Main goal of the work was to analyze the use of Lean methodology in IT organization with the focus on the implementation of the 4 dimensions: Processes, Performance management, Organizational structure and Corporate culture . First part of work was devoted to a summary of theoretical concepts and principles of Lean methodology. Specifics of the IT industry and IT organizations were introduced together with a description of the examined organization and the underlying implementation of the reviewed projects. The methodological part depict procedures and methods of research . The result of the work was a quantitative assessment of the implementation using best practice matrix and impelemntation matrix of chosen projects. Results of the examination were subsequently supplemented by recommendations and suggestions for further improvements of next potential projects . Main recommendations were formulated as following: change the corporate culture, implement more flexible project planning implementation using Agile DMAIC, focuse on customer needs by introducing new dimension Voice of the Customer and introduction of continuous improvement infrastructure to improve every aspect of company operations.

Diploma thesis "Modern methods of production control" is engaged in the activities of production companies in general and the application of different methods, both in the manufacturing process control as such and as secondary service production processes as well. In the first part of the thesis are described processes with a theoretical base for the manufacturing enterprise, including the stratification of production management from different perspectives and division of production itself. The second part of the thesis is focused on the practical use and application of selected methods and production control in the particular Czech company, which is operating in production of plastic products for automotive industry. Selected methods are described in terms of content, achieving the objective and advantages or disadvanteges, reulting from their application. Among methods you can find e.g. Just in Time, Poka-Yoke, Lean Production, ERP, 5S, Project management, Kanban, TPM, Theory of constraints, FMEA, OEE, Continuous Improvement Processes and others.

O presente trabalho teve como objetivo desenvolver e implementar uma sistemática para aplicação em projetos voltados à redução do custo de produtos, orientada para o atendimento de metas de custo e prazo. A proposta incluiu uma abordagem baseada na temática da Análise de Valor, complementada por uma pesquisa de campo qualitativa. Essa pesquisa de campo permitiu visualizar como esse nível de projeto é executado na indústria, agregando ao trabalho, a experiência de técnicos e gestores na solução do problema identificado. Como objeto final se obteve uma sistemática desenvolvida por meio de três fluxos de melhoria, divididos em seis etapas. Seu conceito permitiu gerar melhorias sobre pontos de maior possibilidade de retorno econômico, direcionando, ao mesmo tempo, a implementação rápida e sequenciada de alterações. A sistemática foi aplicada em uma empresa do ramo metalmecânico para verificação. O resultado obtido direcionou, o projeto testado, para o atendimento da meta de redução de custos, dentro do prazo estabelecido, comprovando assim a eficácia da sistemática proposta. / The present work aimed to develop and implement a systematics for use in projects related to products costs reduction, geared to meet the goals of cost and time. The proposal included an approach based on the Value Analysis thematic, complemented by a qualitative field research. This field research allowed to visualize how this level of project is executed in the industry, adding the experience of staff and managers in solving the problem identified. As final object, was obtained a systematic developed by three flows of improvement, divided into six stages. This concept allowed making improvements on points of higher possibilities of economic return, directing, on the same time, a quick and sequenced implementation of improvements. Systematics was applied in a company of metal-mechanic field, for verification. The result obtained with the application directed, the tested project, to meet the goal of reducing costs within the target time, supporting the efficacy of the methodology proposed.

La aplicación del Lean Management en las organizaciones conlleva la implicación de todo el personal en la mejora de todas las operaciones para disminuir, o eliminar, todo aquello que no aporte valor en las operaciones, mejorando la eficiencia de cada operación y, como consecuencia, del conjunto de la organización. Bien sea que las propuestas de mejora provengan de las aportaciones de los grupos de trabajo, a través de los Programas de Sugerencias, o de acciones Kaizen-blitz surge la necesidad de objetivar el proceso de toma de decisiones sobre su implantación. Conforme aumenta el tamaño de la organización también lo hace el volumen de proyectos de mejora y, con ello, la necesidad de gestionar eficazmente el sistema a través del cual fluyen, son analizadas y, en su caso, puestas en funcionamiento. En la práctica este sistema de sugerencias cubre tres funciones básicas. En primer término canaliza todas las propuestas de mejora desde las líneas de producción, y áreas de servicios, hasta la toma de decisión sobre su implantación. En segundo lugar, estos procesos permiten que parte del conocimiento tácito, acumulado en los miembros del grupo, pase a conocimiento explícito y pueda transmitirse y extenderse en la organización. Finalmente, constituye un importante factor para el enriquecimiento del trabajo del operario de línea que, por naturaleza, se caracteriza por su monotonía. Para mantener el empuje a través de toda la organización y a largo plazo el principal problema radica en mantener activa la participación del personal en el programa. Para soslayarlo todas las sugerencias deben ser evaluadas mediante criterios objetivos, sin que se generen dudas sobre su aplicación, y todo ello debe ser realizado en el mínimo plazo posible y manteniendo la comunicación eficaz con los equipos cuyas propuestas son evaluadas. Si estos elementos no son percibidos positivamente por el personal se pierde parte de la necesaria participación, lo que afecta directamente a la ....... / Barberá Ribera, MT. (2012). Propuesta de un modelo de cartera para la valoración de proyectos de mejora asociados a acciones kaizen-blitz y al programa de sugerencias. Aplicación en el sector de automoción bajo un enfoque multicriterio [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/18434 / Palancia

O processo de desenvolvimento de produtos (PDP) tem recebido especial atenção por ser reconhecido como fonte de ganhos competitivos. Através da sua sistematização as empresas reduzem custos, aumentam a qualidade dos seus produtos e diminuem os tempos de desenvolvimento. Para que essa sistematização seja efetiva é preciso que o PDP seja melhorado continuamente, de modo que acompanhe a constante necessidade de aprimoramento dos produtos a serem lançados. Quando comparado a outros processos, o PDP apresenta características que tornam o gerenciamento da sua melhoria contínua (MC) mais complexo, devido às características de criatividade e intangibilidade inerentes a este processo. Poucos trabalhos analisam como a melhoria contínua pode auxiliar na sistematização do PDP, uma vez que a discussão a cerca da MC ainda foca os processo de fabricação e a discussão sobre a sistematização do PDP discute apenas a melhoria das atividades pertencentes a este processo. O objetivo deste trabalho foi identificar as atividades que contribuem para a MC do PDP e avaliar o impacto destas atividades na sua sistematização para o caso de implementação deste processo em uma empresa de autopeças. Incluiu-se no levantamento as atividades pertencentes ao PDP que fomentam melhorias deste processo e aquelas pertencentes ao processo de melhoria contínua (PMC) e que apóiam a melhoria dos demais processos, incluindo o de desenvolvimento de produtos. Foram levantados dados atuais do desempenho da empresa e histórico das mudanças ocorridas para que a identificação destas atividades e dos resultados reais desta sistematização fosse possível. Para análise da efetividade da MC aplicada ao PDP foram selecionados seis projetos de desenvolvimentos de produtos já concluídos, executados em diferentes períodos de tempo, e comparados seus resultados a partir de indicadores de desempenho pré-definidos. Os resultados demonstram a eficácia da sistematização do PDP na empresa, a partir de atividades executadas durante os desenvolvimentos. Como contribuições, o trabalho apresenta um levantamento da literatura sobre a relação entre a MC e o PDP e a caracterização das atividades relacionadas à MC realizadas em um caso prático de sistematização. O trabalho apresenta uma discussão acerca dos resultados obtidos com a sistematização. Foi possível compreender - através da coleta e análise de indicadores de desempenho dos projetos, entrevistas e estudo da sistematização na empresa - como estas atividades interferiram positivamente nos resultados dos projetos, quais foram os benefícios que elas trouxeram e as lacunas que esta sistematização ainda apresenta. / Product development process (PDP) has received special attention from companies due to it is recognized as a source of competitive profits. Through its systematization companies can reduce their costs and development time and increase their product quality. To get and effective systematization it is necessary to continuously improve the PDP so that it can follow the continuous necessity of develop better products to be launched to the market. When compared with other process the PDP presents special characteristics such as creativity and non-measurable activities that become its continuous improvement (CI) management more complex. The number of researches that discuss how CI can help the PDP systematization is too small once this discussion still focuses production process into companies and the discussion of the PDP systematization only discusses the improvement of activities that belong to PDP. It is not clear to define activities of CI when they are part of PDP subjects. The main goal of this research was to identify which activities can contribute with CI of PDP and to analyze the impact of these activities on its systematization, studying a case of an automotive company. It was included on the case survey all activities that belongs to PDP and can contribute with its CI and also activities that belongs to the CI process and can be applied to PDP as a support of other processes to get their improvement, including the PDP. During the case research it was collected recent data of company performance and history information regarding changes on its PDP model and practices; this research into the company allowed us to identify CI activities on PDP and the results of the implementation of these activities. To analyze the effectiveness of CI activities applied on PDP it was selected six concluded product development projects which were developed on different periods of time and then it was compared their results through some key performance indicators defined previously for the research. Those results demonstrate the effectiveness of the PDP systematization due to CI activities done during the evaluation of the product development projects in that automotive company. This research presents as contributions a survey from the literature about the relation between CI and PDP and the characterization of the activities executed in a practical case of systematization. The research presents a discussion regarding the results obtained by that company with the PDP systematization. It was possible to understand - using project performance indicators, interviews and the study of the PDP systematization - how those activities had positively intervened on projects results, which benefits they brought to the company and which gaps the systematization still keeps.

abstract: The purpose of this study was to increase microlearning training module usage and completions by 10–15% over a 30-day period by including evaluation in the design and development of a new microlearning training module in the golf equipment industry. Evaluation was conducted using a bespoke evaluation tool, which was designed and developed using design thinking methodology. The evaluation tool was applied to two previously designed microlearning modules, Driver Distance B and Driver Distance C, both of which served as comparisons for the new module’s completion data. Evaluation reports were generated that informed the development of the new module, named Golf Software. This action research study was grounded in constructivist learning theory, design thinking, and dashboards research. A nested, case study-mixed methods (CS- MM) design and a sequential qualitative to quantitative design were used. Research was conducted with the Knowledge Management Department at Ping, an original golf equipment manufacturer (OEM) in Phoenix, Arizona. Participants included three eLearning Designers, which included the researcher as a participant observer. Qualitative data included interviews, reflective researcher journal, and artifacts such as the new microlearning training module and evaluation reports. Quantitative data included completion numbers collected from the organization’s learning management system (LMS) and email campaign service. Findings from this study were mixed, with the new module’s completion numbers 20.27% greater than Driver Distance C and 7.46% lower than the Driver Distance B. The objective of this study was not met, but outcomes provided valuable information about incorporating evaluation in the Knowledge Management Department’s instructional design process. / Dissertation/Thesis / Doctoral Dissertation Educational Administration and Supervision 2020

Continuous improvement of processes is one important aspect of quality management and the way towards excellence. Companies are at different stages of business excellence, but the way is long, and the improvement process is never ending. For a company to start its journey towards business excellence, there are many means, guidelines and models to use but no single way that guarantees the success and no generic mean that can be extended to all types of companies. That’s why this paper tries to initiate process improvement journey at Golvet Göteborg by applying excellence models for process optimization and making a process map of warehousing to recognize improvement areas and act upon that. To do this, a literature review in areas of quality management and business excellence is conducted with focus on process management. By interviewing key persons at the company, a map of warehouse process is illustrated and based on that possible improvements are suggested to leadership.

The purpose of this descriptive case study was to examine the role of the central office staff and the strategies used to support capacity building in elementary principals in a rapid growth district. By synthesizing research and models from education reform scholars, the conceptual framework of professional capital, intrinsic motivation, the educational change process, and professional learning communities was generated to advance the understanding of utilizing PLCs as a foundation for central office to initiate and sustain continuous improvement in a rapid growth district. The Professional Learning Community Assessment - District Support developed by Olivier, Huffman, and Cowan was administered to 126 participants within the curriculum and instruction department and three elementary schools to collect data to analyze the five dimensions of PLCs within the school district. Eleven interviews were conducted with members of the curriculum and instruction department and elementary principals. According to the eleven interviewees, and PLCA-DS, six themes emerged to support the role of capacity building in elementary principals using the PLC model as a framework. The PLC infrastructure, supportive central office, collaborative culture, continuous improvement, differentiated opportunities to learn, and data use were the six themes generated by the participants to support continuous improvement in elementary principals. Each of the five PLC dimensions were visible throughout the themes as the findings illustrated six key practices currently in motion within the rapid growth school district used to build capacity in elementary principals.

To boost operational performance and ultimately competitiveness, firms choose to develop company-specific Production Systems (XPS). Developing such production systems the management literature suggests that a XPS must be tailored to the firm operating context to yield full effect. This explorative case study examines how to design a XPS that provides an appropriate operating approach. Clarifying terminological confusion, the study proposes a XPS framework derived from the literature that encompasses three levels of operating elements - philosophical, principle, and practice. Investigating how to prioritize among these elements the study empirically validate the importance of tailoring firm operating approaches. In particular, categorizing practices as technical or socio-technical, and internal or external, the study contradicts existing research and posit that (1) socio-technical practices are a prerequisite for the adoption of technical practices and (2), practice classified as internal also have an external dimension. In addition, the results indicate that a XPS must evolve as contextual requirements and prerequisites change – thus making the design of a XPS dynamic. Finally, this study proposes a case-specific production system, tailored to the requirements of the research objects market-, organizational- and process context.

Objective– The objective of this thesis is to provide a set-up for operating continuous improvement (CI) in organizations prioritizing flow efficiency. Design/Methodology/ Approach – The set-up was created by an elaboration on by literature identified critical factors for successful CI. Empirical findings were collected through a qualitative case study, including semi-structured interviews, observations, and document analysis. Findings – This research has shown that organizations prioritizing flow efficiency should form their improvement efforts around processes. Three different levels of CI have been suggested, each formed around the process and sub-processes being improved. The lowest level (local improvement teams) builds the foundation for CI, as it represents people performing the tasks being improved. The other two levels include forums with the purpose to involve management, link sub-processes, prioritize improvements, and make decisions regarding bigger improvements. Roles and responsibilities have also been identified. To maintain involvement for CI, it is suggested that each level should decide their own goals and priorities by involving executives, managers and workers. Further, it is essential that the operation of CI efforts have an integrated and standard methodology for driving CI, as it eases cross-functional interactions and communication. It is important that this integrated methodology is seen as a process/cycle and can be used in a dynamic way, demanding rather high knowledge and thus training amongst workers. Empirical Contribution – this paper provides recommendations for practitioners prioritizing flow efficiency that want to operate CI in their organizations. Theoretical Contribution – a theoretical contribution has been made, firstly by identifying important areas of critical factors to elaborate on in organizations prioritizing flow efficiency. Secondly, by elaborating on identified areas, difficulties and facilitators, together with potential solutions to the difficulties, could be identified. Thirdly, this thesis has contributed to useful and usable theories that help organizations make proper decisions when operating CI by suggesting a set-up for operating CI. / Syfte - Syftet med denna avhandling är att föreslå en set-up för att driva ständiga förbättringar (CI) i organisationer som prioriterar flödeseffektivitet. Design / metod / angreppssätt - Denna set-up skapades genom en utveckling av, genom litteraturen identifierade kritiska faktorer för CI. Empiriska data samlades in genom en kvalitativ fallstudie, bestående av semistrukturerade intervjuer, observationer och dokumentanalys. Resultat - Denna forskning har visat att organisationer som prioriterar flödeseffektivitet bör utforma sitt förbättringsarbete kring processer. Tre olika nivåer av CI har föreslagits, där varje nivå är formad kring den process och underprocess som förbättras. Den lägsta nivån (lokala förbättringsgrupper) bygger grunden för CI, eftersom dessa utgörs av människor som utför de uppgifter som ska förbättras. De andra två nivåerna inkluderar forum med syftet att involvera ledning, länka delprocesser, prioritera förbättringar, och fatta beslut om större förbättringsaktiviteter. Roller och ansvar har också identifierats. För att upprätthålla engagemang för CI, föreslås att varje nivå bör bestämma sina egna mål och prioriteringar genom att engagera chefer och arbetstagare. Vidare är det viktigt att utförandet av CI har en integrerad och standardiserad metodik, detta eftersom att det underlättar tvärfunktionella interaktioner samt kommunikation. Det är viktigt att denna integrerade metod ses som en process / cykel, och kan användas på ett dynamiskt sätt. Detta kräver ganska hög kunskap och därmed utbildning bland arbetare. Empirisk bidrag – Denna avhandling erbjuder rekommendationer för utövare som vill driva CI i organisationer som prioriterar flödeseffektivitet. Teoretisk bidrag – Ett teoretiskt bidrag har gjorts, dels genom att identifiera viktiga områden för kritiska faktorer i organisationer som prioriterar flödeseffektivitet. Genom att utveckla dessa identifierade områdena, har svårigheter och möjliggörare, tillsammans med potentiella lösningar på de identifierade svårigheterna, kunnat identifieras. Vidare har denna avhandling bidragit till nyttiga och användbara teorier som hjälper organisationer att ta rätt beslut i utförandet av CI.