Diploma thesis focuses on individual approaches to increase process efficiency in Czech banks. Target banks are Komerční banka, Česká spořitelna and Raiffeisenbank. Trend of bank services commoditization is forcing banks to reduce products prices and increase quality. The goal of this thesis is to compare approaches of forementioned banks and evaluate them based on pre-set criteria. After the analysis suggestions will be made. The first part diploma thesis explains process management terminology and presents specific theoretical approaches to process enhancing. The second part compares specific projects in three banks and suggests specific improvements. Diploma thesis also confirms the philosophy of continuous process improvement is valid for tertiary sector as well.

The aim of thesis is implemention the chosen techniques of lean management in the company named European Trailer Systems Ltd. based on the identification of bottlenecks. The theoretical part provides basic definitions of bottleneck, Theory of Constraints, Lean management and selected methods of lean management. The practical part begins with the company's European Trailer Systems s.r.o characteristic while describe the current situation. Furthermore, the practical part will focus on the identification of bottlenecks that occur in company European Trailer Systems Ltd. in the production process of sliding roofs, will be followed by a proposal to eliminate found bottlenecks with using methods of lean management and possibly their implementation.

A preocupação mundial com a sustentabilidade tem levado as organizações a investigar, cada vez mais, alternativas para melhorar a sua desempenho ambiental e, assim, garantir o desenvolvimento dos seus negócios de forma sustentável. Com o passar dos anos, a literatura tem apresentado diferentes estratégias para apoiar a evolução de empresas ambientalmente conscientes, embora muito pouco tenha se explorado com relação ao potencial para promover a sustentabilidade inerente às práticas de manufatura já existentes. Com o propósito de promover o desenvolvimento de uma cultura de melhoria contínua, lean thinking, ou pensamento enxuto, descreve uma filosofia de trabalho aplicada por muitas empresas de manufatura, a qual foca a eliminação de desperdícios e a aplicação de recursos somente onde há criação de valor para o cliente final. Seguindo essa ideia, o mesmo pensamento de se fazer mais com menos do lean thinking pode ser adaptado para a melhoria dos fluxos que são suporte à produção, isto é materiais, energia e geração de resíduos os quais causam significativo impacto ambiental, contribuindo, assim, para o desenvolvimento de negócios mais sustentáveis. A literatura apresenta diversas evidencias nas quais não só o uso da filosofia lean ajudou na redução de impacto ambiental, mas também exemplos em que a integração dos conceitos de lean e meio ambiente, Lean e Green, é positiva e complementar para redução de resíduos e perdas na produção. Entretanto, não foram encontrados outros estudos com o propósito especifico de utilizar o lean para redução do impacto ambiental na manufatura, incluindo a utilização de um pré-requisito, em termos de nível de desenvolvimento e conhecimento de lean, como requerimento crítico para sua aplicabilidade. O principal objetivo desse projeto é propor um novo modelo, chamado de Lean & Green Business Model (L&GBM). Integrando conceitos de lean e meio ambiente através do desenvolvimento de kaizens em células e em todo fluxo de produção, o modelo desenvolvido tem como principal objetivo a redução do impacto ambiental gerado pelos processos produtivos. O projeto desenvolvido reporta os resultados da aplicação do Modelo Lean e Green em uma corporação multinacional de engenharia, incluindo os resultados do desdobramento do mesmo em diferentes circunstancias: (1) teste piloto em duas células, (2) aplicação do modelo em sete células, (3) aplicação do modelo para células irmãs, (4) aplicação do modelo para fluxo de produção, (5) aplicação do modelo em diferentes ambientes da manufatura. Alguns dos principais resultados identificados até este momento através do desenvolvimento dessa pesquisa incluem: (i) L&GBM é uma boa estratégia de prevenção da poluição, reduzindo de 12 a 35% a aplicação dos fluxos de massa e energia, (ii) L&GBM pode ser usado para reduzir custos, isto é, custos da manufatura de 2 a 8%, (iii), L&GBM adiciona uma nova dimensão ao modelo tradicional de lean, (iv) L&GBM integra completamente os conceitos de lean e sustentabilidade ambiental e (v) L&GBM requer um nível de estabilidade na manufatura para ser aplicado. / Global awareness regarding environmental sustainability has prompted enterprises to investigate different alternatives for improving environmental performance in order to deploy sustainable businesses. There is a growing body of literature proposing different sustainability alternatives for environmentally-conscious firms, although not many have really explored the sustainability side of existent manufacturing strategies. With the purpose of promoting a continuous improvement culture within the business, lean thinking describes a working philosophy applied by many manufacturers, which considers the expenditure of resources for any goal other than the creation of value for the end customer, to be wasteful. Therefore, the same idea of doing more with less from lean thinking can be applied for improving material, energy flows and wastes streams that cause significant environmental impacts, thus supporting the development of a sustainable business. There has been lots of anecdotal evidence that a lean approach can help make the business case for environmental impact reduction and an integrated Lean and Green works for (1) reduction of production waste, (2) reduction of environmental impact but little empirical evidence to substantiate this. The main objective of this project is to propose a new model, which is called Lean & Green Business Model (L&GBM). In this model, environmental sustainability is integrated into pure lean thinking. The model presented in here adopts a Kaizen approach to improve mass and energy flows in manufacturing environments that already possess the necessary deployment level to apply lean thinking. Evidence-based results are first reviewed. It is presented findings to support the need of manufacturing stability as a prerequisite for integrating lean and green at the manufacturing level. The integrated lean and green approach results in (i) a reduction in production waste and (ii) a reduction in environmental impact. The project reports the findings of application of the model in a major engineering international corporation, including the results of the model deployment in several different circumstances: (1) pilot testing in two cells, (2) cell roll out in seven cells, (3) application for sisters’ cells, (4) application for a value stream and (5) application in different manufacturing environments. Some of the research key findings identified include: (i) L&GBM is a good pollution prevention strategy, reducing from 12 to 35% mass and energy flows, (ii) L&GBM can be used to reduce costs, reducing operational manufacturing mass and energy flow costs by 2 to 8%, (iii) L&GBM introduces a new dimension into traditional lean thinking, the environmental concerns, motivating a conceptual transition, (iv) L&GBM fully integrates lean thinking and green thinking, merging the fundamental principles of lean and green thinking (v) L&GBM requires a sufficient level of manufacturing stability and lean deployment prior to its introduction.

La aplicación del Lean Management en las organizaciones conlleva la implicación de todo el personal en la mejora de todas las operaciones para disminuir, o eliminar, todo aquello que no aporte valor en las operaciones, mejorando la eficiencia de cada operación y, como consecuencia, del conjunto de la organización. Bien sea que las propuestas de mejora provengan de las aportaciones de los grupos de trabajo, a través de los Programas de Sugerencias, o de acciones Kaizen-blitz surge la necesidad de objetivar el proceso de toma de decisiones sobre su implantación. Conforme aumenta el tamaño de la organización también lo hace el volumen de proyectos de mejora y, con ello, la necesidad de gestionar eficazmente el sistema a través del cual fluyen, son analizadas y, en su caso, puestas en funcionamiento. En la práctica este sistema de sugerencias cubre tres funciones básicas. En primer término canaliza todas las propuestas de mejora desde las líneas de producción, y áreas de servicios, hasta la toma de decisión sobre su implantación. En segundo lugar, estos procesos permiten que parte del conocimiento tácito, acumulado en los miembros del grupo, pase a conocimiento explícito y pueda transmitirse y extenderse en la organización. Finalmente, constituye un importante factor para el enriquecimiento del trabajo del operario de línea que, por naturaleza, se caracteriza por su monotonía. Para mantener el empuje a través de toda la organización y a largo plazo el principal problema radica en mantener activa la participación del personal en el programa. Para soslayarlo todas las sugerencias deben ser evaluadas mediante criterios objetivos, sin que se generen dudas sobre su aplicación, y todo ello debe ser realizado en el mínimo plazo posible y manteniendo la comunicación eficaz con los equipos cuyas propuestas son evaluadas. Si estos elementos no son percibidos positivamente por el personal se pierde parte de la necesaria participación, lo que afecta directamente a la ....... / Barberá Ribera, MT. (2012). Propuesta de un modelo de cartera para la valoración de proyectos de mejora asociados a acciones kaizen-blitz y al programa de sugerencias. Aplicación en el sector de automoción bajo un enfoque multicriterio [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/18434 / Palancia

Companies competing in the global markets are constantly exposed to the market pressure regarding differentiation from competitors and contribute to development. To be able to create competitive advantages and handle the markets expectations, companies are required to develop both processes and employees. A well-established strategy is Toyota's methodology, widely used since Toyata is regarded being a market leader. Since many companies have difficulties achieving Toyota's success, Mike Rother developed the concept Toyota Kata, which focuses on how management can develop a transparent corporate culture of continuous improvements. Mike Rother considers that the concept Toyota Kata is applicable regardless of the industry, although research is limited regarding implementation of Toyota Kata in service businesses, since the majority of research and literature are based of manufacturing companies. The purpose of this thesis is accordingly to analyze how service businesses are able to create a corporate culture with improvement processes being naturally implemented. By comparing two real improvement processes and investigate how the implementation of Toyota Kata can enable continuous improvements in service businesses improvement processes, the purpose will be answered. The results show many improvement areas regarding the company's improvement processes. The recurring weaknesses in both processes are that they were not naturally implemented in the company, recurring problems, resistance from the coworker and inexplicit goals. The study conclude that Toyota Kata contributes to effective improvement processes. However, requirements are placed on the company’s commitment to create a new corporate culture. Toyota Kata can also be combined with Kaizen-workshop and PDCA, to achieve a greater impact. To deeply understand the implementation of Toyota Kata in service businesses, more studies have to be conducted in the field which is based on analysis of service businesses who has implemented Toyota Kata in their workplace. / Företag verksamma i dagens globala marknader utsätts ständigt för påtryckningar att differentieras från konkurrenterna samt aktivt bidra till utvecklingen framåt. För att skapa konkurrensfördelar samt hantera marknadens förändringar krävs det att företag arbetar aktivt med att utveckla processer och medarbetare. En väletablerad strategi är Toyotas arbetsmetodik som fått spridning då Toyota anses vara ledande inom sin bransch. Då flertalet företag har svårt att uppnå samma framgång som Toyota, har Mike Rother utvecklat konceptet Toyota Kata, som tar avstamp i hur företagsledningar ska utveckla en mer transparent företagskultur av ständiga förbättringar. Mike Rother anser att konceptet Toyota Kata kan användas av alla företag oavsett bransch, samtidigt är forskningen begränsad gällande implementeringen av Toyota Kata inom tjänsteföretag, då majoriteten av forskning och litteratur grundas i tillverkande företag. Studiens syfte är således att analysera hur tjänsteföretag kan skapa en företagskultur där förbättringsprocesser sker naturligt. Detta genom att jämföra två verkliga förbättringsprocesser och undersöka hur appliceringen av Toyota Kata kan möjliggöra ständiga förbättringar av tjänsteföretags förbättringsprocesser. Tillvägagångssättet för studiens genomförande är en litteraturgenomgång och 23 semistrukturerade intervjuer. Resultatet visar flertalet förbättringsområden gällande fallföretagets förbättringsprocesser. De återkommande svagheterna inom båda processerna var att de inte är naturliga i företaget, återkommande problem, motstånd från medarbetare samt otydliga mål. Slutsatsen är att Toyota Kata bidrar till effektivare förbättringsprocesser. Höga krav ställs dock på verksamhetens engagemang i att skapa en ny företagskultur. Toyota Kata kan även kombineras med Kaizen-workshop och PDCA för att uppnå högre genomslagskraft. För att skapa mer förståelse för appliceringen av Toyota Kata i tjänsteföretag krävs fler studier inom området som grundar sig i analyser av tjänsteföretag som applicerat Toyota Kata i sin verksamhet.

The diploma thesis deals with the improvement of non-compliance management processes in the production company supplying the railway industry. The theoretical part explains the basic characteristics and principles of process control. In the practical part, the current state of non-compliance management processes is analyzed from many points of view and potentials for improvement ire identified. Based on identified potentials, specific measures are proposed to improve the current situation and also give the expected benefits to company after the proposed measures have been put in place.

The diploma thesis is concerned with the implementation of lean components in the production process of selected company. Through the Value Stream Mapping method an analysis of the current state is performed that resulted several shortcomings of the current production process. Based on the outcomes of the analysis, proposal of new production line is made that contributes to increased customer value within a shorter production time, reduce waste and thus to streamlining the production process.

This thesis is primary focused on optimization of the production process in a selected company.Teoretical part of this thesis is the result of literature research of Lean Six Sigma, which is mostly used by the company. It is a brief insight to an issue and introduction of the most often used tools from Lean Six Sigma methodology, which were used afterwards in practical part of this thesis. Also there is an introduction of the company and its production portfolio. Crucial part of this thesis is it‘s practical part focused on improving of current situation on the production line with an economical and technical assessment. The main goal was to create more compact and smaller area of product line with lower work in progress.

This diploma thesis deals with the process of revision and implementation of one of the many tools of lean manufacturing – 5S – in the production environment of the selected industrial enterprise Bosch Rexroth, spol. s r. o. In the introduction, the reader is briefly acquainted with the history and scope of the parent company Bosch and Bosch Rexroth. The following research part is devoted to a theoretical introduction to the current concepts of organization and management of the production process with emphasis on the description of the philosophy of lean manufacturing and its individual tools and components, especially in detail the 5S tool. The main part of the work are chapters dealing with the description of the current situation in the selected industrial enterprise, analysis of deviations from the current 5S standards and the proposal of new 5S standards, including the definition of new control mechanisms. At the end of the work is a technical and economic evaluation of the proposal.

This thesis analyzes the material flow and layout of the workplace at ABB Ltd. Based on Sankeyova diagram and process analysis are developed proposals to improve existing activities in society so as to streamline manufacturing processes and lead time and cost savings.