<p><p>I och med samhällets utveckling från ett jordbrukssamhälle till ett industriellt samhälle, och vidare till ett tjänste- och kunskapssamhälle har antalet tjänsteföretag växt, och därmed även miljöpåverkan från denna sektor. Tjänstesektorns miljöpåverkan kan delas upp i två delar, en direkt miljöpåverkan kopplat till kontorsverksamheten, såsom energianvändning, samt en indirekt miljöpåverkan, som är ett resultat av tjänstens framtida nytta och bestående värde. Ett vanligt verktyg som svenska företag, och andra typer av organisationer, använder sig av för att strukturera upp sitt miljöarbete är miljöledningssystem enligt den internationella standarden ISO 14001. Miljöledningssystem är dock inte lika vanligt förekommande i tjänstesektorn som inom tillverkningsindustrin. Syftet med denna uppsats är därför att studera hur indirekt miljöpåverkan hanteras, och kan bli mer hanterbart, inom tjänstesektorn. Detta belyses genom att diskutera varför organisationer har valt att certifiera sina verksamheter, hur organisationer definierar, och hanterar, indirekt miljöpåverkan, samt vilken roll ledningen och medarbetarna har vid hanteringen av den indirekta miljöpåverkan.</p><p>Studien utfördes genom semistrukturerade intervjuer med miljöansvariga på fyra tjänsteföretag samt fyra myndigheter. Resultatet av intervjuerna sammanställdes, analyserades och kopplades samman med tidigare studier. Därefter drogs ett antal slutsatser. Slutsatserna visar att organisationerna har valt att certifiera sina verksamheter p.g.a. efterfrågan och intresse hos kunder, samt för att visa på att företaget besitter en hög miljökompetens. De flesta av de medverkande organisationerna har format egna definitioner av begreppet indirekt miljöpåverkan. Gemensamt för dessa definitioner är att samtliga kopplas ihop med kundernas miljöpåverkan. Slutsatserna visar även att hanteringen av organisationernas indirekta miljöpåverkan sker inom ramen för deras miljöledningssystem. Det upplevs dock mycket svårt att formulera mätbara miljömål som berör den indirekta miljöpåverkan vilket troligen beror på att ISO 14001 bl.a. ställer krav på att det ska finnas mätbara mål och att möjligheterna till att formulera ickekvantifierbara miljömål har undgått organisationerna. Ett alternativ för att underlätta hanteringen av den indirekta miljöpåverkan skulle kunna vara att låta bli att dela in miljöpåverkan i kategorierna direkt och indirekt, och istället se till den totala miljöpåverkan med hjälp av ett processbaserat tillvägagångssätt. Det kan även diskuteras huruvida begreppet ”mätningar” är lämpligt vid arbetet med miljömål då termen leder till tankar kring kvantifierbarhet. Vidare visar slutsatserna att ledningens och medarbetarnas kompetens samt engagemang är två nyckelfaktorer för att organisationerna ska lyckas med miljöarbetet.</p></p>

Today’s fast-paced global economy has intensified the demand for manufacturing companies to make their products more quickly and with higher quality to meet heightened consumer expectations while reducing costs. This competitive environment requires small to medium enterprise’s (SMEs) to implement well-designed business processes and leverage information technology (IT), such as an Enterprise Resource Planning (ERP) system, within their facilities to become more agile, flexible, and integrated to meet changing market demands. Issues emerge when facility managers lack reliable data on performance and costs, which subsequently impairs even basic decisions for resource allocation or process improvement. Although the benefits of a successful ERP implementation in large firms are recognized, there is a general lack of empirical IT productivity literature focusing on SMEs. This research is expected to contribute to a framework for performance measurement, providing facility decision-makers with important metrics for analyzing their firm’s ability to improve upon competitive priorities. Employing the Delphi process, key performance indicators (KPIs) including time, speed, quality, and cost, and corresponding performance measurement metrics, investigations are conducted between traditional manufacturing processes in SMEs and processes enhanced through ERP adoption. In this longitudinal case study, significant improvements are observed in production operations relative to time following ERP implementation including a reduction in the defect rate, total manufacturing cost, and scrap rate along with increases in on-time delivery and flexibility.

Three methodologies are associated with production optimisation, namely, Theory of Constraints (TOC), Lean and Six Sigma – and each boasts with a number of success stories. This dissertation addresses the possibility of implementing all three these methodologies in a specific sequence at an organisation and also sets out to determine the impact of this implementation. A literature survey was conducted on all three stand-alone methodologies as well as on the combined methodology, which is called the Theory of Constrains Lean Six Sigma (TLS). TLS literature suggests that TOC should be implemented first with a view to identify the constraint in an organisation. Lean implementation should follow in order to eliminate any waste in the organisation. Lastly, Six Sigma should be implemented to optimise the process variability. TOC literature explains that The Goal of any organisation is to make money. All other objectives are only the means of achieving The Goal. The literature further indicates that the constraint in any organisation determines the drumbeat, and that this constraint should be managed by means of the Drum-Buffer-Rope methodology. Lean literature points towards 14 Management Principles by means of which an organisation should be managed in order to become a Lean organisation, while Six Sigma literature is concerned with the DMAIC (Define-Measure-Analyse-Improve-Control) methodology used for improvement projects and the belt system that is used to manage these improvement projects. Jonker Sailplanes, a sailplanes manufacturer in Potchefstroom, South Africa, was used as a case study for the implementation of TLS. A description is given of the processes and procedures that were followed before and after the implementation of TLS. The TLS methodology had to be adapted in order to meet the specific needs of Jonker Sailplanes into an adapted 14-step TLS implementation plan. After implementing TOC and Lean at Jonker Sailplanes, it was found that the organisation was not ready for the transition from Lean projects to Six Sigma projects. The implementation of Six Sigma was therefore referred for future research. One of the most significant findings of the current study was the very positive impact that the implementation of TLS had on the organisation: the production tempo (throughput) of the organisation has increased while the operating expenses per aircraft have decreased. This confirms that the profit per aircraft has increased. A critical evaluation of the implementation of the TLS methodology can therefore maintain that the implementation of TLS at Jonker Sailplanes was a success since the production tempo (throughput) and the organisational profit were increased and the implementation of the methodology was done with relative ease. In terms of interpreting results it was also necessary to set out how Jonker Sailplanes proceeded from a prototyping environment to a production setup, and how specifically identifying the constraint helped to achieve this transition. Furthermore, is it argued that when Lean is implemented before TOC, this could move the organisation away from The Goal, which is to make money. The interpretation of findings suggests that the procedure followed at Jonker Sailplanes was the most appropriate one. Finally, recommendations are made for future studies in terms of how to further improve the impact of the TLS implementation at Jonker Sailplanes. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.

Three methodologies are associated with production optimisation, namely, Theory of Constraints (TOC), Lean and Six Sigma – and each boasts with a number of success stories. This dissertation addresses the possibility of implementing all three these methodologies in a specific sequence at an organisation and also sets out to determine the impact of this implementation. A literature survey was conducted on all three stand-alone methodologies as well as on the combined methodology, which is called the Theory of Constrains Lean Six Sigma (TLS). TLS literature suggests that TOC should be implemented first with a view to identify the constraint in an organisation. Lean implementation should follow in order to eliminate any waste in the organisation. Lastly, Six Sigma should be implemented to optimise the process variability. TOC literature explains that The Goal of any organisation is to make money. All other objectives are only the means of achieving The Goal. The literature further indicates that the constraint in any organisation determines the drumbeat, and that this constraint should be managed by means of the Drum-Buffer-Rope methodology. Lean literature points towards 14 Management Principles by means of which an organisation should be managed in order to become a Lean organisation, while Six Sigma literature is concerned with the DMAIC (Define-Measure-Analyse-Improve-Control) methodology used for improvement projects and the belt system that is used to manage these improvement projects. Jonker Sailplanes, a sailplanes manufacturer in Potchefstroom, South Africa, was used as a case study for the implementation of TLS. A description is given of the processes and procedures that were followed before and after the implementation of TLS. The TLS methodology had to be adapted in order to meet the specific needs of Jonker Sailplanes into an adapted 14-step TLS implementation plan. After implementing TOC and Lean at Jonker Sailplanes, it was found that the organisation was not ready for the transition from Lean projects to Six Sigma projects. The implementation of Six Sigma was therefore referred for future research. One of the most significant findings of the current study was the very positive impact that the implementation of TLS had on the organisation: the production tempo (throughput) of the organisation has increased while the operating expenses per aircraft have decreased. This confirms that the profit per aircraft has increased. A critical evaluation of the implementation of the TLS methodology can therefore maintain that the implementation of TLS at Jonker Sailplanes was a success since the production tempo (throughput) and the organisational profit were increased and the implementation of the methodology was done with relative ease. In terms of interpreting results it was also necessary to set out how Jonker Sailplanes proceeded from a prototyping environment to a production setup, and how specifically identifying the constraint helped to achieve this transition. Furthermore, is it argued that when Lean is implemented before TOC, this could move the organisation away from The Goal, which is to make money. The interpretation of findings suggests that the procedure followed at Jonker Sailplanes was the most appropriate one. Finally, recommendations are made for future studies in terms of how to further improve the impact of the TLS implementation at Jonker Sailplanes. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.

O nível de competitividade industrial tem imposto ao mercado a necessidade de melhorar continuamente seus processos, em busca de um diferencial. Para auxiliar nessas melhorias, são utilizadas diversas técnicas compostas por um conjunto de recomendações, princípios e práticas que devem ser seguidos com o intuito de tornar a organização mais enxuta e ágil. Dentre as técnicas mais conhecidas estão a manufatura enxuta, o six sigma e o TQM. Para auxiliar na implantação desses métodos, se destaca a atuação das equipes multidisciplinares de melhoria contínua, que trabalham na resolução dos problemas, melhoria da qualidade, redução de custos e elevação da produtividade. O presente estudo teve como objetivo avaliar a atuação das equipes multidisciplinares de melhoria contínua nas empresas de capital aberto do ramo de bens industriais com sede em Caxias do Sul, analisando a sua estrutura de trabalho, métodos, metas, sistema de avaliação, entre outros. Para tanto, foi elaborado um estudo de caráter exploratório e descritivo, com uma abordagem qualitativa de natureza aplicada através de um estudo de caso. Um roteiro básico de questões foi elaborado a partir das proposições teóricas, sendo realizadas entrevistas semi-estruturadas e em profundidade com os responsáveis pela gestão das equipes multidisciplinares de cada empresa. A análise dos dados proporcionou a evidência de resultados como: a atuação das equipes nas empresas possuem diversas semelhanças como a periodicidade e duração das reuniões, presença e atuação do líder, função dos integrantes pré-estabelecidas e a definição de metas; as três empresas possuem métodos próprios baseados principalmente no Lean Manufacturing, Kaizen e PDCA; como fator crítico de sucesso para a implantação e perpetuação de um sistema de melhoria contínua está o apoio da alta direção das empresas, presença constante da liderança no cotidiano dos trabalhos e a existência de um método de trabalho. / Submitted by Marcelo Teixeira (mvteixeira@ucs.br) on 2014-04-30T11:27:48Z No. of bitstreams: 1 Dissertacao Mauricio De Conto.pdf: 907616 bytes, checksum: 8084d55f6be3a86e09f36c086f092406 (MD5) / Made available in DSpace on 2014-04-30T11:27:48Z (GMT). No. of bitstreams: 1 Dissertacao Mauricio De Conto.pdf: 907616 bytes, checksum: 8084d55f6be3a86e09f36c086f092406 (MD5) / The high level of industrial competitiveness has imposed to the market the need to continuously improve processes, looking for a competitive differential. To assist in these improvements, several techniques are used consisting of a set of recommendations, principles and practices to be followed in order to make the organization leaner and more agile. Among the most popular techniques are lean manufacturing, Six Sigma and TQM. To help in the implementation of these methodologies, the role of multidisciplinary teams for continuous improvement, work in solving problems, improving quality, reducing costs and increasing productivity are crucial. The present study aims to evaluate the performance of multidisciplinary teams for continuous improvement in publicly traded companies in the business of industrial goods based in Caxias do Sul, analyzing the structure of work, methodology, goals, evaluation system, among others. For this purpose, an exploratory and descriptive study was undertaken, with a qualitative approach of an applied nature through a case study. A basic script of questions was developed from theoretical propositions, semistructured interviews with those responsible for the management of multidisciplinary teams of each company. Data analysis provided the evidence of results: the working style of teams among the companies has many similarities such as the frequency and duration of meetings, presence and behavior of the leader, members pre-established tasks and goal setting; the three companies have their own methodologies mainly based on Lean Manufacturing, Kaizen and PDCA; support of top management of companies, the constant presence of leadership in the working routine and the existence of a working method were pointed out as a critical success factor for the implementation and perpetuation of a system of continuous improvement.

À STMicroelectronics, l'équipe de Business Intelligence est confrontée à exploiter quotidiennement des données et des informations pour créer des rapports d'activité afin de superviser la production. Dans une telle organisation industrielle, les produits changent régulièrement et les données peuvent rapidement devenir obsolètes. Par conséquent, au fil du temps, le nombre de rapports crées est de plus en plus important, tandis que les connaissances sur leur création sont perdues. Ceci est illustré dans une évaluation qualitative et quantitative de la partie principale du système de connaissances à STMicroelectronics.Ainsi, des problèmes d'obsolescence, de duplication, de non-centralisation et de prolifération continuent à surgir. Ce travail doit, donc, répondre à la question de recherche générale suivante:Comment assurer une capitalisation continue des connaissances métier?Pour répondre à cette question, un cycle d'amélioration continue pour la capitalisation des connaissances est proposé. Son objectif est de capitaliser efficacement et en permanence les connaissances, tout en ciblant les besoins métier et assurant une solution évolutive. Un système de Business Intelligence pour la Business Intelligence (BI4BI) est proposé. Comme la connaissance est intégrée non seulement dans les systèmes et les outils, mais aussi détenue par les humains et leurs pratiques, notre solution de capitalisation de connaissances proposée implique aussi les utilisateurs et les organisations: elle propose de recueillir les points de vue des utilisateurs pour les intégrer dans la représentation des connaissances et dans notre système BI4BI. / At STMicroelectronics, the Business Intelligence team is daily confronted to exploit data and information to create reports about manufacturing activities in order to supervise it. In such an industrial organization, products change regularly and data can quickly become obsolete. Consequently, over time, the number of created reports is highly growing, while knowledge about their creation is lost. This is shown in a qualitative and quantitative evaluation of the main part of the STMicroelectronics' knowledge system.As a result, problems related to knowledge obsolescence, duplication, non-centralization and proliferation continuously arise. Therefore, this work addresses the general following research question:How to ensure a continuous expert knowledge capitalization?To answer this question, a continuous improvement cycle for knowledge capitalization is proposed. Its objective is to effectively and continuously capitalize expert knowledge while targeting business needs and providing an evolving solution. It is based on a Business Intelligence for Business Intelligence system (BI4BI). Since knowledge is embedded not only in systems and tools, but also in human minds and practices, our proposed knowledge capitalization solution also involves people and organizations: it proposes to collect users' feedbacks and insights to integrate them in knowledge representation and in our BI4BI tool.

Comment former un élève ingénieur à un « principe » comme celui du progrès permanent ou du développement durable ? Notamment pour qu’il/elle devienne un futur acteur de progrès (permanent) pour l’organisation qui va l’employer ? Il n’y a pas de réponses satisfaisantes à cette question dans le sens classique d’apports de savoirs. Le rôle de l’école ne serait-il alors pas d’isoler « ce qui doit prioritairement rester de ce principe quand tous les autres savoirs auront été oubliés » : son « principe d’action » ? Enfin, de stimuler chez l’élève l’intérêt d’en savoir plus ? L’apprenant ne cherchera-t-il alors pas par lui-même les savoirs qui lui seront nécessaires le moment voulu ? Cette thèse montre l’efficience des jeux pédagogiques d’entreprise pour « allumer le feu » chez l’élève qui lui donnera l’intention de devenir un acteur de progrès. Toutefois, le résultat final dépendra également de l’enseignant et de sa manière de se mettre en scène et d’utiliser l’outil pour faire jouer, communiquer, prendre de la hauteur aux participants, et … penser. / How to train a student in engineering in applying a "principle" such as continuous improvement or sustainable development? In particular when the aim is to allow him/her to become a future actor of (continuous) improvement? There is no satisfactory answer to such a question in terms of knowledge transmission. We assume that the role of school should be, first, to isolate "what must, in priority, remains of this principle when all other knowledge has been forgotten", i.e., the “action principle”; secondly, to stimulate the student' interest in learning more about it ? Then, when time is come, the learner will search, by him/herself, for the pieces of knowledge which appear to be necessary to play his/her role. This thesis demonstrates the efficiency of educational business games to “set fire” to a student and boost his/her intention of becoming an actor of progress. However, the end result will also depend on the teacher and on his/her way of staging him/herself and use the game to make the participants play, communicate and… think.

Summaries in Afrikaans and English / Text in Afrikaans / Die studie is ondemeem om empiries vas te stel wat die aard en omvang van Totale Kwaliteitbestuur as 'n interne organisatoriese reeling vir personeel in die Toetsvliegen Ontwil<kelingsentrum in die Suid-Afrikaanse Lugmag is en om terselfdertyd te bepaal of die gesindheid van die personeel van die Toetsvlieg- en Ontwikkelingsentrum jeens Totale Kwaliteitbestuur positief is en of hulle van mening is dat die toepassing van Totale Kwaliteitbestuur vir hulle aanvaarbaar is. Ondersteunend tot die empiriese ondersoek is ook 'n teoretiese studie gedoen om Totale Kwaliteitbestuur binne die konteks van die organisasieteorie te beskryf, om 'n toepaslike definisie vir Totale KwaHteitbestuur vir hierdie stuc:tie te bepaal en om die Totale Kwaliteitbestuursdimensies vanuit die literatuur te bestudeer en die dimensies in 'n model te integreer wat gebruik kan word om verbeterde werkverrigting by die Toetsvlieg- en Ontwikkelingsentrum te bepaal. Daar is ook aandag gegee aan die proses van Totale Kwaliteitbestuur en organisatoriese reelings vir die vestiging daarvan in die Toetsvlieg- en Ontwikkelingsentrum om sodoende die konteks van die studie te beklemtoon. / The study was to determine empirically the nature and extent of Total Quality Management as an internal organisational arrangement for personnel at the Test Flight and Development Centre in the South African Air Force, while at the same time determining whether the attitude of the personnel of the Test Flight and Development Centre found the application of Total Quality Management positive and acceptable. A theoretical study was done in support of the empirical study to describe Total Quality Management within the context of the organisational theory, to find an appropriate definition for Total Quality Management for this study, to study Total Quality Management dimensions from the literature, and to integrate these dimensions into a model that can be used to determine improved performance at the Test Flight and Development Centre. The process used for the implementation of Total Quality Management at the Test Flight and Development Centre were also studied. / Public Administration and Management / M. Admin. (Public Administration)

Made available in DSpace on 2015-08-19T13:52:52Z (GMT). No. of bitstreams: 2 2.pdf: 6249517 bytes, checksum: 33d31da982124bd94dd704386c611afa (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2012 / Fundação Oswaldo Cruz. Instituto de Tecnologia em Fármacos/Farmanguinhos. Rio de Janeiro, RJ, Brasil. / Atualmente, a indústria farmacêutica encontra-se inserida em um cenário de acirrada competição, enfrenta custos crescentes de pesquisa e desenvolvimento e está submetida a maiores exigências regulatórias. Soma-se a este quadro, reduzida eficiência operacional. Neste contexto, torna-se importante que as empresas farmacêuticas busquem mensurar e melhorar o desempenho de suas operações e equipamentos. Mundialmente e em diversos segmentos industriais, o indicador de eficácia global de equipamentos (Overall Equipment Effectiveness, OEE) é adotado como métrica do desempenho de máquinas e linhas produtivas. Através de estudo de caso, aplicado à produção de Farmanguinhos, verificou-se que o emprego da OEE permite identificar e quantificar as perdas que afetam o funcionamento dos recursos produtivos, servindo de base para o desenvolvimento de ações de melhoria contínua. Na implantação do indicador é fundamental assegurar que os operadores responsáveis pela coleta dos dados assimilem os objetivos e conceitos da metodologia e sejam capacitados a classificar corretamente as perdas. A análise dos resultados de OEE evidenciou que os processos de troca de máquina (set ups) representaram os desperdícios de maior impacto sobre a disponibilidade dos equipamentos em estudo. Foi verificado que princípios da troca rápida de ferramentas (Single Minute Exchange of Dies , SMED) podem ser utilizados para redução do tempo destas operações. / Currently, the pharmaceutical industry is inserted in a scenario of fierce competition, facing rising costs of research and development and is subjected to increased regulatory requirements. Reduced operational efficiency is added to this picture. In this context, it is important that pharmaceutical companies strive to measure and improve the performance of its operations and equipments. Worldwide and in several industrial sectors, Overall Equipment Effectiveness (OEE) indicator is adopted as the performance metric of machines and production lines. Through case study, applied to Farmanguinhos production, it was verified that the use of OEE enables identifying and quantifying the losses that affect productive resources operation, providing the basis for the development of continuous improvement actions. In the indicator’s implantation it is fundamental to assure that operators responsible for data collection assimilate the purposes and concepts of the methodology and are able to classify the losses correctly. The analysis of OEE results revealed that set up processes represented the waste of largest impact on the availability of the equipments under study. It was verified that principles of Single Minute Exchange of Dies (SMED) can be used to reduce the time of these operations.

A solução de problemas é parte fundamental da manutenção da qualidade e da melhoria contínua. Ao longo dos anos diversos métodos foram desenvolvidos para solucionar problemas, todavia nem todos os métodos são aplicáveis em todos os problemas ou adequados para todos os setores. Caracterizado pelo ambiente em constante mudança, o setor hospitalar possui problemas complexos, cuja solução necessita de uma abordagem adequada e robusta. Dessa forma, o presente trabalho objetiva avaliar o desempenho de três métodos normalmente utilizados para solução de problemas: A3, RCA e FRAM, quando aplicados em ambiente hospitalar. Para esse fim, os três métodos foram aplicados no mesmo processo, de prescrição e medicação, de um hospital universitário. Os resultados das aplicações foram analisados de acordo com os critérios: número total de ações de melhoria propostas, dificuldade de implementação, a possibilidade de replicação das ações entre as unidades do hospital, o tempo necessário para aplicação dos métodos, o número de envolvidos, a necessidade de capacitação da equipe e um indicador de prioridade das ações propostas. Além disso, a percepção dos profissionais da saúde em relação aos métodos foi analisada. Os resultados demonstram que, no contexto avaliado, os métodos apresentaram um bom desempenho, por terem apresentado melhorias que, em média, foram consideradas adequadas pela instituição. / Problem solving is a fundamental part for quality maintenance and continuous improvement. Through the years many methods were developed to solve problems, though these methods do not apply to every problem, or are suitable to every type of activity. Kwon for its constant changing nature, hospitals have complex problems, which need a suitable and robust approach to solve. Thus, the present study has the objective of evaluating the performance of three methods usually used for problem solving: A3, RCA and FRAM, when applied on a hospital. For this, the three methods were applied in the same process, of prescription and medication, in an academic hospital. The results were analyzed accordingly to the following criteria: the total number of improvement actions proposed, implementation difficult, replication possibility along the departments of the hospital, the time needed to apply the methods, the number of people involved, the need of training for the team and an indicator for prioritization. Besides that, the health sector workers’ perception regards the methods was analyzed. The results evidence that, in the studied context, the methods had good performance, because introduced improvements that, on average, were considered suitable for the institution.