Detta examensarbete grundar sig på Lean-filosofin och genomförs i samarbete med ett legotillverkande företag vid namn Gloab Konsult AB, som specialiserar sig i CNC-svarvning och precisionsslipning. För att mer i detalj kunna studera olika verktyg och metoder ifrån Leanfilosofin, är syftet med detta arbete att effektivisera en av Gloabs artiklar som går igenom hela deras produktion, från råvarulager till längdsvarv och robotstyrd-precisionsslipmaskin för att slutligen packas ner för leverans till kund, en M2-500. Arbetet börjar med att identifiera flaskhalsen samt de icke-värdeadderande moment (Leans 7+1 slöserier) i M2-500:as flöde med hjälp av en flödesanalys. Detta ledde till att ett spagettidiagram, en 5-varför, en SMED-analys samt ett fiskbensdiagram användes för att identifiera, samt reducera orsakerna till Leanslöserierna transport, rörelse, väntan och outnyttjad kompetens, men också för att effektivisera och reducera flaskhalsen i flödet. Förbättringsförslagen som presenteras innefattar att flytta närmare på råmaterialet, införskaffa ett nytt mellanlager, påbörja arbete med 5S, utbilda fler personal, samt tillämpa SMED på maskinen som utgör flaskhalsen i M2-500:as flöde. / This thesis is based on the Lean philosophy and is conducted in collaboration with a contract manufacturing company called Gloab Konsult AB, specializing in CNC turning and precision grinding. In order to study various Lean tools and methods in more detail, the purpose of this work is to streamline one of Gloab's products that goes through their entire production process, from raw material storage to length turning and robot-controlled precision grinding machine, and finally packed for delivery to the customer, an M2-500. The work starts by identifying the bottleneck and non-value-added activities (Lean's 7+1 wastes) in the flow of the M2-500, using a flow analysis. This led to the use of a spaghetti diagram, a 5-why analysis, a SMED analysis, and a fishbone diagram to identify and reduce the causes of Lean wastes such as transportation, motion, waiting, and unused skills, as well as to streamline and reduce the bottleneck in the flow. The proposed improvement suggestions include moving closer to the raw material, acquiring a new intermediate storage, implementing 5S, training additional personnel, and applying SMED to the machine that represents the bottleneck in the flow of the M2-500

Yes / Overall equipment effectiveness (OEE) is a key indicator to measure the effectiveness of production systems. This paper aims to evaluate and improve a plastic production line based on OEE evaluation. An integrated framework is proposed to enhance the production system efficiency. This paper presents the data for a Plastic production line in Jordan under real working conditions. The data covers three months. A framework process to improve the OEE of the Plastic production system was proposed. Six major stoppage losses were inspected with the help of Pareto analysis. Furthermore, the actual availability, efficiency, and quality rate measures, together with the whole OEE for each working day, week, and month of the production line were shown. The methodology is based on determining the OEE of a Plastic production line after determining the causes of failures. The fishbone diagram tool is used to determine the root causes of failures. To improve the OEE measure, several losses are identified. The results reveal that the company should improve its policy to improve the production line’s performance and reduce losses. Top management should also pay attention to reducing the speed losses, which consist of 58.1%, and eliminate the planned and unscheduled disruptions covering 12.73% of all losses. This can be achieved by establishing a proper operation management procedure and strategy. This, in turn, optimized the equipment’s effectiveness. The quality procedure should include the changeover program that may be executed every day. Similarly, all preventive maintenance procedures for the six machines should be properly executed in predetermined intervals. There are several limitations in the research. Firstly, the research case study is only the plastic production system. Secondly, the research is related to the downtime or stoppage by analyzing it using fishbone diagram. Further, supported by other techniques such as the Pareto chart, six big losses analyses and CED. This research conducted on a Plastic industry. However, similar studies can be carried out in future in other manufacturing industries like electronic, pharmaceutical, textile industries, etc., and service industry. However, as future research work the contributions of this paper with other lean manufacturing concept like six sigma, quality function deployment, TQM, and just-in-time manu-facturing, can also be conducting to assess the overall production line efficiency. On the other hand, several statistical tests can be implemented based on data collected of TPM performance indicators. The proposed method supports policymakers in their decision-making process on the operations management line. Further-more, it improves the production systems’ productivity quality, and performance, reducing unplanned stop-pages and breakdowns, and reducing maintenance costs.

With the globalization era, software companies around the world not only have to face competition in the domestic industry, as well as the subsequent challenge of large international companies. For this reason, domestic software companies must to upgrade their own software quality. Domestic government agencies and non-governmental units together promote Capability Maturity Model Integration (CMMI). Hope to improve their quality of software development process through internationalized professional evaluation. Towards the high-maturity software development process, software development process should be estimated quantitatively in CMMI Level 4. There are frequently used statistical process control (SPC) methods, including control charts, fishbone diagram, pareto charts ... and other related practices. Its goal is to maintain stability of overall software development process, so the output performance can be expected. Primitive SPC applied in manufacturing industry, successfully improving the quality of their products. But some characteristics of software, such as software development is human-intensive and innovative activities. It increases not only variability of control, but also difficulties of implementation. In this study, collate and analyze the operational framework of SPC and CMMI Level 4 through study of literature and case study with the case company-A company's practices. It contains two points, one is organization point of view, the other is methodological point of view. Organizational point of view includes stage of CMMI Level 4 and SPC implemented in the software industry, as well as how to design the organizational structure. Methodological point of view includes the steps to run SPC¡Buseful methods and tools. Methodological point of view also uses control theory to collate relevant control mechanisms. Finally, we illustrate how to integrate SPC into the company's system development life cycle. The framework can provide a reference for domestic software companies of longing for implementing CMMI Level 4 and SPC.

Purpose: The purpose of the thesis is to study a process within Systembolaget AB that affects a selected part of the assortment model. The assortment is defined as TSE, which stands for tillfälligt sortiment exklusivt, that can be described as temporary assortment exclusively. According to Systembolaget the process currently lacks clarity with associated deviations in launch plans of TSE items to stores. The purpose is to improve visibility to counteract deviations in the process. Method: The report's data collection consists of semi-structured interview studies, literature studies and document review. Analysis of data has been accomplished by a fishbone diagram. Theory: The theoretical framework is made up of the kano model, Porter's five forces and ISO 9000. Results: The TSE process is necessary for Systembolaget's attractiveness as an alcohol monopoly. The range contributes to a width of offers for the customer and satisfies customers who demand more alcoholic drinks than what is available in the fixed range. TSE is mostly a stated need that has one-dimensional attributes that increase customer satisfaction and fulfillment rates. The fishbone diagram has excavated underlying root causes and identified method and measurement as the most serious in affecting quality deficiencies. Systembolaget's power structures in the microenvironment are significantly dependent on the suppliers' ability to act. Currently, the TSE process lacks a quality and management system, with the consequence that a vision, business concept and definition of quality are missing. Likewise, there is no measurement system for measuring the performance of the process in the form of deviations from launch plans. There are still challenges with the lack of internal software systems that impair the transparency of the process. Conclusion: The report suggests that the organization examines the suitability of implementing a quality and management system, measurement system, system support and vision and business idea. / Syfte: Rapportens syfte är att studera en process inom Systembolaget AB som berör en utvald del inom sortimentsmodellen. Sortimentet betecknas TSE som står för tillfälligt sortiment exklusivt. Processen i dagsläget brister i överskådlighet med tillhörande avvikelser i lanseringsplaner av TSE-artiklar till butiker. Syftet är att förbättra överskådligheten i TSE-processen för att motverka avvikelser lanseringsplanerna.   Metod: Rapportens datainsamling består av semistrukturerade intervjustudier, litteraturstudier och dokumentgranskning. Dataanalysen har gjorts med hjälp av fiskbensdiagram. Teori: Det teoretiska ramverket är uppbyggt av kanomodellen, Porter´s five forces och ISO 9000. Resultat: TSE-processen är nödvändig för Systembolagets attraktivitet som alkoholmonopol, då sortimentet bidrar till en bredd i erbjudande för kunden och tillfredsställer kunder som efterfrågar fler alkoholdrycker än det som finns i fasta sortimentet. TSE är till största del ett uttalat behov som har endimensionella attribut som höjer kundtillfredsställelsen och uppfyllelsegraden. Fiksbensdiagrammet har urholkat bakomliggande rotorsaker och identifierat metod och mätning som störst allvarlighet i påverkan av kvalitetsbrister. Systembolagets maktstrukturer i mikromiljön är signifikant beroende av leverantörernas handlingskraft. I dagsläget saknar TSE-processen ett kvalitets- och ledningssystem med efterföljd att vision, verksamhetsidé och definition av kvalitet saknas. Likaså saknas mätsystem för mätning av processens prestanda i form av avvikelser av lanseringsplaner. Fortsättningsvis finns utmaningar med avsaknad av interna stödsystem som försämrar överskådligheten av processen. Slutsats: Rapporten föreslår att organisationen undersöker lämplighet av att implementera ett kvalitets- och ledningssystem, mätsystem, systemstöd och vision samt verksamhetsidé.

<p>The internal and external challenges construction companies face such as variability, low productivity, inefficient processes, waste, uncertainties, risks, fragmentation, adversarial contractual relationships, competition, and those resulting from internal and external challenges such as cost overruns and delays negatively affect company performance and profitability. Though research publications abound, these challenges persist, which indicates that the following gaps exist. Lean construction, process improvement, and performance improvement research have been conducted wherein improvement principles, and best practices are used to ameliorate performance issues, but several knowledge gaps exist. Few companies use these improvement principles and best practices. For those companies applying improvements, there is no established link between these improvements and performance/profitability to guide companies. Further, even when companies use improvement principles and best practices, they apply only one or two, whereas an integrated application of these improvement principles and best practices would be more effective. The other gap the author identified is the lack of strategic tools that construction companies can use to improve and manage their profitability. This thesis tried to fill the knowledge gap, at least partially, by developing a two-part excellence model for profitability improvement of construction companies. The excellence model lays out strategies that would enable companies to overcome the challenges and improve their profitability. The excellence model also gives an iterative and recursive continuous improvement model and flowchart to improve the profitability of construction companies. The researcher used high impact principles, guidelines, and concepts from the literature on organizational effectiveness, critical success factors, strategic company profitability growth enablers, process improvement, and process maturity models, performance improvement, and organizational excellence guidelines to develop the two-part excellence model.</p> <p>The author also translated the two-part excellence model into the diagnostic tool and Decision Support System (DSS) by use of process diagrams, fishbone diagrams, root cause analysis, and use of improvement principles, countermeasures and best practices at the most granular (lowest intervention) levels to do away with root causes of poor performance. The author developed the diagnostic tool and Decision Support System (DSS) in Access 2016 to serve as a strategic tool to improve and manage the profitability of construction companies. The researcher used improvement principles, and best practices from scientific and practitioner literature to develop company and project process flow diagrams, and fishbone (cause and effect) diagrams for company, department, employee, interactions and project performance for the profitability improvement, which are the engines of the diagnostic tool and DSS. The diagnostic tool and DSS use continuous improvement cycles iteratively and recursively to improve the profitability of construction companies from the current net profit of 2-3 percent to a higher value.</p>