Purpose: The problem with the construction industry is inefficient material handling that creates waste in form of unnecessary activities that do not increase the value of the product. The construction industry is accused of production delays, exceedance of budget and difficulties in having a high quality. The aim is to find opportunities for improvements to make the material handling on a construction site at deliveries, material storage and material transports more efficient. Method: A qualitative case study of an organisation was carried out to achieve the aim of the report. The methods used in this study was unstructured observations, semi structured interviews and document analysis. Findings: A checklist for material handling based on the theories of Muda, 5S and JIT within Lean has been designed as an improvement and is intended to be used at a construction site. The checklist is based on the collected empirical study and consists of three parts, based on the issues of the study, which were deliveries, material storage and material transport. The purpose of the checklist is to improve the material handling at a construction site by identifying and eliminating wastes in terms of waiting, transport, storage and defects. Implications: By using the checklist, follow the delivery plan, improve the construction site plan and improve the contract between the suppliers and the company that have been concluded from the study result, waste in deliveries, material storage and material transport can be reduced. The recommendation is to follow the suggestions for improvement to make the material handling more efficient and reduce waste on a construction site. Limitations: The limitations that have been made in the study is to identify the wastes in the material handling moments that have been used in the study during the different material handling processes. The communication between workers, in what way the company plans their work activities, work environment and quality of work is not included in the study. / Syfte: Problemet i byggbranschen är ineffektiv materialhantering som skapar slöserier av resurser i form av onödiga aktiviteter som inte ökar värdet på slutprodukten. Byggnadssektorn anklagas för förseningar, budgetöverskridande och svårigheter att hålla en hög kvalitet. Målet är att hitta förbättringsmöjligheter för att effektivisera materialhantering på en byggarbetsplats vid leveransmottagning, materiallagring och materialförflyttning. Metod: För att uppnå studiens mål har en kvalitativ fallstudie av en organisation genomförts. De datainsamlingsmetoder som har använts är strukturerade observationer, semistrukturerade intervjuer och dokumentanalys. Resultat: En checklista för materialhantering baserad på teorierna Muda, 5S och JIT inom Lean har utformats som ett förbättringsförslag och är tänkt att användas på en byggarbetsplats. Checklistan är gjord utifrån studiens insamlade empiri och består av tre delar som utgår från studiens frågeställningar leveransmottagning, materiallagring och materialförflyttningen. Syftet med checklistan är att effektivisera materialhanteringen på en byggarbetsplats genom att identifiera och eliminera slöserierna i form av väntan, transport, lager och defekter. Konsekvenser: Genom att använda checklistan, följa leveransplanen, uppdatera APD-planen och förbättra kontraktet mellan leverantörer och företag som har framtagits i studiens resultat kan slöserier inom leveransmottagning, materiallagring och materialförflyttning minskas. Rekommendationerna blir att följa förbättringsförslagen för att effektivisera materialhanteringen och reducera slöserier på byggarbetsplatsen. Begränsningar: De avgränsningar som har gjorts i studien är att identifiera de valda slöserier inom Muda som behandlades i studien under olika materialhanteringsmoment. Kommunikationen mellan arbetarna, på vilket sätt företaget jobbar med att planera olika arbetsmoment, arbetsmiljö och arbetskvalitet ingår inte studien.

This dissertation deals with analysis and follow-up suggestion of efficiency improvement on the production line in DAIKIN DEVICE CZECH REPUBLIC Ltd. Mentioned steps are performed with the help of production philosophy called Lean production or TPS (Toyota Production System) and production procedures like Just in Time, Jidoka and Kaizen. The target of this work is to find out and eliminate inefficiencies of manufacturing process, design an improvement project (saving cost, safeness, reduction of working positions etc.). Perform evaluation of this project and suggest testing procedure for follow-up improvement in the future.

LKAB Mekaniska i Kiruna, Sverige är en ståltillverkare som bland annat producerar avropsartikeln lingenomföring till moderbolaget LKAB. Målet med detta examensarbete är att minska på leveranstiden för sistnämnda artikel. För att åstadkomma detta undersöktes produktionsflödet i affärssystemet Monitor. Därtill genomfördes en litteraturstudie och intervjuer hölls med avdelningschefer och operatörer från LKAB Mekaniska. Utifrån detta identifierades tre faktorer som påverkar leveranstiden negativt. Dessa är kötiderna mellan operationerna, den bristfälliga planeringen som skedde vid skär- och maskinavdelningen, samt begränsningarna som höll upp produktionen i maskinavdelningen Vi hävdar att leveranstiden minskar om följande åtgärder genomförs: eliminera kötiderna mellan tillverkningsprocesserna, öka beläggningen och kapaciteten på tillverkningsmaskinen, implementera ett kanbansystem, ändra ordningsföljden i tillverkningsprocessen och slutligen införa ett säkerhetslager med färdigsvarvade stänger. / LKAB Mekaniska in Kiruna, Sweden is a steel-manufacturer that, among other things, produces lingenomföring for its parent company LKAB. The aim of this thesis is to decrease the delivery time of the aforementioned product. In order to achieve this, production flow in the business system Monitor ERP (Enterprise Resource Planning) was examined. In addition to this a literature study was conducted and interviews were held with department heads and machine operators from LKAB Mekaniska. Based on data collected, three factors were identified as negatively affecting the delivery time. These are queue times between operations, inadequate planning for the cutting and machinery department, as well as the limitations that kept the production back in the machinery department. We claim that the delivery time decreases if the following measures are realized: eliminate queue times between stages in the manufacturing process, increase personnel capacity related to the manufacturing machine, implement a kanban system, change the order of the manufacturing process and lastly to introduce a storage of ready-turned bars.

<p><strong>Introduction</strong></p><p>Overtime the execution and control of business activities to meet and even exceed customer satisfac-tion has become an absolute top priority. This is because with an increase in the demand for diverse products and services of quality in unprecedented numbers, there is an automatic injection of complexi-ty into the activities and processes which companies undertake in order to fulfill customer satisfaction. This complexity which could be logistical in nature is usually centered on the provision of quality prod-ucts and services on a timely basis for customer satisfaction. In order to keep this complexity aspect in check while fulfilling customer satisfaction, there is the need to manage the different facets of complex-ity that relate to quality and agility.</p><p><strong>Purpose</strong></p><p>The purpose of this study is to understand the managerial actions on the logistical challenges of quality and agility in a Newspaper Distribution Company.</p><p><strong>Method</strong></p><p>In order to fulfill the purpose, the authors undertook a qualitative-single case study following an induc-tive approach. Interviews were conducted with two managers and these were basically face-to-face in-terviews though we also conducted some of the interviews by phone.</p><p><strong>Findings</strong></p><p>Managing complexity challenges of quality and agility requires the utilization of Total Quality Manage-ment (TQM), Just-in-Time (JIT) and Information flow (IF). Through the utilization of TQM, quality standards are enhanced through continuous improvement and the pursuit of excellence in the activities of the company. JIT as a philosophy helps in the elimination of waste and in the speeding up of processes within a company’s supply chain that result to the timely delivery of goods and services to customers in order to enhance customer satisfaction. Also, Information flow through the aid of diverse technologies such as mobile phones, radio phones, the internet, the World Wide Web, Customer Rela-tionship Management systems, Structured Query Language relational database but also word of mouth transmission have helped in the facilitation of decision making in the company relating to the delivery of quality products and services in an agile or responsive manner for customer satisfaction.</p><p><strong>Practical and Theoretical Implication</strong></p><p>The attainment of the requisites of agility while maintaining delivery quality may not be sufficient to enhance customer satisfaction. The information in the model provides management with a pathway to follow in solving logistical challenges towards enhancing customer satisfaction. The study offers theory development opportunities.</p><p><strong>Originality</strong></p><p>A model of logistical complexity management was designed for the attainment of customer satisfaction.</p>

Byggindustrin är reglerad av avtal, överenskommelser och består av flera metoder samt att materialet är beroende av vilken typ av byggnad som ska konstrueras. Varje nytt byggprojekt är en unik produkt på en helt ny plats. Vilket skiljer sig från tillverkningsindustrin, som producerar produkter i fabrik. Från studiens syfte har tre frågeställningar utformats. Metoden som använts för att uppnå syftet och besvara frågeställningar har varit kvalitativ och kvantitativ. Den insamlade data är främst från intervjuer och tidigare studier. Studien har visat att tidigare bygglogistikanalyser saknar eller har otydlig definition av avgörande faktorer och detaljer kring konstruktion av fastigheter samt dess transporter. Analysen av tidigare bygglogistikanalyser har resulterat i antaganden och användbara värden för att utföra en prognos för stadsutvecklingsprojektet Väsjön. Scenarioanalysen visade att projektet generar drygt 240 000 transporter som motsvarar cirka 200 ton koldioxidutsläpp vid bostadsproduktion av 4500 nya bostäder. Analysen visade möjligheten att minska både antalet transporter och utsläpp när olika logistiklösningarna introduceras, såsom en checkpoint- lösning, en terminallösning, en gemensam avfallshantering eller kombination av dem.

Introduction Overtime the execution and control of business activities to meet and even exceed customer satisfac-tion has become an absolute top priority. This is because with an increase in the demand for diverse products and services of quality in unprecedented numbers, there is an automatic injection of complexi-ty into the activities and processes which companies undertake in order to fulfill customer satisfaction. This complexity which could be logistical in nature is usually centered on the provision of quality prod-ucts and services on a timely basis for customer satisfaction. In order to keep this complexity aspect in check while fulfilling customer satisfaction, there is the need to manage the different facets of complex-ity that relate to quality and agility. Purpose The purpose of this study is to understand the managerial actions on the logistical challenges of quality and agility in a Newspaper Distribution Company. Method In order to fulfill the purpose, the authors undertook a qualitative-single case study following an induc-tive approach. Interviews were conducted with two managers and these were basically face-to-face in-terviews though we also conducted some of the interviews by phone. Findings Managing complexity challenges of quality and agility requires the utilization of Total Quality Manage-ment (TQM), Just-in-Time (JIT) and Information flow (IF). Through the utilization of TQM, quality standards are enhanced through continuous improvement and the pursuit of excellence in the activities of the company. JIT as a philosophy helps in the elimination of waste and in the speeding up of processes within a company’s supply chain that result to the timely delivery of goods and services to customers in order to enhance customer satisfaction. Also, Information flow through the aid of diverse technologies such as mobile phones, radio phones, the internet, the World Wide Web, Customer Rela-tionship Management systems, Structured Query Language relational database but also word of mouth transmission have helped in the facilitation of decision making in the company relating to the delivery of quality products and services in an agile or responsive manner for customer satisfaction. Practical and Theoretical Implication The attainment of the requisites of agility while maintaining delivery quality may not be sufficient to enhance customer satisfaction. The information in the model provides management with a pathway to follow in solving logistical challenges towards enhancing customer satisfaction. The study offers theory development opportunities. Originality A model of logistical complexity management was designed for the attainment of customer satisfaction.

For many retailers, manufacturers, and wholesalers, inventory is their single largest investments of corporate assets. Problems such as stock-outs and bullwhip effect due to sales fluctuation and poor visibility are normal for manufactures. Unnecessary activities, in the purchasing process internally and externally, such as double order handling, cost both money and time. It is widely known that firms no longer can compete effectively in isolation of their suppliers and other entities. The future success of many businesses depends on co-operation and the co-ordination of efforts; making Supply Chain Management important. JIT and VMI are two of the philosophies that have been used to update supply chain relationships and management. By recognising your own supply weaknesses, the need for a supply strategy and a purchasing portfolio which classify suppliers emerges. There is an interest in examining what possible benefits and drawbacks, JIT and VMI collaboration can bring and how they differ from each other. In order to have a successful collaboration and implementation, it is important to know what basis to choose suppliers on and understand what needs to be in place, internally and externally, before starting either a JIT or VMI relationship with different suppliers. An inductive method was used in order to transform the literature review into a case study research. Explanatory and exploratory strategy was combined as well as qualitative and quantitative data collection such as oral interviews and written questionnaires. The case study was carried out at an accessory purchasing department at a large production company referred to as the “Focal company” in this thesis. Also, participating in the study were selected suppliers of the Focal company. The literature review and the case study data was analysed which led to the results that: • JIT and VMI can shorten lead time, improve quality and relationships if used properly, otherwise it can lead to increased inventory levels. • Key factors for enabeling JIT and VMI are common goals, management commitment, accurate information and suitable software systems. • Suitable suppliers for JIT and VMI are companies that have equal dependency and/or have interdependency and are willing and able to contribute to the competitive advantage of the buying firm. • Supplier selection criteria are price, quality, delivery, flexibility, reliability organizational culture, structure and strategy. • Implementation of JIT is not an option today at the Focal company. • With a few IT-system updates, a little bit of education and training the Focal company and most of the suppliers in this study are ready for VMI. • Because of the good balance of power and dependence in the relationships between the Focal company and their suppliers there is a good chance of a successful outcome. • The Focal company’s rating criteria are well correlating with the literatures findings, which further support that they are ready to select suppliers for integrated relationships.

<p>For many retailers, manufacturers, and wholesalers, inventory is their single largest investments of corporate assets. Problems such as stock-outs and bullwhip effect due to sales fluctuation and poor visibility are normal for manufactures. Unnecessary activities, in the purchasing process internally and externally, such as double order handling, cost both money and time.</p><p>It is widely known that firms no longer can compete effectively in isolation of their suppliers and other entities. The future success of many businesses depends on co-operation and the co-ordination of efforts; making Supply Chain Management important. JIT and VMI are two of the philosophies that have been used to update supply chain relationships and management. By recognising your own supply weaknesses, the need for a supply strategy and a purchasing portfolio which classify suppliers emerges.</p><p>There is an interest in examining what possible benefits and drawbacks, JIT and VMI collaboration can bring and how they differ from each other. In order to have a successful collaboration and implementation, it is important to know what basis to choose suppliers on and understand what needs to be in place, internally and externally, before starting either a JIT or VMI relationship with different suppliers.</p><p>An inductive method was used in order to transform the literature review into a case study research. Explanatory and exploratory strategy was combined as well as qualitative and quantitative data collection such as oral interviews and written questionnaires. The case study was carried out at an accessory purchasing department at a large production company referred to as the “Focal company” in this thesis. Also, participating in the study were selected suppliers of the Focal company.</p><p>The literature review and the case study data was analysed which led to the results that:</p><p>• JIT and VMI can shorten lead time, improve quality and relationships if used properly, otherwise it can lead to increased inventory levels.</p><p>• Key factors for enabeling JIT and VMI are common goals, management commitment, accurate information and suitable software systems.</p><p>• Suitable suppliers for JIT and VMI are companies that have equal dependency and/or have interdependency and are willing and able to contribute to the competitive advantage of the buying firm.</p><p>• Supplier selection criteria are price, quality, delivery, flexibility, reliability organizational culture, structure and strategy.</p><p>• Implementation of JIT is not an option today at the Focal company.</p><p>• With a few IT-system updates, a little bit of education and training the Focal company and most of the suppliers in this study are ready for VMI.</p><p>• Because of the good balance of power and dependence in the relationships between the Focal company and their suppliers there is a good chance of a successful outcome.</p><p>• The Focal company’s rating criteria are well correlating with the literatures findings, which further support that they are ready to select suppliers for integrated relationships.</p>

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Dissertation work comes with a summary of logistics evolution in the sphere of Supply Chain Management and focuses readers attention on the processes inside of supply chain. However dissertaion work is not just a huge methodological part, it also comes with an optimization part. Reader meets imaginary company trying to optimize a part of its distribution process by using modification of distribution technology "Hub and Spoke". Optimization computational procedure also consist of Traveller Salesman Problem (TSP). Fictional data for three days of testing where prepared by using MS Excel function of random numbers. For longer testing period dissertation work uses simulation technology represented by SIMPROCESS software.