Neste estudo, foi comparada a eficácia de dois modelos de gestão de materiais: o primeiro foi o modelo tradicional, com controle manual e com reposição de estoque baseado em cotas preestabelecidas, adotado pelo Hospital Universitário da Universidade de São Paulo (HU-USP), desde 1981; e o segundo modelo, implementado em 2008, com gestão informatizada e reposição de estoque segundo os princípios do just in time. Assim, os objetivos específicos foram comparar a quantidade e o custo dos materiais médico-hospitalares consumidos e em estoque antes e após a implantação do Sistema de Gestão de Materiais informatizado (SGM) e, identificar o consumo dos kits cirúrgicos e anestésicos após a implantação do novo sistema. Trata-se de um estudo comparativo com abordagem quantitativa, desenvolvido no Centro Cirúrgico do HU-USP. Para a coleta de dados, foram utilizados quatro instrumentos: planilha de movimento cirúrgico e a caracterização do paciente; planilha de consumo do material; planilha de kits cirúrgicos e anestésicos; e a planilha de dados sobre estoque de materiais. A população foi constituída por 400 itens de materiais médico-hospitalares do setor de Centro Cirúrgico, no período de fevereiro a maio de 2007 e fevereiro a maio de 2008. Os resultados mostraram que o consumo de materiais do Centro Cirúrgico em 2008 reduziu 8,13% em relação ao ano de 2007 e o custo total dos materiais consumidos tiveram um acréscimo de 2,20%, não tendo representação estatística significativa. Quanto aos kits de procedimentos cirúrgicos e anestésicos, nos quatro meses estudados no ano de 2008, 64,7% do consumo de materiais fizeram parte do kit e 35,3% foram materiais avulsos consumidos durante a cirurgia. Foram utilizados 81tipos de kits sendo que, 54 (66,6%) apresentaram um consumo de material abaixo de 51,9%. Houve uma redução de materiais em estoque no Centro Cirúrgico em 2008 de 26,22% em relação ao ano de 2007 e uma redução de 12,46% do custo / This study involved the comparison of the efficiency of two models of management of hospital medical materials: the first was the traditional model, manually controlled and with stock reposition based on pre-determined quotas adopted by the Hospital Universitário of the University of São Paulo (HU-USP) since 1981; the second model, implemented in 2008, was under an automated management and stock reposition system following the just-in-time parameters. The specific objectives of the study were thus (1) to compare the volume and the cost of the hospital medical materials used with the ones remained in stock before and after the implementation of the automated System of Management of Materials (SGM-Sistema de Gestão de Materiais); and (2) to determine the use of surgical kits and anesthetics also after the implementation of the new system. It also focused on a quantitative approach adopted in the Surgical Center of HU-USP. To achieve a comprehensive result, four types of Control Sheets were used to assemble the data: the surgical activity and the status of the patient; the volume of the material used; the surgical kits and anesthetics; and on the data of the stock of materials. The analysis involved 400 items of hospital medical materials of the Surgical Center sector in the month-periods of February to May of 2007 and of 2008. The results indicated an 8.13% reduction in the use of materials in the Surgical Center in 2008 as compared to 2007, and an increase of 2.20% in the total cost of material, the latter considered to be of no statistical significance. As far as the kits of surgical procedures and anesthetics are concerned, in the four-month period of 2008, 64.7% of the use of materials was out of the kit, and 35.3% represented other assorted materials used during the surgeries. 81 types of kits were used of which 54 (66.6%) decreased 51.9% in the use of kit-related materials. In 2008 there was a 26.22% stock reduction of materials in the Surgical Center as compared to 2007 and a 12.46% cost reduction

The purpose of the study was to identify how to implement a purchasing process in a small company and to investigate which means of transport is most suitable to use at the different delivery distances. The goal was divided into two research questions: • Research question 1: Which purchasing process and purchasing role should the company follow? • Research question 2: Which means of transport are most suitable to use in accordance with the needs of the company? The research method used to answer the goal and the research questions was a literature study and a case study. A literature review was made to understand the subject in a broader context and to gather a case study for empirical results. The case study was conducted at a small company in the construction industry in Södermanland in Sweden, which currently does not have a purchasing process. Based on collected empirical data, the company has encountered some problems. The first problem is that there was no purchasing process to be able to start after which it leads to the company buying in products and testing them if they are customizable and if they do or do not fit, the goods are saved in a containment unit. The second problem is regarding the choice of transportation method for purchased goods in relation to the distance and their needs. Students has, through literature studies, scientific articles and interviews with the company, produced an overview of how to structure and systematize purchasing work, and which means of transport are suitable for the company to be able to collect goods. / Syftet med studien var att identifiera hur man kan implementera en inköpsprocess i ett litet företag samt att undersöka vilket transportmedel som är lämpligt att använda i olika leveransavstånd. Målet var indelat i två forskningsfrågor: • Forskningsfråga 1: Vilken inköpsprocess och inköpsroll ska företaget följa? • Forskningsfråga 2: Vilket transportmedel är mest lämpligt för att använda för transport utefter företagets behov? Forskningsmetoden som används för att besvara på målet och forskningsfrågorna var en litteraturstudie och en fallstudie. Det gjordes en litteraturgranskning för att förstå ämnet i ett bredare sammanhang samt genomfördes en fallstudie för att insamla empiriska data. Fallstudien gjordes hos ett litet företag i byggbranschen i Södermanland i Sverige som inte har en strukturerad inköpsprocess. Utifrån uppsamlad empiri är det känt att företaget stött på några problem. Först och främst finns det ingen inköpsprocess att kunna utgå ifrån, vilket det leder till att företaget för tillfället köper in produkter och testar deras anpassbarhet, och ifall de inte kommer till användning så förvaras de undan. Det andra problemet angår vilket transportmedel som är lönsammast utefter deras behov och transportsträcka. Studenterna har genom litteraturstudier, vetenskapliga artiklar och intervjuer med företaget frambringat en överblick av hur man kan strukturera och systematisera inköpsarbete, samt vilka transportmedel som lämpar sig för företagets behov.

Logistikens vikt för företag blir allt större. En mängd faktorer i företagens omvärld tvingar företag att följa med i utvecklingen för att behålla sin konkurrenskraft. Den ständiga förändringen som sker inom logistikområdet präglas av en mängd tidstypiska trender. Företag med en betydande logistik tvingas därför ta ställning till dessa trender, som på olika sätt sätter avtryck i organisationer då de väljer att implementera tillhörande arbetssätt och metoder från trenderna. Studien undersöker hur företag påverkas av logistiska trender. Detta sker genom att beskriva hur de ser på utvecklingen inom logistik och de trender som utvecklas inom området, samt att se till hur trenderna har satt spår i företagens verksamheter. Supply Chain Management spelar en central roll för uppsatsen, då den statuerar exempel på en logistisk trend, tillsammans med Lean Production och Just-In-Time. Studien är genomförd genom tio semistrukturerade intervjuer hos företag som ser logistik som viktig för deras verksamhet, antingen ur en kostnadssynpunkt eller ur en konkurrenssynpunkt. Den intervjuade representanten för respektive företag är antingen ansvarig för verksamhetens logistik eller en logistikfunktion. Studiens slutsatser är att de företag som intervjuats alla kommer i kontakt med trender inom logistik. Sättet en trend förs in i organisationen sker främst genom nyanställningar av personal med teoretisk eller praktisk bakgrund från andra verksamheter, eller genom att inspireras av andra företag. För att det ska vara aktuellt för företag att införa delar av en trend som Just-In-Time, Lean Production eller Supply Chain Management krävs det att dessa genererar en effektivisering av verksamheten, främst genom ekonomiska besparingar. Supply Chain Management har gjort avtryck hos studiens företag i det avseendet att det finns ett stort fokus på att utveckla samarbetet med sina leverantörer samt att det finns en strävan efter att öka företagets kundfokus och därmed sätta kunden i centrum för verksamheten. / The importance of logistics to companies is growing. A number of factors in business environment forces companies to keep up with changes to remain competitive. The constant changes that occur in the logistics area are characterized by a variety of contemporary trends. Companies with a major logistics are therefore forced to consider these trends, which in various ways puts a mark on the organizations where they choose to implement the related procedures and methods of trends. This study examines how businesses are affected by logistical trends. This is done by describing how they view the developments in logistics and the trends that develop in the area, and to see how trends have left traces in the activities of businesses. Supply Chain Management plays a central role for the study, as it sets an example of a logistic trend, along with Lean Production and Just-In-Time. The study was conducted by ten semi-structured interviews with companies who see logistics as important to their business, either from a cost perspective or from a competitive standpoint. The interviewed representative of the respective companies are either responsible for the businesses logistics or a logistics function. The conclusions of the study are that the companies interviewed all come in contact with trends in logistics. The way a trend is brought into the organization is done primarily through the hiring of staff with practical or theoretical background from other activities, or to be inspired by other companies. For it to be appropriate for companies to implement the elements of a trend such as Just-In-Time, Lean Production or Supply Chain Management, it is required that they generate corporate efficiency, mainly through financial savings. Supply Chain Management has made an important impact in the study’s companies in the sense that there is a major focus on developing cooperation with its suppliers and that there is a desire to increase its customer focus and thus put the customer at the center of activity.

The aim of this report is to increase the knowledge and understanding of the problems within the production at AQ Enclosure systems, and thereby achieve a more stable flow throughout the whole process, a better working environment and better competition advantages. The internal flow along with the external cooperation is very important for the company, because it views flexibility and short leadtime as it is the most important competitive means. The part of AQ production that’s been investigated is the manufacturing of ATM-machines, where the costumer is Banqit. This company is a rater small company with about 4 % of the world market of ATM-machines. In order to achieve the aim of the report extensive interviews have been carried out with employees at AQ. Employees in both the administrative part as well as the manufacturing part has been interviewed. The interviews have been conducted in a way were the respondents have had the opportunity to study the questions in advance. The survey has given a result which indicates problem over a wide scale. A lot of the company problems do not lie in a particular department; they rather include the whole company. The picture of their problems became more complex whereas different respondents look at the same problems in different ways. One big difference in views was clearly identified between office staff and the producing staff. The problems that emerged were not related to lack of machine capability, the problems were rather linked to the managing of production and organization. One example of this problem is the producing personnel’s lack of knowledge and commitment to the company philosophy. The problems concerning management also reflect in a rather strong feeling that divides the company in two, us and them. This feeling affects the whole production line. The producing personnel feels that the office lack understanding of their everyday work and don’t encourage suggestions concerning process evolvement. One other big problem concerning AQ’s production is that some of their key suppliers are either single source or locked from their costumer Banqit. The conclusions of the report shows several areas in which AQ can improve. One measure that the company can implement is introducing a more foreseeable and visual handling of their pallets within the factory. The company management ought to find ways to better mediate the production philosophy throughout the entire organization. Furthermore, the company management should increase the will to see potential ways of improving and increase the inclination of expressing those suggestions. The suggestions should not only concern the personnel’s own workplace but rather span over the entire process. The report also identifies possible areas of improvement concerning the internal and external team cooperation. The different teams ought to see each other as costumers and produce an equally good result regardless of if the item is produced for an internal department or an external costumer.

<p>The aim of this report is to increase the knowledge and understanding of the problems within the production at AQ Enclosure systems, and thereby achieve a more stable flow throughout the whole process, a better working environment and better competition advantages. The internal flow along with the external cooperation is very important for the company, because it views flexibility and short leadtime as it is the most important competitive means. The part of AQ production that’s been investigated is the manufacturing of ATM-machines, where the costumer is Banqit. This company is a rater small company with about 4 % of the world market of ATM-machines.</p><p>In order to achieve the aim of the report extensive interviews have been carried out with employees at AQ. Employees in both the administrative part as well as the manufacturing part has been interviewed. The interviews have been conducted in a way were the respondents have had the opportunity to study the questions in advance.</p><p>The survey has given a result which indicates problem over a wide scale. A lot of the company problems do not lie in a particular department; they rather include the whole company. The picture of their problems became more complex whereas different respondents look at the same problems in different ways. One big difference in views was clearly identified between office staff and the producing staff. The problems that emerged were not related to lack of machine capability, the problems were rather linked to the managing of production and organization. One example of this problem is the producing personnel’s lack of knowledge and commitment to the company philosophy. The problems concerning management also reflect in a rather strong feeling that divides the company in two, us and them. This feeling affects the whole production line. The producing personnel feels that the office lack understanding of their everyday work and don’t encourage suggestions concerning process evolvement. One other big problem concerning AQ’s production is that some of their key suppliers are either single source or locked from their costumer Banqit.</p><p>The conclusions of the report shows several areas in which AQ can improve. One measure that the company can implement is introducing a more foreseeable and visual handling of their pallets within the factory. The company management ought to find ways to better mediate the production philosophy throughout the entire organization. Furthermore, the company management should increase the will to see potential ways of improving and increase the inclination of expressing those suggestions. The suggestions should not only concern the personnel’s own workplace but rather span over the entire process. The report also identifies possible areas of improvement concerning the internal and external team cooperation. The different teams ought to see each other as costumers and produce an equally good result regardless of if the item is produced for an internal department or an external costumer.</p>

UAB „Baltoji juosta“ yra didžiausia kasos juostų gamybos įmonė Lietuvoje. Šiuolaikiniame verslo pasaulyje siekiant įgyti ar išlaikyti konkurencinį pranašumą yra būtina kaip įmanoma efektyviau valdyti visus įmonėje vykstančius procesus. Įmonėje esantys vėluojantys užsakymai yra veiklos neefektyvumo rodiklis, todėl jį būtina likviduoti. Pirmoje darbo dalyje buvo atlikta išorinė ir vidinė įmonės aplinkos analizė. Buvo identifikuota rinka ir aprašytos jos tendencijos. Rinkos tendencijoms nustatyti buvo naudojama Lietuvos statistikos departamento (2006) pateikta mažmeninės prekybos įmonių apyvarta (2003-2006) ir nagrinėjamos rinkos ekspertų vertinimai. Nustatyta, kad rinka yra auganti, tačiau augimo tempai mažėja. Šioje dalyje taip pat buvo atliktas rinkos segmentų išskyrimas, kuris atskleidė įmonei prioritetinius segmentus. Įmonės vidinės situacijos analizės metu buvo atlikta SWOT analizė, kuri padėjo identifikuoti vėluojančių užsakymų problemą. Antroje dalyje buvo atliekama įmonės dokumentų analizė, kurios metu buvo identifikuotos pagrindinės vėluojančių užsakymų atsiradimo priežastys – netinkamas skubių užsakymų valdymo būdas, o taip pat operatyvinės veiklos ir atsargų valdymo proceso problemos. Analizuojant duomenis buvo nustatytos atsargų valdymo proceso neefektyvumo sritys. Taip pat nustatyta, kad net 43% visų įmonės užsakymų vėluoja. Interpretuojant duomenų analizės metu gautus rezultatus buvo apibrėžtos sritys, kurioms reikalingas patobulinimas siekiant sumažinti... [toliau žr. visą tekstą] / JSC „Baltoji juosta“ is the biggest cash register rolls producer in Lithuania. In nowadays business world to gain and sustain competitive advantage you should control all company‘s processes with a highest degree of efficiency. Late orders in a company represent inefficiency and therefore they need to be vanished. In the first part of the paper company‘s internal and external environmental analysis have been done. Under external analysis the market has been identified and tendencies have been overlooked. For this analysis data from Lithuanian department of statistics about retailer‘s sales (2003-2006) was used. Together with field expert‘s comments this data leaded to findings that the market sizes of cash register rolls in Lithuania is growing, however the growth is slowing down. Also segmentation of the market was done and SWOT analysis performed. SWOT analysis helped to identify the importance of late order‘s problem. In the second part company‘s documents were analyzed. Analysis helped to identify main reasons that lead to late order‘s appearance – inappropriate management of urgent orders in the company as well as operational problems and weak inventory management system. Analyzing company‘s data weak areas of inventory system were found. Also there were calculated that overall company‘s late orders rate is 43% which is a lot. By interpreting findings of data analysis areas that require revision and improvement in order to reduce the number of late orders were identified... [to full text]

The object of research - absorption, variable, activity-based and backflush cost accounting systems. The aim of research – after the comparison of cost accounting systems will be performed, with reference to data received from questionnaires, to reveal the appliance of cost accounting systems in Lithuania, evaluate company’s using traditional and modern cost calculation systems, products cost of goods sold decreasing possibilities, possibilities of more effectively recourses managing. The objectives of the work – after the theoretical managerial cost accounting systems have been studied up, to identify the absorption, variable, activity-based and backflush cost accounting systems differences, advantages and disadvantages; to compare cost accounting systems; to substantiate appliance of Just-In-Time expediency. These methods were used while writing the work: Lithuanian and foreign authors work on cost accounting systems literature collection, analysis, graphic, comparison, descriptive, questionairing, and generalization of research results. After the absorption, variable cost systems have been analyzed, it came to conclusion that absorption cost calculation is expedient for long term and variable for short term business decisions. Activity based costing (ABC) allows to assign indirect manufacturing costs by accounting them by activities and applying specific cost calculation unit – cost driver. Just-in-Time philosophy (JIT) considers the possibility to reduce the indirect... [to full text]

Contexto: É progressivo e significativo o número de empresas que estão distribuindo seus processos de produção de software ao redor do mundo visando ganhos de produtividade, redução de custos e melhorias na qualidade. Por isso, o Desenvolvimento Distribuído de Software (DDS) tem suscitado grande número de pesquisas na área de engenharia de software nos últimos anos e, os engenheiros, em reconhecimento à grande influência desta forma de trabalho, estão em busca de modelos e processos que facilitem produção de software, com equipes geograficamente dispersas. Além dos engenheiros, gerentes e executivos têm enfrentado desafios e dificuldades em diferentes níveis, envolvendo fatores gerenciais, em especial quanto ao monitoramento de projetos. O monitoramento de projetos de software é determinante para que se obtenha êxito em seu desenvolvimento. Quanto ao desenvolvimento de software, uma técnica que conquistou destaque é o Kanban, empregado junto à metodologias ágeis, neste sentido, é possível ressaltar também o uso de Business Process Model and Notation (BPMN) em modelos que presam pelo gerenciamento e monitoramento de projetos. Objetivo: Nesta perspectiva, o objetivo desta dissertação de mestrado é comprovar a seguinte hipótese: “Um projeto distribuído de software pode ter o cronograma de suas atividades monitoradas, por meio de um processo que aplique a técnica do Kanban e a modelagem BPMN”. Para tal, foi implementado um processo que aplica a técnica mencionada, junto à notação, como instrumento para a validação da hipótese. Métodos e Procedimentos: Com o propósito de comprovar a referida hipótese, foi utilizado o método experimental, o qual contou com 82 participantes, que trabalharam distribuidamente. Resultados: Após a realização do experimento, foram sistematizadas as informações; estes revelaram que a hipótese supracitada é válida, por conseguinte o processo proposto, que aplica as técnicas do Kanban e a modelagem BPMN, é efetivo no monitoramento do cronograma das atividades em um projeto distribuído. Espera-se que, com este resultado, a técnica Kanban, pouco explorada no DDS seja vista como vantajosa, por gerentes de projetos distribuídos, deste modo também melhorar o monitoramento das atividades em projetos desta natureza, e ampliar os materiais de pesquisa na área. / Context: It is progressive and significant number of companies that are distributing their software production processes around the world aiming gatasting productivity, reduced costs and improved quality. Therefore, the Development Distributed Software (DDS) has attracted large number of pesquisas in software engineering in recent years, and engineers, in recognition of the great influence of this form of work, they are looking for models and processes that facilitate production software, with geographically dispersed teams mind. In addition to engineers, managers and executives have faced challenges and difficulties, at different levels, involving managerial factors in spe cial as the project monitoring. Monitoring of software projects is crucial in order to obtain success in its development. As for the development of software, a technique that gained prominence is the Kanban inpreached by the agile methodologies, in this sense, it is also possible to emphasize the use of Business Process Model and Notation (BPMN) models that presam for managing and project monitoring. Objective: In this perspective, the objective of this master thesis is to prove the following hypothesis: "A software distributed design can have cronograma of their activities monitored through a process to apply the technique of Kanban and modeling BPMN. " To this end, it implemented a process that applies the aforementioned technique, with the notation as a tool to validate the hypothesis. Methods and Procedures: In order to prove that mortgage is, we used the experimental method, which was attended by 82 participants, who tra-balharam dis-tribuidamente. Results: After the experiment, were systematized intraining; These revealed that the above hypothesis is valid, therefore the proposed process, which applies the techniques of Kanban and BPMN modeling is efftive in monitoring the schedule of activities in a distributed project. Espear that, with this result, Kanban technique, little explored in DDS is seen as advantageous for project managers distributed thus also me lhorar monitoring activities in projects of this nature, and expand the materials research in the area.

Made available in DSpace on 2010-04-20T20:14:36Z (GMT). No. of bitstreams: 0 Previous issue date: 1994-10-11T00:00:00Z / Descreve as técnicas da filosofia 'Just in Time' e apresenta as modificações necessárias aos Sistemas Gerencias para que se tornem coerentes com a filosofia JIT, bem como meçam adequadamente a melhoria contínua da Empresa. Critica tanto o Custeio' Direto como o Custeio por Absorção, apresentando como alternativa o Custeio 'ABC'. Mostra como o JIT facilita o Custeio dos Produtos e destaca os aspectos estratégicos da Avaliação de Desempenho. Finalmente discorre sobre um estudo de caso apresentando propostas de melhoria.

Submitted by MÁRCIO GARCIA RODRIGUES null (marciogarcia@maxionsc.com) on 2016-04-28T15:54:31Z No. of bitstreams: 1 Dissertacao_Marcio Garcia_280416.pdf: 2456536 bytes, checksum: b79ef40cb702a054ccb7d7f939704cf6 (MD5) / Approved for entry into archive by Felipe Augusto Arakaki (arakaki@reitoria.unesp.br) on 2016-05-02T12:54:04Z (GMT) No. of bitstreams: 1 rodrigues_mg_me_guara.pdf: 2472389 bytes, checksum: 1c7d0b1b7f5b2d9c139a65d762cda63a (MD5) / Made available in DSpace on 2016-05-02T12:54:04Z (GMT). No. of bitstreams: 1 rodrigues_mg_me_guara.pdf: 2472389 bytes, checksum: 1c7d0b1b7f5b2d9c139a65d762cda63a (MD5) Previous issue date: 2016-04-21 / A crescente variedade de produtos nos sistemas atuais de produção é um grande desafio para a logística interna de abastecimento de materiais numa linha de montagem final, o abastecimento logístico precisa estar em concordância com a programação de produção de forma a disponibilizar para montagem o material necessário, no momento certo e na quantidade correta. A linha de montagem objeto do estudo acompanha esta tendência. Nela são montados modelos variados de chassis. Desta forma, o objetivo geral da pesquisa é desenvolver um modelo de abastecimento para linha de montagem multiprodutos, onde o ponto principal do trabalho é a definição do conceito mais adequado de acordo com o tipo e quantidade do material a ser abastecido. Através de uma pesquisa-ação foi proposto um modelo de abastecimento de linha que demonstrou uma redução de aproximadamente 50% da área ocupada na borda de linha, em consequência da redução de materiais, e aumento de 3% da produtividade, em virtude das reduções das indisponibilidades e perdas por set-up de abastecimento. / The increasing variety of products in current production systems is a big challenge for internal logistics supply of materials to a final assembly line, the logistic supply must be in step with the production program, in order to provide the necessary material for assembly at the right time and in the correct quantities. The assembly line which is the object of this study follows the trend. On it, several models of chassis are assembled. Therefore, the general objective of this research is to develop a supply model for a multi-product assembly line, with the main focus of the work on determining the most suitable concept in terms of the type and amount of material to be supplied. Through research-action, a model to supply the line has been proposed, which demonstrated a reduction of approximately 50% of the area occupied alongside the line, due to the reduction in materials, and an increase of 3% in productivity, owing to the reductions in outages and losses during supply set-up.