Active Shooter events have been on the rise throughout the United States. My research topic was chosen to better understand Just-In-Time Training to identify how it can assist traditional crisis response training in schools. The work has included investigating the background on what information there is on active shooters, length of training, and the methodology behind this research. <br>

Investigates several facets of the implementation of just-in-time (JIT) using a two-tiered empirical approach that included a field study and a mailed survey. The 277 respondents to the survey included 130 manufacturing organizations, 61 service organizations and 86 public sector organizations in the USA. Five hypotheses were tested. The results indicate that while all the organization types had enacted procedural and operational modifications in support of their JIT implementations, there were some differences in the impact that these modifications had in reducing problems during the implementation and on the eventual outcome of the project. Suggests areas where benchmarking can be utilized by the various organization types to alleviate potential problems in the JIT implementation process and to improve their chances of success.

The effective implementation of just-in-time (JIT) in the US public sector is examined in this empirical study. Specifically, the relationships between organizational modification efforts prior to JIT implementation, problems encountered during implementation and JIT success are investigated using a sample of 86 public sector organizations. The results of this research seem to support the notion that JIT, as a form of "managerialism", has the potential to increase the operational efficiency, service quality and organizational effectiveness of public sector organizations. However, for this potential to be achieved, public sector organizations, like their private sector counterparts, must be willing to modify their procedures and operations. The potential benefits of JIT to public sector organizations are not in doubt. However, the art of designing the right JIT implementation strategy for such organizations is debatable. Therefore, issues related to these concerns are worthy of future research. This study is a modest contribution toward that end.

Denna studie undersöker Lean Healthcare, som är ett koncept ursprungligen från industrisektorn för att bland annat minimera fel och genomföra tidsbesparingar och som nu har anpassats till vården. Teorin utgår från att managementkoncept följer ett mode där det är svängningar i popularitet under dess livscykel samt att det sker en översättning av koncept som reser. Genom en PMI-studie undersöks populariteten i media och ser hur det har varierat över livslängden. En kvantitativ innehållsanalys används sedan på ett urval av det insamlade materialet för att se hur konceptet har blivit översatt genom media. Resultatet visar att Lean Healthcare följer den traditionella livscykeln för managementkoncept till stor del men avviker i form av en andra uppgång. Konceptet har översatts från en positiv framställning där argument som resursbesparing och effektivisering belystes till en negativ framställning där en sårbarhet med Just-in-time användes som argument. / This study examines Lean Healthcare, which is a concept originally from the industrial sector with the intention to, among other things, minimize errors and facilitate time savings. The concept has later been adapted to healthcare. The theoretical framework assumes that management concepts follows a fashion in which there are fluctuations in popularity during its lifecycle. The concept also goes through a translation process as it travels. A PMI study examines the popularity of the concept in media and analyses how it has varied over the life span. A quantitative content analysis is then used on a selection of the collected material to see how the concept has been translated through the media. The result shows that Lean Healthcare largely follows the traditional life cycle of management concepts but deviates in the form of a second upturn. The concept has been translated from a positive view where arguments such as resource saving and streamlining were highlighted to a negative presentation where a vulnerability from Just-in-time was used as an argument.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Even though there is a high demand for clothing articles in the market, they do not meet quality standards. This can be appreciated after the clothes are washed and dried and the study revealed that over 20% of the items were returned each month. This occurs when the acquisition of raw materials is focused exclusively on the price. Thus, there are no requirements for compliance with any technical specifications that would enable the production process to be equipped with quality raw materials. Additionally, the absence of control over the quantity of consumables based on demand generates reprocessed inventory, thus damaging the fabric. Therefore, the proposed model was made through the Lean Six Sigma method to reduce waste and meet client requirements. The results were a decrease in returns by over 16.5% and an increase in productivity by 28.5%.

Abstract The purpose of this study is to deepen the knowledge and understanding of the strategies “just in time” and “freight pooling” in logistics management in the food industry. In order to answer the purpose, we had two different research questions. The questions are about what advantages and disadvantages there are with these strategies in the food industry. The study is conducted in a qualitative way where the interviews and observations are used to deepen the knowledge of how an organization in food industries uses the strategies “just in time” and “freight pooling”. The previous science shows that there are some advantages with these strategies but also disantvages that the organization should have in mind and work with so that they do not happen. The study shows that the organization this study was conducted on where very successful in implementing these strategies and they experienced many advantages by using “just in time” and “freight pooling”. The organization this study was conducted on were really cautious with the possible setbacks that the strategies can so they emphasized that they need to work really close with all the involved parties so that they can minimize the risk for the disadvantages to happen.  Keywords: just in time, pooling, logistic strategies, transport optimization, food supply chain

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Det är först nyligen som den lokala latensperioden hos datorsystem börjat undersökas och optimerats i dataspel och nya hårdvaru- och mjukvarutekniker har utvecklats för att minska latensen i dem. I detta arbete läggs en ny sådan teknik fram, inspirerad av Nvidia Reflex fast optimerad för dubbelbuffrad vertikal synkronisering. Tekniken implementerades i en egen spelmotor som sedan användes för att skapa en prestandatest-applikation. Med hjälp av denna applikation utfördes ett experiment för att utvärdera teknikens praktikalitet och prestanda. Resultatet från experimentet tyder på att tekniken kan göra god nytta för att minska latensen i vertikalt synkroniserade spel, men kräver för tillfället att implementationen optimeras utefter spelets prestanda. Framtida forskning bör fokusera på att öka generaliserbarheten av tekniken genom att exempelvis utnyttja maskinlärning. Dessutom önskas bättre stöd från grafikdrivrutiner och operativsystem att förse applikationer med de verktyg som behövs för att göra en solid implementation av denna teknik. / <p>Det finns övrigt digitalt material (t.ex. film-, bild- eller ljudfiler) eller modeller/artefakter tillhörande examensarbetet som ska skickas till arkivet.</p>

This research provides a basis to explore the relationship between Just-In-Time (m) and performance of the manufacturing system using a systems approach. Specifically, a conceptual model that captures system-wide performance of the manufacturing system was built using system dynamics in an effort to investigate the relationship between JIT and performance of the manufacturing system. The model was designed and built to measure total-factor productivity (TFP) which represents a global performance measure of the manufacturing system. TFP captures the integrated, synergistic effect of the system variables and functions on global system performance. A major part of the research was devoted to building and testing the system dynamics model. The model consists of four sectors: production-inventory, labor, machine, and material. The labor, machine, and material sectors represent the input classes used to produce the finished goods. The production-inventory sector contains a variable representing the finished goods (output of the system). It also contains the TFP variable which relates all the input classes and the output, and calculates the TFP value simulated under a specific system state. / Ph. D.

The automotive industry has given over the last seven decades to the industrial world a sustained demand for vehicles. It is classed as one of the largest industries in the world and an industry that most use and develop new technologies with the goal to reduce their costs and increase their productivity.The Japanese philosophy that calls from the west-world for Lean Management is based on, among other things, the elimination of the "muda" which translates as waste through continuous efforts aimed at achieving a robust manufacturing. To achieve this, uses several methods and tools and among others is the Just-In-Time approach the most abundant. JIT means the right material will be in the right place at a specific time. This study will most be focused on a strategy that is considered the most extreme application of the concept, namely the Just-In-Sequence strategy in which the components are delivered in the right time and in the right sequence in a pull system manufacturing there the goal is to see if the lead times and resource need can be minimized.To test the appropriate theory takes the study place at Volvo Cars in Torslanda, Sweden. Volvo Cars manufactures some of the most popular cars in the world, with production in Europe, Asia, and from 2018 also in the United States. The company implements the Lean methods and especially JIT but also JIS in some parts of the assembly.This study was done on the engine department there the engines arrive from the supplier in a rack that runs further to the different buffers and from there to the production line for final assembly.The purpose was to investigate and report on how the company could through using of the JIS strategy affect the material flow as well as which economic benefits had this implementation resulted.The study took into account both sequencing at the supplier and sequencing in the plant after the arrival. Both methods resulted a more efficient flow of materials in which a reduction in the need of resources was noted. The sequencing at the supplier proved to be even more advantageous, as in most of the cases, production costs less at suppliers but also the reduction in capital was radically.IITo achieve a perfect sequence requires close cooperation with the suppliers and a quite big investment to create robust processes that eliminates the error probability.The main recommendation to Volvo Cars is to mostly focus on the big picture than on each plant individually. To achieve a more efficient flow and a better result for the entire organization is something that should be given priority even if a facility would then get a worse result. Finally, it is recommended to Volvo Cars to invest in a Just-In-Sequence strategy which bring benefits such as freeing up operative area in the factory, but most important of all, it reduces the lead times and the resource-costs. / Fordonsindustrin har under de senaste sju decennierna gett till industriella världen en oförminskad efterfrågan på fordon. Den klassas som en utav de största industrierna i världen samt en industri som mest använder och utvecklar ny teknik med mål att sänka sina kostnader och öka sin produktivitet.Den japanska filosofin som västervärlden kallar för Lean management grundar på bland annat eliminering av ”muda” som översätts som slöseri genom ett kontinuerligt arbete som siktar till att uppnå ett robust tillverkningssystem. För att uppnå detta används flera metoder och verktyg och bland andra är Just-In-Time metoden den mest förekommande. JIT innebär att rätt material ska vara på rätt plats på en specifik tid. I denna studie kommer mest läggas fokus på en strategi som anses av de flesta företag vara den mest extrema tillämpningen av konceptet, nämligen Just-In-Sequence strategin där komponenterna levereras helt enkelt i rätt tid och i rätt sekvens i ett dragande system och målet är att se om ledtiderna och resursbehovet kan minimeras.För att prova den lämpliga teorin äger studien rum på Volvo Cars i Torslanda. Volvo Cars tillverkar några utav de mest efterfrågade bilarna i världen med produktion i Europa, Asien och från och med 2018 i USA. Företaget använder sig av de ovannämnda Lean metoderna som JIT men även JIS på vissa delar av monteringen.Denna studie skedde specifikt på motoravdelningen där motorer ankommer ifrån leverantören i rack som vidare körs till olika buffertar och därifrån till produktionsbandet för slutmonteringen.Syftet var att undersöka och redogöra för hur företaget kan med hjälp av JIS-strategin påverka företagets materialflöde samt vilka ekonomiska fördelar hade denna implementering medfört.Studien tog hänsyn till både försekvensering hos leverantören och sekvensering efter ankomsten till fabriken. Båda två metoderna resulterade i ett effektivare materialflöde där en minskning av behövande resurser märktes. Sekvenseringen hos leverantören visade sig vara ännu fördelaktig då i de flesta av fallen är tillverkningskostnaderna mindre hos leverantörer men även minskning av bundet kapital var radikalt. Att nå en perfekt sekvens kräver nära samarbete med leverantören och en ganska stor investering för att skapa robusta processer som eliminerar felsannolikheten.Den huvudsakliga rekommendationen till Volvo Cars är att fokusera mest på helheten än på varje fabrik individuellt. Att nå ett effektivare flöde och ett bättre resultat för hela koncernen är något som borde prioriteras även om en anläggning skulle i så fall få ett mindre bra resultat. Slutligen rekommenderas till Volvo Cars att investera i en Just-In-Sequence strategi något som medför fördelar genom att frigöra viktig yta i fabriken men viktigaste av allt, genom att minska sina ledtider och sina resurskostnader.