bem a ser produzida por período. Com o MPS em mãos, a necessidade de matéria-prima é levantada e o requerimento de material é realizado levandose em consideração o lead time de chegada das peças, que está relacionado com o modal de transporte previamente definido pela empresa. Mais próximo da operação, o sequenciamento dos jobs é feito com o objetivo de atender ao planejamento do MPS. Normalmente, esses quatro problemas - definição do modal de transporte, elaboração do plano mestre de produção, definição do momento de compra de materiais e sequenciamento da produção - são tratados em momentos diferentes e, muitas vezes, de forma determinística. Neste trabalho é avaliado o impacto financeiro e operacional de realizar o planejamento de forma determinística e segregada. Em particular, avaliase: (i) o impacto da estocasticidade e co-otimização do planejamento da produção e das decisões de compra e (ii) a viabilidade do sequenciamento. Para (i) é proposto um modelo de otimização estocástica de dois estágios que co-otimiza as decisões de volume de produção, momentos de compra e modal de transporte. Para (ii) restrições de sequenciamento de jobs são adicionadas através de uma heurística e de um modelo de programação matemática. Avaliações empíricas são feitas por meio de dois experimentos numéricos com dados realistas de uma empresa do setor automobilístico. Para (i) observamos uma redução de custo de 7 por cento na operação para o ano de 2018 (ano do planejamento) e cerca de 3,5 por cento para 5000 cenários simulados (out-ofsample), comparando o modelo de dois estágios proposto com o procedimento normalmente adotado na indústria. Para (ii) também observamos uma redução de 8 por cento no custo de operação de 2018, e de 9,6 por cento para 50 cenários simulados (outof- sample), em relação ao modelo proposto em (i) e 13 por cento no custo de operação de 2018 e 15,6 por cento para 50 cenários simulados (out-of-sample), em comparação com o modelo típico da indústria. / [en] Traditionally, in discrete manufacturing industries, at the tactical level of production planning, the master production scheduling (MPS) is calculated, which establishes the quantity of each good to be produced per period. With the MPS in hand, the need for raw material is raised and the material requirement is carried out taking into account the lead time arrival of the parts, which is related to the transport mode previously defined by the company. Closer to the operation, the jobs scheduling is done with the purpose of meeting MPS planning. Typically, these four problems - definition of the transportation mode, preparation of master production scheduling, definition of the time to purchase materials and job scheduling - are dealt with at different times and often in a deterministic way. In this work we evaluate the financial and operational impact of carrying out the planning in a deterministic and segregated way. In particular, we assess: (i) the impact of stochasticity and co-optimization of production planning and purchasing decisions and (ii) the feasibility of job scheduling. For (i) a two-stage stochastic optimization model is proposed that co-optimizes production volume decisions, purchase moments and transportation mode. For (ii) sequencing constraints of jobs are added through a heuristic and a mathematical programming model. Empirical assessments are made through two numerical experiments with realistic data from a discrete manufacturing company. For (i) we observed 7 percent cost reduction in the operation for the year 2018 (planning year) and approximately 3.5 percent for 5000 simulated scenarios (out-of-sample), comparing the proposed two-stage model with the procedure typically adopted in the industry. For (ii) we also observed a reduction of 8 percent in the 2018 operation cost, and 9.6 percent for 50 simulated scenarios (out-of-sample), in relation to the model proposed in (i) and 13 percent in the 2018 operation cost and 15.6 percent for 50 simulated scenarios (out-of-sample), compared to the typical industry model.

Som en följd av att byggbranschen implementerar och använder sig av BIM har nya yrkesroller skapats för att hantera och leda arbetet. Forskning har visat att det råder en osäkerhet gällande dessa yrkesroller, vilka arbetsuppgifter och vilka faser de ska vara delaktig i. BIM används generellt sett i större utsträckning i projekteringsfasen än produktionsfasen, samtidigt visar forskning att det finns fördelar om BIM används genom alla faser. Denna studie har undersökt hur det i planeringen inför produktion skulle kunna gå att använda sig av BIM, vilka förutsättningar som finns och vilken roll som ska leda arbetet. Baserat på en intervjustudie presenteras fyra arbetsgångar gällande några av produktionsplaneringens områden: Arbetsmiljö, APD-plan, Tidsplan, Kalkyl och hur dessa skulle kunna genomföras med stöd av BIM. I en enkätstudie har sedan platschefer, arbetsledare och kalkylatorer fått svara på frågor angående inställning, förutsättningar och ledarskap kopplat till arbetsgångarna. Fallstudien visar att det finns goda förutsättningar att använda BIM i produktionsplanering då de anställda ser en stor nytta och är positiva till att arbeta med stöd av BIM. Samtidigt konstateras att kunskapsnivå är blandad och skiljer mellan områdena vilket kan skapa ett hinder i implementeringen. För att arbeta med stöd av BIM anses den nya rollen, i studien kallad BIM-ledare, som viktig. I arbetet med kalkyl, där de anställda visar en högre erfarenhet och kunskap om BIM än övriga områden, anses BIM-ledaren framförallt behövas som tekniskt stöd. I övriga områden anses BIM-ledaren istället ha en mer närvarande roll och vara delaktig i framtagandet. BIM-ledaren anses behöva ha stor erfarenhet av byggprocessen. På vilken yrkesroll ansvaret för modellen skall ligga på i produktionsplanering finns en osäkerhet där BIM-ledare, platschef och projekteringsledare är tänkbara kandidater. Baserat på personalens bedömda engagemang och kompetens har studien utifrån teorin om situationsanpassat ledarskap presenterat olika ledarstilar som kan ses som vägledning för BIM-ledaren. För arbetet med kalkyl rekommenderas en delegerande ledarstil, för arbetet med arbetsmiljö och APD-planeringen en coachande och stödjande ledarstil medan arbetet med tidplan en mer instruerande ledarstil. / As a result of the AEC industry implementing and using BIM, new roles have been created to manage and lead the work. Research has shown that there are uncertainties regarding these roles, which tasks they should perform and which phases they will be involved in. BIM is generally used more during the design phase than the production phase, even though research shows that there are advantages if BIM is used throughout all phases. This study has investigated how the planning for production could make use of BIM, the conditions for implementation and the role that will manage the work. Based on an interview study, four areas of production planning: safety planning, site planning, time scheduling and calculation are examined. A scenario for each area and how these could be implemented with BIM is presented followed by a survey of the employees working on the matters and their thoughts and their attitude towards it. The case study shows that there are good conditions for using BIM in production planning as employees see great benefits and are positive about working with BIM. At the same time, it is noted that knowledge levels differentiate between the employees and between the areas, which can create an obstacle to the implementation. The BIM manager is considered important in all four areas. In the work with calculations, where employees show a higher experience and knowledge level of BIM than other areas, the role is considered to be needed as mostly technical support. In other areas, BIM managers are considered to take more part of the work process. They show that the BIM manager is considered to have extensive experience in construction. There is an uncertainty about the responsibility for the model in production planning where the BIM manager, site manager and design manager are all considered for the task. Based on the employees estimated commitment and competence, the study has presented different leadership styles with respect to the theory of situational leadership. This could be seen as guidance for the BIM manager. For the work with calculations, a delegating leadership style is recommended, for safety and site planning a coaching and supporting leadership style is recommended. For the work with time scheduling a more directing leadership style is recommended.

Detta examensarbete har utförts inom Högskoleingenjörsutbildningen i Maskinteknik, Industriell Ekonomi & Produktion vid Kungliga Tekniska Högskolan, Institutionen för Hållbar produktionsutveckling. Projektet har genomförts under våren 2018 på uppdrag av BAE Systems Hägglunds i Örnsköldsvik. Målet och syftet med denna studie har varit att analysera avdelning Prototyp & Skrovs produktionsplanering, beredning, kapaciteter, beläggningar och prioriteringar i verksamheten. Förhoppningen har varit att hitta förbättringsområden och arbetsmetodik för bättre och effektivare planering. Enhet Prototyp & Skrov tillverkar fordonskroppar till bepansrade militära fordon och innefattar även utvecklingsverkstad med förmåga att ta fram nyutvecklade fordon och marknadsvagnar. Studerad avdelning har idag problem och uppenbara brister i beredning, beläggnings‐ och kapacitetsplanering, där uppskattade operationstider från beredning är felaktiga och ny beläggning kan planeras ut utan föregående konsekvensanalys. Avdelningen präglas även av en kortsiktighet i sin produktionsplanering, och saknar standardiserade och enhetliga arbetssätt för att angripa verksamhetens problem. Under projektets genomförande har resultat från intervjuer, observationer och stickprov i verkstaden visat och fastställt flera förbättringsområden för fortsatt arbete inom verksamheten. Ett par av rekommendationerna för att möta företagets problematik belyses av författaren som implementering av standardiserade arbetssätt, korrekta kötider framför stationer i verkstaden, återkoppling av operationstider från operatörer, samt att avdelningen tydligt bör definiera sin kapacitet för att möta verkligt utnyttjande i verkstaden. Författarens förhoppningar med resultatet av denna studie är att arbetet och rekommenderade lösningar ska möjliggöra verksamheten att nå högre leveranssäkerhet och utnyttjande av kapacitet / This thesis project has been carried out within the Degree Programme in Mechanical Engineering, Industrial Business Administration and Manufacturing at the Royal Institute of Technology, Department of Sustainable Production Development. The project was carried out in the spring of 2018, commissioned by BAE Systems Hägglunds in Örnsköldsvik, with the purpose of analyzing the unit of Prototype & Hulls production planning, production preparation, capacity, loading and priorities in the business. The goal by this study has been to find improvement areas and working methods for better and more effective planning. The unit of Prototype & Hull manufactures vehicle bodies for armored military vehicles and includes a development workshop capable of manufacture newly developed vehicles and market wagons. The studied department currently has problems and obvious shortages in production preparation, loading and capacity planning, where estimated operating hours from production preparation are incorrect and new loading can be planned without the previous impact assessment. The unit is also characterized by a short‐term view of its production planning and lacks standardized and unified approaches to address problems. During the project, results from interviews, observations and samples in the workshop have shown and identified several areas of improvement within the business. A couple of recommendations to address the company's problems are highlighted by the author as implementing standardized working procedures, correct queuing times for stations in the workshop, feedback from operators at machining departments to production preparation, and that the department should clearly define its capacity to meet real‐world utilization. The author's hopes with the results of this study are that recommended solutions will enable the business to achieve higher delivery reliability and utilization of capacity.

Småskaliga vattenkraftverk regleras vanligtvis med avseende på vattennivån i magasinet eller vattenflödet, utan hänsyn till efterfrågan på elkraft. Examensarbetet utfördes på uppdrag av Fortum Generation som önskade att undersöka möjligheten att istället automatiskt optimera planeringen och regleringen av de småskaliga vattenkraftverken med hänsyn till prisbild, verkningsgrad, vattensituation, miljödomar, miljöhänsyn samt mekaniskt slitage. En optimeringsalgoritm framtagen i en parallellt pågående studie låg till grund för examensarbetet. En prototyp som skulle autoplanera produktionen och reglera ett enskilt vattenkraftverk skulle utvecklas, där det genom simulering skulle fastställas om en realisering av optimeringsalgoritmen i ett verktyget är möjlig och lönsam. Båthusströmmen, som användes som testobjekt för examensarbetet, ägs av Fortum och är ett småskaligt vattenkraftverk i Österdalälven. En kostnadseffektiv prototyp av ett optimeringsverktyg för automatisk planering och reglering av småskaliga vattenkraftverk utvecklades och testades genom simulering. Prototypen utvecklades i form av en mjukvara vilken utför optimeringen och kommunicerar kontinuerligt med befintliga optimerings-, övervaknings- och styrsystem. Resultaten av utförda kommunikationstester och simulerade optimeringar visade att en realisering av algoritmen i ett optimeringsverktyg är möjlig och förväntas öka effektiviteten för Båthusströmmen och därmed öka intäkterna för kraftverket. / Small-scale hydropower plants are usually controlled considering either the reservoir level or the water flow, regardless of the electricity demand. This thesis was conducted on behalf of Fortum Generation that wanted to investigate the possibility to automatically optimise the production plans and control of small-scale hydropower plants based on electricity price, generator efficiency, water situation, environmental restrictions, environmental concerns, and mechanical wear. The thesis is a continuation of a study where an optimisation algorithm was developed. A prototype that could automatically plan the production and control of an individual hydropower plant would be developed, and then based on simulations it would be determined if an implementation of the algorithm in an optimisation tool is possible and profitable. Båthusströmmen, the test case for this thesis, is owned by Fortum and is a small-scale hydropower plant in Österdalälven. A cost-effective prototype of an optimisation tool for automated planning and control was developed and tested through simulations. The prototype was developed as a software that performs the optimisation and communicates continuously with the existing optimisation, supervisory and control system. The results of the communication tests and optimisation simulations showed that an implementation of the algorithm in an optimisation tool is possible and is expected to increase the efficiency of Båthusströmmen and therefore increase the profit of the power plant.

Mass customization (MC) was developed to capitalize on the combined benefits of economies of scale and economies of scope. Balancing the tradeoffs involved in an MC system warrants the determination of the degree or the extent of customization. Most of the literature views the degree of customization as how early or how far the customer is integrated in the production cycle, which is defined as the order decoupling point. In this study we are addressing the degree of customization from a product structural perspective. There are two objectives in this research. The first is to develop a unit of measurement for the degree of customization of a product in an MC system. The second is to construct an optimization model to determine the level of customization that would best satisfy the organizational goals. The term "Magnitude of Customization" (MOC) has been introduced as a measuring unit for the degree of customization on a customization scale (CS). The MOC is based on the number of module options or the extent of customizable features per component in a product. To satisfy the second objective, an analytical model based on preemptive goal programming was developed. The model optimizes the solution as to how far an organization should customize a product to best satisfy its strategic goals. The model considers goals such as increasing the market share, and attaining a higher level of customer satisfaction, while keeping the risk or budget below a certain amount. A step-by-step algorithm is developed for the model application. A case study of an aluminum windows and doors company is used to verify and validate the model. A double panel sliding window is selected as the subject of our study. Information related to company goals and objectives vis-a-vis customization is gathered, through interviews and questionnaires, from the upper management including Operations, Marketing, and Finance Departments. The Window design and technical information are collected from the Manufacturing Department. The model and its solution provided specific recommendations on what to customize and to what degree to best satisfy primary strategic goals for the organization. Results from the model application shows that the company is able to meet the five goals that they had identified with two goals having a deviation of 4.7% and 6.6% from the targets. To achieve the stated goals, the model recommends an overall degree of customization of approximately 32.23% and delineates that to the component and feature levels. For validation, the model results are compared to the actual status of the company and the manufacturer's recommendation without prior information about the model outcome. The average difference, for attaining the same goals, is found to be 6.05%, at a standard deviation of 6.02% and variance of 36.29%, which is considered adequately close. The proposed model presents a framework that combines various research efforts into a flexible but encompassing method that can provide decision-makers with essential production planning guidelines in an MC setup. Finally, suggestions are provided as to how the model can be expanded and refined to include goal formulations that accommodate potential MC systems and technology advances. To the best of our knowledge, this research is a pioneer in quantifying customization in an MC environment and relating it to the organizational goals through modeling and optimization.

The aim of this study is to investigate the optimisation of production planning- and scheduling in a pharmaceutical facility using DES.Research questions: “How can DES be used to achieve flexibility and efficiency in a pharmaceutical facility?” and “How can DES be used to increase efficiency of the resource allocation in a pharmaceutical facility?”Methodology: This study has been compared to a deductive- and a quantitative research approach where a process simulation has been modelled. The theoretical framework was based on books and scientific publications. Empirical data was collected through unstructured observations at the production site, frequent meetings together with the company and through the company’s database Discoverant. Based on the results from the simulation model conclusions could be drawn.Conclusion: The study concluded that there are bottlenecks at the beginning of the processes in all three production flows for Medicine A, Medicine B and Medicine C. If these are raised it would generate greater flexibility and efficiency in the production. There were also indications of a new allocation of resources that would raise efficiency in the production, thus making it possible to increase the output from the production. / Syftet med studien är att undersöka optimering av produktionsplanering- och schemaläggning inom en läkemedelsproduktion med användning av DES.Frågeställningar: ”Hur kan DES användas för att uppnå flexibilitet och effektivitet i en läkemedelsproiduktion?” och ”Hur kan DES användas för att öka effektiviteten kring användandet av resurser i en läkemedelsproduktion?”Metod: Denna studie har liknats vid en deduktiv- och en kvantitativ forskningsansats där en processimulering utformats. Den teoretiska referensramen baserades på böcker och vetenskapliga publikationer. Empirisk data samlades in genom ostrukturerade observationer i produktionen, regelbundna möten tillsammans med företaget och genom företagets databas Discoverant. Baserat på resultaten från simuleringsmodellen kunde slutsatser dras.Slutsats: Studiens slutsats landade i att det finns flaskhalsar i början av alla tre produktionsflöden för Medicin A, Medicin B och Medicin C. Om dessa kan höjas skulle det generera en högre flexibilitet och effektivitet i produktionen. Det finns också tecken som visar på att en ny resursfördelning hade höjt effektiviteten i produktionen, därmed gjort det möjligt att producera mer produkter.

Lean construction is often suggested as way of enhancing the productivity of the construction industry. There are no clear definitions of lean construction, but it is often referred to as a construction management philosophy that aims to minimize waste and maximise customer value. Adopting lean construction in a project can be difficult and there are several critical factors for successful implementation; one of which is the use of lean construction practices. Lean construction practices are tools, techniques and strategies through which the principles of lean construction can be implemented. It has been pointed out that there is lack of information on the number of existing practices and their exact area of use. This master thesis report identified lean practices that have been implemented in commercial construction projects, and categorised them according to the phases of lean construction. The report also explored which lean production-planning-and-control- practices have been adopted by a commercial construction contractor. To identify the lean practices, a literature analysis was conducted based on the documents reviewed by Babalola et al. (2019) in their article ‘Implementation of lean practices in the construction industry: A systematic review’. This revealed 22 different lean practices that have been implemented in commercial construction projects, with the Last Planner System having been reported the most followed by Just in Time and Pull Scheduling. The literature analysis also resulted in the project delivery stages in which each identified practice had been adopted. This helped categorise the practices according to the phases of lean construction. The phases were defined by the conceptual framework ‘The Lean Project Delivery System’ as Project Definition, Lean Design, Lean Supply, Lean Assembly and Lean Use. The categorisation showed that (out of the 22 identified practices) 3 practices belong to the phase Project Definition, while 8, 9, 15 and 0 practices belong to the other phases respectively. To explore which lean production-planning-and-control-practices have been adopted by a commercial construction contractor, a case study was conducted of the production phase of a large-sized project referred to as Project X. Seven members of the production team were interviewed as to reveal the contractor’s working methods in the planning and control of production in terms of time, activity and logistics. The revealed working methods were then compared to 9 out of the 22 identified lean practices, since they were interpreted as production-planning-and-control-practices. This analysis showed that six of those practices were seemingly implemented in the production of Project X, while one was partially implemented and two were not implemented. / Lean byggproduktion föreslås ofta som ett sätt att öka produktiviteten i byggbranschen. Det finns inga tydliga definitioner av lean byggproduktion, men konceptet beskrivs ofta som en filosofi för byggledning som ämnar minimera avfall och maximera kundvärdet. Att anta lean byggproduktion i ett projekt kan vara svårt och det finns ett antal kritiska faktorer för lyckad implementering, varav en är användandet av lean byggverktyg. Lean byggverktyg är verktyg, tekniker och strategier genom vilka principerna av lean byggproduktion kan implementeras. Det har påpekats att det finns brist på information om antalet befintliga lean byggverktyg och deras användningsområden. Denna rapport identifierade lean verktyg som har implementerats i kommersiella byggprojekt, och kategoriserade de enligt faserna av lean byggproduktion. Rapporten utforskade också vilka lean verktyg för planering och styrning av produktion som har antagits av en kommersiell byggentreprenör. För att identifiera leanverktyg i kommersiella byggprojekt så genomfördes en litteraturanalys baserat på de dokument som granskats av Babalola et al. (2019) i deras artikel ‘Implementation of lean practices in the construction industry: A systematic review’. Detta avslöjade 22 olika lean byggverktyg som implementerats i diverse kommersiella byggprojekt, där Last Planner System har rapporterats mest följt av Just in Time och Pull Scheduling. Litteraturanalysen resulterade också i projektleveransstadierna där varje identifierat verktyg hade implementerats. Detta hjälpte att kategorisera verktygen enligt faserna av lean byggproduktion. Faserna definierades av det konceptuella ramverket ’The Lean Project Delivery System’ som Project Definition, Lean Design, Lean Supply, Lean Assembly och Lean Use. Kategoriseringen visade att (utav de 22 identifierade verktygen) 3 verktyg tillhör fasen Project Definition, medan de resterande faserna innefattar 8, 9, 15 respektive 0 verktyg. För att utforska vilka lean verktyg för planering och styrning av produktion som har antagits av en kommersiell byggentreprenör så utfördes en fallstudie av produktionsfasen av ett stort projekt såkallat Projekt X. Sju medlemmar av produktionsteamet intervjuades för att uppenbara entreprenörens arbetsmetoder vid planering och styrning av produktion beträffande tid, aktivitet och logistik. De uppenbarade arbetsmetoderna jämfördes sedan med 9 av de 22 identifierade leanverktygen eftersom just de tolkades som verktyg för planering och styrning av produktion. Denna analys visade att sex av dessa verktyg var till synes implementerade i produktionen av Projekt X, medan en var delvis implementerad och två inte alls implementerade.