Denna uppsats har för avsikt att utreda begreppet Just-In-Time (JIT) och dess komponenter för att sedan försöka finna dessa i den svenska lastbilstillverkaren Scanias produktionssystem. Litteratur har bidragit med en definition av JIT som sedan har jämförts med hur Scania arbetar inom produktionen. Empiri har erhållits genom intervjuer med berörd personal samt observationer på plats i Oskarshamn och i Södertälje. För japanerna är inte Just-In-Time-tänket en ny företeelse utan det är något de har arbetat efter en längre tid. Denna uppsats har valt att utgå från Jeffrey K. Likers (2004) definition i The Toyota Way. Liker delar upp filosofin i fyra stycken sektioner. Uppsatsen fokuserar på två av dessa som behandlar arbetsprocessen och ständiga förbättringar. Scanias produktionssystem bygger till stor del på Toyotas. Denna uppsats kommer att påvisa likheter och skillnader mellan teorins JIT och Scanias produktionssystem (SPS).

Thèse numérisée par la Division de la gestion de documents et des archives de l'Université de Montréal

Abstract Management is a field that started getting attention in the beginning of the 20 th century by Frederick Taylor. His publication is called the Principles of Scientific Management and is based on the principles of using scientific methods to find the best way of conducting each operation within a production facility. Many of Taylor’s principles may appear obsolete today but the matter of an effective material flow is still highly current. Efficiency is the relationship between the input into an operation and its result. A substantial part of the material flow is storage and the costs tied to it. An area about the importance of eliminating storage is JIT or just in time. The main principle of JIT is that a product shouldn’t be produced until a customer expresses its demand for it. Inventory Management is an area within JIT and contains different principles regarding how to avoid storage. Production Management is another area with a set of principles on how to plan an efficient layout of the production. There are many benefits that can be achieved with an efficient production flow and also many disadvantages if the flow is inefficient. It is therefore important to identify the weak spots in the production line and improving them. Our research question: How can the principles of JIT within the areas Inventory Management and Production Management be used to make the material flow more efficient? By conducting a case study at a company in the plastic recycling business, we have come to a conclusion. They need to reduce the amount of material in the warehouse by either buying less material or by increasing the capacity of the cutting operation. The can also make the cutting operation automatic in order to decrease to amount of time that is required for the cutting. They can also eliminate the need for storing half complete material by purchasing a more efficient granulation machine. The last thing to improve is to move the warehouse for final storage closer to the loading area in order to decrease the amount of time needed for that particular operation.

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No description available.

Examensarbetet har genomförts på den produktionstekniska avdelningen på Volvo Construction Equipment i Hallsberg.Syftet varatt ta fram ett nytt koncept för hyttsvetsproduktionen på fabriken;hur produktionsprocessen skulle kunna se ut i framtiden. Man vill göra flödet i linan mer effektivt med avseende på kvalitet, flexibilitet samt eliminera tidsslöseri som idag är ett problem.När fabriken påbörjade sin produktionproducerade man två olika varianter av hyttertill anläggningsmaskiner, idag har man ökat produktionen till fyra varianter. I takt med att varianter samt orderingång ökat har man byggt på befintlig produktionslina istället för att utveckla en ny, anpassadlinafördet nya läget. Resultatet har blivit att maxkapaciteten är nådd och linan klarar inte att hantera en planerad produktionsökning. En grundlig analys av hyttsvetsprocessen, innehållande intervjuer med bland andra platschef, teknisk chef och flera tekniker genfördes för att få förståelse för processen. Övrig information såsom effektivitetsmätningar på utrustning, värdeflödesanalyser och avvikelserapportering har funnits tillgängligt och legat till grund för arbetet. Toyota Production System och Lean har studerats ingående och principermed utgångspunkt ur dessa filosofier hartagits fram. Dessa anser jagsom en viktig grund för en lyckad förändring i produktionen. Principerna behandlar bland annat delarna JIT, Heijunka, eliminera slöseri ochKanban. Dessa återkopplas och integreras i ett nytt koncept innehållande två olika förslag på ny layout för produktionsprocessen. / This thesis has been conducted atthe department of production engineering at Volvo Construction Equipment in Hallsberg. The aim was to develop a new concept for cab welding production at the factory, whata future production line could look like. VCE want to make the production flow more efficient in terms of quality, flexibility and eliminate time waste which currently is a problem. When the production first started, the company produced two different types of cabs for construction equipment; today that number has gone up to four types of cabs. As typesof cabsand production increasedone has simply expandedthe existing production line instead of developing a new line, custom built tofitthe newstate. The result is that the maximum capacity is reached and the line cannot handle a planned increase in production. A thorough analysis of the cab welding process has been conducted containing interviews with, among others, the sitemanager, technical manager and several technicians, to gain understanding of the process. Other information, such as efficiency measurement on equipment, value stream mapping and deviation reports has been available andhasbeen the basis for the thesis. TPS and Lean have been studied extensively and principles based on these philosophies have been developed. These I consider an essential foundation for a successful change in the production. The principles includes, amongst other,JIT,Heijunka, eliminate waste and Kanban. These are reconnectedand integrated into a new concept containing two different proposals for a new layout for the production process.

Supply Planning in the Automotive Industry is a vital ingredient for Supply Chain Integration. The role and function of a Supply Planner, although clearly defined in European developed methods, lacks the practical dimension. This paper describes such a practical approach that was developed for Supply Planning in the South African Automotive Industry. The framework highlights all the aspects – from a business and functional perspective - that need to be considered on a global and local scale. The framework describes the role and responsibilities of the Supply Planner as an active supply chain designer during the product/production development process. / Dissertation (MEng (Industrial Engineering))--University of Pretoria, 2006. / Industrial and Systems Engineering / unrestricted

Práce se zabývá modelováním a simulací výrobních systémů řízených principem tahu (kanban, CONWIP). Analyzuje vzájemný vztah průtoku, operačních zásob a doby výroby. Zohledňuje stochastické vlivy a variabilitu procesů. Teoretické základy jsou aplikovány na příkladu výrobní linky CP1H ve společnosti Bosch Diesel.

Diploma thesis presents project about improving transportation of input material for assembly workplaces within the production department. Theoretical part is focused on the definition of production and logistics processes in general. Practical part is first devoted to analysis of original way of supplying materials. Then there is presented a lean supplying concept with Milk run followed by conclusions about the project benefits. At the end, there is also presented a way of improvement of informational flows by using informational technologies.

The objective of this empirical investigation is to gain insights into the operational strategies, practices and characteristics of 130 manufacturing, 61 services and 86 public sector organizations. Based on this survey-based research conducted in the USA, it is concluded that operational lessons learned from the manufacturing experience may improve the operations of service and public sector organizations. In this context, benchmarking manufacturing organizations' operational know-how may prove to be a worthy investment for service and public sector organizations.