As empresas operam em um ambiente cada vez mais dinâmico e competitivo, tornando imprescindível atender adequadamente às necessidades dos consumidores. Na atualidade, estas demandas foram ampliadas e, além de custo, qualidade, velocidade de entrega e flexibilidade, identifica-se um mercado que passa a cobrar pela redução dos impactos ambientais gerados pelos produtos e processos. Deste modo, esta pesquisa defende a proposição de que a Manufatura Enxuta, uma filosofia de gestão da produção, somada aos propósitos da Produção mais Limpa (PmaisL), uma estratégia de gestão ambiental para sistemas produtivos, pode ser uma solução para o alinhamento de seus objetivos, visto que ambas buscam o aumento de produtividade e a eliminação dos desperdícios. Para a implantação da Manufatura Enxuta não foi determinado um método que oriente como realizar este processo e quais são as práticas essenciais, além de ter poucas pesquisas que buscam compreender os fatores disto. Do mesmo modo, pesquisas que abordem a Manufatura Enxuta e a PmaisL ainda são preliminares. Neste sentido, o objetivo desta pesquisa foi propor recomendações para a implantação da Manufatura Enxuta considerando os propósitos da PmaisL, estruturadas no ciclo de melhoria contínua do método DMAIC. O método de pesquisa utilizado para alcançar o objetivo proposto foi o estudo de caso único em uma empresa de referência e o embasamento teórico foi pautado em uma revisão bibliográfica sistemática (RBS). Os resultados gerados com o desenvolvimento dessa pesquisa permitiram observar que não existe um método padrão para a implantação e que a literatura, de modo geral, aborda a implantação da Manufatura Enxuta como um processo de ciclos de melhoria continua envolvendo as atividades definir, medir, analisar, melhorar e controlar e também aborda o processo de implantação a ordem que as ferramentas e práticas devem ser implantadas. No que tange a RBS sobre PmaisL e manufatura enxuta foi possível extrair da literatura as compatibilidades e divergências entre as abordagens, recomendações para melhorar o desempenho ambiental dos sistemas enxutos, como os recursos humanos interferem na integração destas áreas e, além disso, como as práticas enxutas podem ser utilizadas para atingir os objetivos da PmaisL. Além disso, o estudo de caso permitiu observar empiricamente como o meio ambiente pode ser ponderado em um sistema de Manufatura Enxuta. Assim, com base nas evidências teóricas e práticas, gerou-se as recomendações, as quais poderão orientar as empresas de manufatura que desejam implantar as abordagens da Manufatura Enxuta e da PmaisL de maneira conjunta e obterem, simultaneamente, desempenho ambiental e econômico em suas melhorias. Ainda, foi possível concluir que apesar de existirem alguns trade-offs, estas abordagens são em grande parte convergentes. / Companies are operating in an ever more competitive and dynamic environment, making it essential to fulfil the consumers needs. Currently, these demands have expanded, and in addition to cost, quality, delivery speed and flexibility, it is possible to identify a market that requires reduction in the environmental impact of their products as well as procedures. Thus, this research supports the proposition that Lean Manufacturing, a production management philosophy, combined with Cleaner Production, the environmental management strategy for industrial systems, can be a solution for aligning goals, as both seek increased productivity and the elimination of wastage. In the implementation of Lean Manufacturing, there is as yet no method for guiding one to carry out this procedure, and to know what the essential operations are, as well as only having a few studies aimed to understand the factors involved. Similarly, the research addressing Lean Manufacturing and Cleaner Production remains at its initial stages. Thus, the objective of this research was to provide recommendations for the implementation of Lean Manufacturing considering Cleaner Production proposals, using the continuous improvement cycle structure from the DMAIC method. The research method used to achieve the proposed objective was a single case study in a notable company, and the theoretical framework was developed through a systematic literature review. The results, obtained through the development of this research, allowed us to observe that there was no standard method for deployment, and that the literature, in general, addressed the implementation of Lean Manufacturing as a process of cycles of continuous improvement, involving the defining, measuring, analyzing, improving and controlling activities; and also addressed within the implementation process the order in which the tools and operations should be implemented. With respect to RBS on Cleaner Production and Lean Manufacturing, it was possible to extract, from the literature, compatibilities and differences between the approaches; recommendations to improve the environmental performance of Lean systems, and how human resources interfered with the integration of these areas and, moreover, how the Lean operations could be used to achieve the objectives of Cleaner Production. In addition, the case study allowed the empirical observation of how the environment could be balanced in a Lean Manufacturing system. Thus, based on theoretical and practical evidence, the results generated recommendations, which could guide manufacturing companies that wanted to deploy in conjunction the approaches of Lean Manufacturing and Cleaner Production, and achieve both environmental and economical performances in their improvements. Furthermore, it was concluded that, although there are some trade-offs, these approaches are largely convergent.

The aim of the thesis is improvement of the recruitment process for the position of welder in a particular company so that the plan to hire 45 new welders would be filled until the end of 2015. As part of the process another opportunity to improve was found and defined. This secondary issue is high fluctuation of welders. Secondary targets of the thesis include mapping, measuring and analysis of the current state of new workers recruitment and also positive motivation of current welders, which create the basis for proposed changes that were later implemented. In the last step the impacts of these changes are controlled and summed up. The whole process follows the DMAIC method steps. During the real project solution tools like Lean management, SIPOC, Flowchart and Ishikawa diagram, first pass yield, A3 report and Benchmarking were used. Above mentioned methodological tools are all described in the practical part of the thesis. In conclusion, it was found out that suggested and implemented amendments improved the recruitment process by 12 percentage points. Fluctuation, the second drawback, is however not possible to measure yet as the impact of the changes will be expected to show within 1 year. Although there was a significant improvement of the whole processes, the plan was not met up to the last day in October 2015. Out of the 45 planned positions, 37 welders in total were casted.

The aim of this thesis is to apply the lean management tools at Marketing department of the selected company, specifically at the proces of invoice approval and using this data check the hypothesis from stated sources. Theoretical part of this thesis contains the description of Lean management tools along with it's history and tools, followed by the description of the selected firm, where the lean projects done by the author of this thesis took place. Application part of this thesis contains the complete DMAIC cycle of the project dealing with analysis of invoice approval. Overall, the proces was shortened from 21 operations and 68 hours 11 minutes, to 12 operations and 50 hours 59 minutes a 40 seconds. Application part also comprises of analysis of excessive approval limit for invoices. Final part is dealing with application of the hypothesis on the concrete case of selected firm, meaning that implementation of Lean management will help improve the company financial indicators through NFMP.

Dentro do contexto da busca por produtos e processos perfeitos, esta dissertação apresenta a análise dos Seis Sigmas em um posto de trabalho, com a metodologia do DMAIC, em uma empresa do setor automotivo. O estudo foi desenvolvido no posto de regulagem de freio de mão de uma empresa automotiva de veículos leves, sendo este um item de regulamentação conforme resolução do Departamento Nacional de Transito. A empresa via-se com mais de 30% de defeitos em menos de dez dias de produção. Neste cenário, optou-se pela realização de um projeto de melhoria com uma abordagem Seis Sigmas no equipamento de regulagem e controle (banco de rolos) devido aos resultados de defeitos atuais ultrapassarem o número de defeitos do ano anterior inteiro. A opção pela utilização da metodologia Seis Sigmas na busca da solução para o problema foi uma decisão estratégica da alta administração da organização, com o objetivo de resolver este problema (crônico) já que outros programas de qualidade desenvolvidos na empresa não tiveram o mesmo sucesso em outros estudos de caso, visando assim diminuir os defeitos a partir da efetiva aplicação desta ferramenta. A meta foi mostrar um estudo de caso da aplicação da metodologia Seis Sigmas para a eliminação dos defeitos da regulagem do freio de mão, gerados no processo de regulagem automática, eliminando assim o retrabalho por tassagem no posto seguinte, através dos seguintes objetivos específicos: identificação do problema e dos benefícios da aplicação do Seis Sigmas na empresa, e a melhoria nos resultados operacionais. No decorrer do desenvolvimento do processo como um todo, obtiveram-se resultados satisfatórios em relação à quantidade de dentes de engrenagem a ser controlada, especificação do torque máximo e redução do custo de retrabalho em quase cento e vinte mi reais por mês, além da redução em vinte e quatro vezes o número de reclamações de clientes. Através do trabalho de inspeção em todos os veículos produzidos, foi possível garantir os resultados inicialmente planejados pelo projeto. / Within the context of the search for the perfect product and process, this paper presents an analysis of Six Sigma in a job post, with the DMAIC methodology, in a company in the automotive sector. The study was developed in the post regulator handbrake of a light vehicle automotive company, which it is an item of legislation in accordance with Resolution of the National Department of Transit. The company saw itself up over 30% of defects in less than ten days of production. In this scenario, it was decided to carry out an improvement project with a Six Sigma approach in regulating and control equipment (bank roll) due to the results of current defects exceed the number of defects in the entire previous year. The option for the use of Six Sigma methodology in the search for solution to the problem was a strategic decision by senior management of the organization, in order to solve this (chronic) problem since other quality programs developed at the company didnt have the same success in other case studies, aiming thereby reducing the defects from the effective application of this tool. The goal was to show a case study of the application of Six Sigma methodology for eliminating defects in setting up the handbrake, generated in the process of automatic regulation, eliminating rework by tassagem method of manual handbrake regulating system in the next post, through the following specific objectives: identifying the problem and the benefits of applying Six Sigma in the company, and the improvement in operating results. During the development process as a whole, satisfactory results were obtained in relation to the amount of gear teeth to be controlled, specification of maximum torque and reduced cost of rework in almost a hundred and twenty thousand reais per month, in addition to reducing in twenty-four times the number of customers complaints. Through the work of inspection on all vehicles produced, could guarantee the results initially planned for the project.

This report presents a thesis work on advanced level in the course PPU502 – Product development. The thesis work has investigated the outcome of applying the Product Development Process in the development of a production system, through a case study at Munters Europe AB. The case study aimed to examine, map, analyze and develop a manufacturing process that currently consists of manual and time consuming operations. The purpose of this thesis was to investigate the versatility of the knowledge obtained during the MSc program Innovation and Product Design, as a result of the markets expectations of engineering graduates to be generalists with good ability to apply their skills in more than one area. The methodological approach in this thesis is based on the research process that Kothari (2004) presents and are modified in to 4 phases. Phase 1 defines the project and establishes research questions that are used as guidelines for the work. Phase 2 includes the case study, where the Product Development Process was implemented in the development a manufacturing process. Phase 3 consists of data collection, where quality assuring and general methods for developing production systems were identified. Phase 4 compares the empirical results from the case study with the collected data, describes differences of the methods and analyzes the outcome. / Denna rapport presenterar ett examensarbete på avancerad i kursen PPU502 – Produktutveckling. Examensarbetet har undersökt utfallet av att tillämpa produktutvecklingsmetoder vid utveckling av ett produktionssystem, genom en fallstudie vid Munters Europe AB. Fallstudien syftade till att granska, kartlägga, analysera och utveckla en tillverkningsprocess som, i dagsläget, består av en del manuella operationer. Syftet med examensarbetet var att undersöka mångsidigheten av den erhållna kunskap från civilingenjörsutbildningen Innovation och Produktdesign då marknaden förväntar sig att civilingenjörer ska vara generalister med god förmåga att tillämpa sin kompetens på fler än ett område. Metodiken i detta arbete grundar sig i forskningsprocessen som Kothari (2004) presenterar och är modifierad till 4 faser. Fas 1 definierar projektet och upprättar frågeställningar som sedan styr arbetet. Fas 2 innehåller fallstudien, där produktutvecklingsprocessen har följts för att utveckla en tillverkningsprocess. Fas 3 består av datainsamling där kvalitetssäkra, allmänna metoder för utveckling av produktionssystem har identifierats. Fas 4 jämför empirin från fallstudien med de insamlade data och redogör skillnader samt analyserar utfallet.

The project degree is written within the department of Industrial Engineering & Management at Uppsala University. The object with this study is to improve the current capabilities of the Internal Collection process at the service credit company Hoist Finance with the improvement methodology Lean Six Sigma and associated DMAIC cycle. In order to find out how the methodology should be adapted a case study and a literature study was carried out. The literature study was about previous research in the area of processes, Lean Six Sigma and the company Hoist Finance. The case study was performed over 4 months at Hoist Finance in the operational excellence team to understand how the methodology should be used on the company. The degree project shows great potential to apply the methodology to improve the process and if the recommendations on how the process should be performed is implemented, the process time can be reduced with 25 days and the costs with 23.34 euros per debt.

The importance of quality improvement and excellent performance in the highly competitiveworld market, lead many organizations, their top managers, project managers, and engineers toimplement the new philosophies such as pull scheduling and lean principle at their organizations.This paper describes the Six Sigma principle and framework as a quality improvement strategythrough the successful business.Firstly, the background of the Six Sigma in industry will be described and statistical theorybehind it will be illustrated. Although the Six Sigma concept will be presented in terms ofprinciples, methodologies and framework, the main focus in this report is on adopting the SixSigma approach in construction projects which is still new concept in construction industry.Hence, adopting DMAIC procedure in the construction projects will be examined in this reportto give an overview of what is called Performance Improvement in Construction Projectbased on Six Sigma Principles.

在現今微利時代的競爭環境下，企業為了強化本身競爭優勢，無不致力於持續改善企業流程效率。對工程產業界而言，流程是否有效率，重點在於工程專案管理在各階段執行時的績效，包括了：評估、規劃、設計、採購、施工、安裝、監造及試車運轉等階段。以期望能夠節省工程管理人力，簡化施工流程，縮短工期，嚴控預算成本，提昇工程品質和顧客滿意度，達到預期的獲利目標。 傳統工程產業界對於專案執行，習慣上根據往常作業流程及經驗在各階段去發揮，督導的重點較偏重於事後的考核，或最後的財務數據為主。由於專案執行的過程並没有詳實記錄及檢視，因而經驗的累積和吸取教訓無法有效傳遞，導致在預算超支追加、無法掌控完工時程，以及不良的設計品質等現象重複發生。因此，藉由目前製造業常用的六標準差流程改善手法，找出關鍵的缺失，有效解決問題並減少專案落差，進而獲得一種改善流程效率和降低成本之經營模式。 本研究採用個案分析法，針對A個案公司兩個案例，其導入六標準差改善程序之界定、衡量、分析、改善、控制等五大步驟，透過實際個案之演練落實理論基礎，找出專案管理的核心流程，對於工程建廠在專案管理掌控能力的提升，將有所依循。 / Nowadays, under such a competitive environment in meager profit, every entrepreneur makes their efforts to improve business process management in order to intensify their competitive advantage. In engineering industry, to build up good business process management with efficiency, it depends on the performance of each stage of the project execution which includes evaluation, estimate, plan, design, procurement, construction, installation, supervision and operating test. Consequently, it can not only save manpower and simplify construction process also shorten schedule to under control of the cost, so as to enhance engineering quality and customer satisfaction to reap a planned profit after all. Traditional engineering industry is accustomed to execute the project according to the stark processing and the previous experiences in each stage that only focus on post-evaluation audit, or the last financial data. Without making particular record and survey during the project execution, people cannot gain sufficient experiences efficiently which result in an excess budget, out of control schedule and poor design that happen continually. Therefore, by using Six Sigma improvement process technique is commonly used in current manufacturing business, we can find out the critical defect and solve each problem efficiently to lessen project gap. Thus, it can achieve a way of improving more efficiency and less cost as business model. This research applies to Case Study which focused on A company that will use the procedure of Six Sigma as Define, Measure, Analyze, Improve and Control. Through a fundamental basis by real case study, it is easier to find out the vital process of project management. It will help industries enhance the capability of good manipulation of project management in setting up a plant.

BAGA Water Technology är ett svenskt företag som är verksamt inom vattenhantering med fokus på konstruktion och tillverkning av reningsverk särskilt anpassade för att klara de nordiska förhållandena. De är en av marknadens ledande aktörer inom området vilket gör att en ständig utveckling krävs för att konkurrenskraften ska bibehållas. Företagets huvudkontor är beläget i Karlskrona medan produktion och lagerhållning till största delen är outsourcat till en underleverantör i Norge och en i Blekinge (UL.B). Outsourcingen till UL.B har visat sig inge problem då kvalitén av produkter inte är tillfredsställande samtidigt som den spridda lagerhållningen och produktionen gör logistiksystemet komplext och svårhanterligt. Arbetets syfte är således att göra en förstudie där BAGA erhåller data som kan användas för att ta beslut om en omorganisation av företagets outsourcade lager och produktion är en rimlig lösning på problemen samtidigt som implementerbara förändringsförslag tillhandahålls. Genom användning av Lean Six Sigmas modell för förbättringsarbete, DMAIC, samt förespråkade verktyg har först en nulägesanalys av processer och flöden kopplade till UL.B genomförts. Intervjuer och observationer både på BAGA och hos UL.B har verkat som grundläggande data. Utifrån den samlade informationen har en orsak-verkan analys gjorts med fokus på de båda problemområdena, där orsakerna sedan har prioriterats i en FMEA. Framtagning av tre förbättringsförslag har därefter gjorts, där det förslag som ansågs mest fördelaktigt är att BAGA bör investera i en utökad egen verksamhet genom tillbyggnad av en lagerbyggnad intill kontoret i Karlskrona. Detta möjliggör en förflyttning av lager och produktion från UL.B till BAGA. Beskrivningen av förändringsförslaget presenterar bland annat förändringar i processer och flöden men även förslag på en fysisk utformning där ett effektivitetstänk enligt Lean Six Sigma ständig genomsyrar arbetet. Slutligen presenteras en kostnadskalkyl som jämför nuläget med det föreslagna scenariot där det visar sig att förslaget ger en ekonomisk vinning. Utifrån de många positiva argument som har framkommit, bland annat att förslaget bidrar med minskade transporter och ett ökat inflytande över produktionen, anses det som ett strategiskt riktigt beslut att implementera förbättringsförslaget.

Genom att använda statistiska verktyg kan en ökad förståelse av industriella processer och produkter skapas. En kraftfull metod som kan användas inom processoptimering är Försöksplanering. Trots att industrin behöver denna teknik, används försöksplanering inte tillräckligt. En tidigare studie i Sverige visar att brist på kunskap och kompetens är två av orsakerna till denna låga användningsfrekvens av Försöksplanering inom industrin. DMAIC är en metod som används i Sex Sigma projekt för att omvandla ett komplext problem till ett mer hanterbart. Examensarbetets syfte är att illustrera hur Försöksplanering tillsammans med DMAIC kan användas inom en tillverkande industri för att nå ökad förståelse kring en laserskärningsprocess i tjock metallplåt. Examensarbetet har genomförts som en fallstudie på företaget Gestamp HardTech. Företaget tillverkar produkter till bilindustrin och använder sig av fiberlaser för att bearbeta metallplåtar i sina tillverkningsprocesser. Laserskärning av tjocka produkter i höghållfast stål har stora variationer, vilket resulterar i en process med bristande kvalitet. Orsakerna till variationerna i laserskärning är i stort sätt kopplad till en mängd varierande faktorer som ingår i skärprocessen. Vilka faktorer som påverkar variationen mest är okända. Därför har försöksplanering använts för att kunna identifiera de faktorer som har störst påverkan på processens kvalitet. För att underlätta tillämpningen av verktyget Försöksplanering har problemlösningsmetodiken DMAIC använts. Under Define-fasen identifierades en mängd kvalitetsproblem för laserskärning av tjocka metallplåtar varav fyra kvalitetsproblem studerades. Dessa problem var: Sprutmängd på tipp, Slagghjöd, Grovhet på skärytan och Frammatningsstopp. Under Measure-fasen valdes fyra försöksfaktorer: Hastighet, Effekt, Gastryck och Dysavstånd. Ett tvånivåers-faktorförsök med design 24-1 och två replikat och fyra centrumpunkter genomfördes. Under Analyse-fasen har försöksresultatet analyserats och det visade att faktorerna Hastighet, Gastryck och Dysavstånd påverkar Sprutmängd på tipp, Slagghöjd och Grovhet vid position 3. Frammatningsstopp påverkas av Dysavstånd och Grovhet vid position 2 påverkas av Hastighet och Effekt. I enlighet med de sista två faserna av DMAIC har även ett verifieringsexperiment genomförts och potentiella lösningar till problemen ovan har framtagits. / <p></p><p></p>