In theoretical part of my final thesis is described lean manufacturing with 5S method. The aim of the final thesis is described in practical part. The aim was analys times parts of operations which are needed for repairing date terminals and then lower this of needed times for repairing terminals. New structure at kanban was made on workplace and thanks of this was reached required to lower times. The difference between times before and after new structure is described in discussion in final thesis with proposed for another options to lower times.

Syftet med denna uppsats är att granska hur ett företags arbete överensstämmer med lean service samt ge förslag på hur verksamheten kan förändras för att bättre arbeta enligt lean. Detta görs inom ett begränsat område av företagets serviceverksamhet, hantering och rutiner av nycklar. Studien utförs i ett företag i hiss och rulltrappsbranschen som arbetar med allt från tillverkning och montering till underhåll. Arbetet utförs genom intervjuer med anställda med god spridning av befattning och arbetsuppgifter och observationsstudier av serviceverksamheten i aktuell organisation samt viss benchmarking med annan verksamhet som upplever samma problem. Studien visar att verksamheten har tillgång till en rad verktyg som enligt många definitioner karaktäriseras som lean, men benämns internt till viss del under andra namn. Vidare kan det konstateras att dessa verktyg och rutiner inte implementerats till serviceverksamheten varför lean inte i dagsläget anses tillämpas. Utav detta kan slutsatsen dras att det inte är tillräckligt att utarbeta och ha lean-verktyg tillgängliga för att lean ska tillämpas. För att lean ska implementerats krävs det en plan för hur implementeringen ska gå till väga, kunskap om lean och dess verktyg samt ett engagemang från ledning och anställda. Av intervjuer och studier av verksamheten framkommer det att lean är applicerbar till nyckelhanteringen i större utsträckning än applicerat i dag. De verktyg som har störst potential att förbättra nyckelhantering är 5S för att upprätthålla rutiner och hålla ordning kring arbetsplatsen, standardiserat arbetssätt för att skapa enhetliga rutiner och metoder, engagemang bland anställda samt IT-system för att förbättra och effektivisera informationsspridningen. / The main purpose with this thesis is to examine the compliance between lean and a company’s service business and further to advice changes for a service business which is more aligned with lean. The study will focus on a limited area of the service business, the routines and handling of keys and the work has been performed in company within the elevator and escalator industry, involved in the complete process from production to maintenance. The work will be conducted through interviews with employees with different positions and through a field study. At last a small benchmark will be conducted with companies facing same kind of issues regarding keys. The study shows that the service business has access to tools which applies to the lean philosophy, but in the organization in they are in some cases labeled differently. It can be established that these tools is not in use in the service business and furthermore that lean is not implemented. To align the business with lean it is insufficient to develop and have access to tools, for an implementation of lean a plan of how to implement lean must be developed, knowledge about lean and the tools and a commitment from managers and employees.   From interviews and study of the service business it emerge that lean service is more applicable to the key handling process than what’s been achieved today. The tools which have highest potential to improve the key handling is 5S to maintain routines and structure in the working environment, standardized work for creating routines and methods, commitment among employees and IT systems to improve dissemination of information.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / The industrial chemical sector has grown during the last years in the Peruvian market, becoming highly competitive since it represents the second main activity in the manufacturing industry. However, companies belonging to the sector have experienced a decrease in productivity, since it has a lower production rate than other economic sectors. This paper presents a model for increasing the productivity of companies in the sector. For this, the 5S and TPM techniques will be used sequentially. First, 5S techniques are applied to reorder the working area and to create a clean and safe environment for operating personnel. Then, the TPM technique is used to focus on reducing the deficiencies that machines present through preventive maintenance and raise awareness and involve operational personnel in the daily activities of autonomous maintenance. For validation of the model, a simulation with the software Arena is performed. Results show an increase of about 15% in productivity, the cycle time reduces by 14%, the OEE will increase by 24% and daily production by 15% in the paint line.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / In general, lean strategies in the textile sector are applied in production to improve productivity, reduce production time, and reduce errors, among other aspects. However, there are also documented studies, which are not common in the literature that uses these strategies to improve storage operations. This study shows the implementation of the Lean 5S Hybrid tool in the warehouse of a textile company based in Lima. The objective of the implementation was to improve productivity in the warehouse, as there were high response times when searching for materials, which reduced production time, warehouse redistribution, better using available space, and being able to strategically locate main materials. The results revealed an increase in warehouse productivity 3.95 times the initial one, an Inventory Record Accuracy of 98.17%, a decrease in the requirement search time by 66.12% (from 25 to 8 min), and stock rotation of 6.22 times.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Textile garment industries must be readily aware of the system’s current situation, respond quickly to changes in style to process orders on time, and manage an appropriate method of work to avoid production delays. In addition, the textile sector plays an important role because it presents a significant weight in the world economy. Likewise, this sector is considered influential when defining an international business agreement. Therefore, adequate management is required in the sector. Otherwise, it will generate a competitive disadvantage because the Peruvian industry is approaching an export recession. This paper proposes using the lean manufacturing methodology to reduce production times. The project is validated through a simulation of the current and proposed processes with the application of lean thinking tools to reduce waste (manufacturing process times).

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / The sector of small industrial companies has a problem with not being able to satisfy total market demand, mainly due to factories not capitalizing on their production capacity. Consequently, a method to solve downtime related problems has been proposed, which consists of applying 5S to reduce dead time stemming from disorder and uncleanliness, while simultaneously applying value stream mapping (VSM) to find the most efficient method to conduct processes. In conclusion, by implementing these tools in this manner, it was proven that businesses in this sector could operate with up to 73% efficiency.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Small and medium-sized enterprises often rely heavily on their production process to position themselves in the market. However, there are few situations where companies have the knowledge and financial resources to improve their operational performance. This study proposes the use of the tools of the Lean Manufacturing philosophy to reduce most activities that do not add value within the production process. First, the diagnosis of the current situation of the company under study was carried out, as well as the determination of the impact caused by the problems encountered. Secondly, the design of the solution proposal was proposed using 5S, SMED and SLP to mitigate the causes of the previously diagnosed problems. Finally, in the simulation, the production system and the changes proposed obtained a reduction in the lead time, due to the reduction of the unproductive times identified, of 6.79%.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / The purpose of this document is to improve inventory management processes and food processing at a restaurant in the region of Ancash by applying the 5S methodology and using specific indicators for the location and type of work. All this was achieved with the implementation of the menu engineering methodology, which consists basically of forecasts, linear programming, long-term orders, and inventory management. The proper operation of the new processes was experimentally validated. First, the main results were that the use of approximately 4.30 m2 of the work space allocated to unnecessary activities within the work area was optimized, increasing the number of processes that a worker can perform without moving more than 1 m from their work position. Despite the many studies existing on the methodology implemented, there is scarce material that focuses on its application in restaurants, as it is normally developed in industrial areas.

No description available.

Examensarbetet utfördes på Kynningsrud Prefab AB i Uddevalla som tillverkar prefabricerade betongelement till byggindustrin. I dagsläget är företaget inte helt tillfredsställt med material-, produkt-, information- eller kommunikationsflödet i verksamheten. Kynningsrud vill därmed skapa ett eget produktionssystem, KPS, för en fortsatt expansion.   Genom diskussion med företaget beslutades att arbetet skulle fokusera på tillverkningen av väggelement. Syftet med arbetet är att analysera och identifiera förbättringsmöjligheter samt ta fram förbättringsförslag med förhållningssättet lean produktion.   För att eliminera icke värdeadderad tid, standardisering av arbetsmoment samt informationsspridning valdes de sju slöserierna+en och 5S verktyget som teoretiskt ramverk. Information om verksamheten samlades in genom observationer, intervjuer och deltagande. Genom en nulägesbeskrivning av väggproduktionen med tillhörande stödprocesser beskrevs  arbetsmoment i processerna. Beskrivningen analyserades sedan efter det teoretiska ramverket.   Analysen resulterade i åtta förbättringsförslag som tillsammans skulle eliminera slöserier med en total tidsåtgång på ungefär 12 timmar om dagen. Det innebar en kostnadsreduktion på cirka 3,500 kr per dag. Sammanställning av den insamlade informationen åskådliggjordes genom en GAP-analys.   Vid tid- och kostandsberäkningar används den lägst uppskattade tidsåtgången från observationer och intervjuer med personalen som därmed kan innehålla mörkertal. Det gör att de beräkningar som redovisas är i teorin lägsta besparingen som kan genomföras. Kostnadsreduceringen kan i verkligheten vara större vid  en implementering av förbättringsförslagen. / The thesis was executed at Kynningsrud Prefab AB in Uddevalla. The company produces precast elements within the construction industry.  Currently, the company is not fully satisfied with the internal communication or the flow of material or finished products. Thus, Kynningsrud is planning to create a production system, KPS, in order to keep in pace with their current sales expansion. Through deliberations and discussions regarding the issue together with the company, a decision was made to focus on the manufacturing of the concrete walls. The conclusion came down to the purpose of the thesis would be to analyze and identify opportunities of improvement and to develop proposals targeted lean production. To eliminate non-value adding time as well as working to standardize operations and make the internal communication more efficient the two theories The seven wastes+one and the 5S tool was elected as theoretical framework. The necessary information about each step of the manufacturing process was collected by observing, interviewing and participation in the working process. The information was assembled to six current state descriptions of the production and describes every operation in each step of the processes. Finally, the description was analyzed according to the theoretical framework. The analysis resulted in eight improvement proposals that together would eliminate waste with a total time of approximately 12 hours a day for all analyzed operations combined. It meant a cost reduction of about 3,500 Swedish crowns per day. The compilation of the information collected was illustrated through a gap analysis. The time duration that was used for the saving calculations were estimated values ​​through observations and interviews with staff members. When calculating the time possible to save the lowest estimated time duration were used and the results may therefore contain numbers of unknown cases. It makes the calculations the theoretically lowest savings that can be made. In reality, the cost reduction could be greater if the improvement proposals were implemented.