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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

Exploring Lean in the Swedish Service Sector : Applicability, Success Factors and Challenges

Kuljancic, Adina, Khalaf, Cecilia, Andersson, Jenny January 2016 (has links)
Working Lean, i.e. “eliminating non-value activities from work processes by applying a robust set of performance change tools and emphasizing excellence in operations to deliver superior customer service,” has received significant attention and become a concept of interest for businesses, especially during recent years. Fundamentally, the concept of Lean is built on the aims of waste reduction and value creation with keywords such as continuous improvement, quality, and efficiency guiding the process. Lean was originally developed with production in mind, but many in the field argue that its applicability reaches further and holds potential within other contexts, such as service, as well. The purpose of this study is to derive lessons learned from individuals working in the service sector regarding whether or not Lean is applicable in the context of service and to explore what factors and challenges are perceived to influence the likeliness of success. An abductive approach has been pursued by the use of semistructured interviews with employees from different levels within organizations in the Swedish service sector. In addition, an external perspective by interviewing a Lean consultant has been of interest. The data gained has been analysed to identify patterns which have then been searched for in existing literature. The findings provide evidence that Lean is applicable in service. Furthermore, success factors related to the following core categories; employee engagement and competence, having a philosophical approach, leadership, management, implementation, organizational and national culture, and management of variation were identified. Lastly, a misconception of Lean, employee resistance and suboptimization were three challenges found.
2

En kvalitativ fallstudie om hur företag förhåller sig till gapet mellan den operativa och den strategiska delen av Lean / A qualitative case study research on companies attitude towards the gap between the operational and the strategic part of Lean

Juhlin, Linnea, Jovanović, Igor January 2014 (has links)
Titel En kvalitativ fallstudie om hur företag förhåller sig till gapet mellan den operativa och den strategiska delen av Lean Nivå Kandidatuppsats   Författare Igor Jovanović och Linnea Juhlin   Handledare Stig Sörling och Tomas Källquist   Datum Maj 2014   Problem Tidigare forskning har påvisat att det finns ett gap i företagens användning av styrverktyget, där företagen i stor utsträckning förbiser vikten av den strategiska delen av Lean. Detta har gjort att företag har haft svårigheter att uppnå sina mål med användandet av styrverktyget.   Syfte Syftet är att skapa förståelse för hur tillverkande företag förhåller sig till gapet mellan den operativa och den strategiska delen av Lean, samt belysa de beståndsdelar gapet består av.   Metod Studien har antagit ett hermeneutiskt och socialkonstruktivistiskt perspektiv där tematisering och ett deduktivt tillvägagångssätt har använts. Studien har genom kvalitativ metod med fallstudiedesign studerat fyra stora företag med hjälp av semistrukturerade intervjuer.   Teori En genomgång av Lean-konceptet görs för att skapa förståelse för styrverktyget sedan fördjupar vi oss på den strategiska delen av Lean för att kartlägga de olika beståndsdelarna som kan överbrygga gapet.   Bidrag Gapet framträder inte lika tydligt i vår studie, fallföretagen har i sitt tankesätt störst fokus på den strategiska delen av Lean. Kultur och ledarskap är huvudbeståndsdelar i jobbet med att överbrygga gapet där den strategiska delen ämnar skapa positiv energi hos medarbetarna. Studien indikerar på att svårigheter med att införliva de teoretiska kunskaperna i praktiken ökar risken för att gapet ska uppstå.               Nyckelord: Lean Production, Lean Thinking, Lean kultur, Gap, operativ, strategisk, Dualism. / Title A qualitative case study research on companies attitude towards the gap between the operational and the strategic part of Lean Level Bachelor thesis   Authors Igor Jovanović and Linnea Juhlin   Supervisor Stig Sörling and Tomas Källquist   Date May 2014   Problem Earlier research has shown that there is a gap in how companies work with Lean where they largely overlook the importance of the strategic part of Lean. Due to this, companies have difficulties to achieve their goals with the use of the management tool.   Purpose The purpose of this report is to create an understanding of manufacturing companies’ attitude towards the gap between the operational and the strategic part of Lean, and to highlight the components that the gap might consist of.   Method The study adopts a hermeneutic and social constructionist perspective where thematisation and a deductive approach have been used. A qualitative approach with case study design has been used to study four large companies using semi-structured interviews.     Theoretic frame A review of the Lean concept has been conducted to create an understanding of the management tool. The study has then focused on the strategic part of Lean to identify the different components that may help to bridge the gap.   Contribution The gap is not as evident in our empirical study as in our theoretical framework. It appears as companies do have their focus on the strategic parts of Lean, at least in their way of thinking. Culture and leadership are essential components in the efforts towards bridging the gap. The strategic part of Lean intends to create positive energy among employees. The study indicates that a difficulty in incorporating the theoretical knowledge in practice increases the risk of creating the gap. Key words: Lean Production, Lean Thinking, Lean Culture, Gap, Operational, Strategic, Dualism
3

IMPLEMENTATION AND ANALYSIS OF TRUE LEAN IN A STARTUP COMPANY BY USING PDCA MODEL, A CASE STUDY IN A MANUFACTURING VENTURE

Jangid, Ankit 01 January 2019 (has links)
The purpose of this research is to implement and analyze the true lean transformation in a manufacturing start-up organization. Often, lean transformations are observed in developed manufacturing organizations having sophisticated production lines and numerous employees, where lean tools are utilized to reduce waste while increasing profit. However, this type of transformation is narrowly focused on quantifiable process results and falls short of the ultimate goal, establishing a true lean culture within the organization. As a result, it is recommended that true lean principles, philosophies, culture, operations environment and tools be applied at the very beginning stages of an organization, or during the start-up phase to embed true lean thinking and application in the entirety of the organization. In this analysis, a case study is performed on a team embarking on a start-up manufacturing enterprise. The team is trained on true lean and all the four aspects of true lean are applied for successfully implementing true lean in the start-up. In addition, a true lean implementation approach was generated and applied using PDCA (plan, do, check and act) model. The results of this case study are presented in this work.

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