Background: Närsjukvården Österlen AB (=NÖAB) won a five-year contract, late in 2000, to operate the local health care services in Simrishamn on behalf of the Region Skåne. The economical forecast for 2002 was a loss of 18 million SEK. A turnaround was urgent. Aim: Primarily to evaluate Knowledge Management (=KM) techniques as a tool in the process of turning a health care organization around. Secondarily, to describe the means by which NÖAB became a more efficient health care organization. In order to evaluate the use of KM in the turnaround process it is necessary to answer three fundamental research questions. Did a turnaround take place? Did the individual projects contribute to increased efficiency? And finally can the approach used in the projects be characterized as KM. Method: The study was an ongoing case study using action research combined with evaluation. The Evaluation uses public data (both quantitative and qualitative) and evaluations done by third parties. That allows for a profound validation of the conclusions. Three central processes were singled out for the evaluation. 1) The makeover of the acute patients’ way into the system, 2) the disease management program (=DPM) for patients suffering from COPD and 3) the introduction of an error-management system. Results: The operating results were raised from minus 15 million SEK in 2002 to plus 10 million SEK in 2005. Manhours were reduced with 20.6%. The average cost for a consultations were reduced with 24.6%. The introduction of the COPD DPM resulted in a saving of approximately 1 million SEK a year. A total of 312 adverse event reports were filled during the first 10 month - an average of 31 a month. The introduction of KM turned the organization into a patient centered, lean health care organization. Changed the decisions making, and resulted in a significant shift towards an acceptance culture. Conclusion: From the nature of the described projects, the description of the landmarks used and the discussion on how the projects fit into a Knowledge Management way of thinking it is concluded that a Knowledge Management approach was applied. The success of the turnaround described in the case makes a strong argument for the use of Knowledge Management when faced with the need to optimize health care systems. / <p>ISBN 91-7997-162-8</p>

This thesis work uses variety of methods from the Lean Toolbox. Thereby, one can examine how these lean principles can be meaningfully implemented in the production of Driver Assistance Systems. This is achieved through the analysis of individual principles and their practical implementation. The principles are examined in a chronological order over the complete project engineering process from Planning, Conceptualization till Implementation on the shop floor. This thesis shall serve as a guideline for the effective and economical installation and ramp up of new production lines.

Lean management focus on customer and try to eliminate wastage. This approach try to achive processes more effective and continuous. The goal of the Master's Thesis is to analyse processes and activities of lean management, which are used in manufacturing Company ABC and to suggest solutions for improvement. Master's Thesis also studies processes of quality control, which are very important for company, engage in stamping metal components. There will be find some issue to improve by analysing one type of product.

Magíster en Gestión y Dirección de Empresas / Codelco Chile, define los lineamientos estratégicos de largo plazo y consecuentemente con ello la División Radomiro Tomic, elabora su mapa estratégico y programas. La presente Tesis permitirá a partir del Mapa estratégico Divisional, revisar el nivel de alineamiento existente entre las áreas de Mantenimiento/Abastecimiento y el mapa Divisional en la función de suministro de repuestos y así proponer mejoras. Lo anterior, debido a que no se cumplió los indicadores de disponibilidad y utilización de equipos. Para resolver el problema anterior, la metodología de trabajo se orientó en la identificación de brechas existentes en los pilares de mantenimiento: personas, procesos, equipos y sistemas. Revisando los flujos de información entre los equipos de trabajo, análisis planes de mantenimiento, materiales vigentes y su obsolescencia, uso sistema SAP, estrategia reposición/compra, material crítico y de alto/medio consumo. El 32% del presupuesto de la gerencia de mantenimiento es de materiales, por lo cual la medición de desempeño en la gestión es indispensable. Se implementó, KPIs de desempeño cruzados en la cadena de suministro de materiales. La demanda de materiales es relevante para abastecimiento, para convenios de largo plazo y compras programadas. En este caso, la preparación del presupuesto anual 2018 (largo plazo), se realizó de acuerdo a la matriz de materiales, adicionalmente en el mediano plazo se trabaja en la carga de materiales en los planes/hojas de ruta, para entregar una proyección sistémica. Con la estrategia de la División, la bajada comunicacional y la implementación de los diálogos de desempeño, según metodología Lean, permitió a las áreas de mantenimiento y abastecimiento visualizar el objetivo en común. Con esto se logró que las áreas trabajaran en equipo, con el patrocinio de los responsables de las gerencias de las áreas. La implementación y gestión continúa, se realiza a través de diálogos de desempeño, analizando los KPIs, generando acciones y compromisos, para corregir desviaciones. El impacto a las personas es un ordenamiento de las tareas y responsabilidades. La mejora continua, se realiza a través de la detección de las desviaciones reiteradas de los KPIs, los cuales son tratados por un equipo en resoluciones de problemas. El impacto a los equipos, se mide a través de una mejora en el desempeño del activo. Finalmente en los sistemas se aumento el uso de herramientas SAP. Todo lo anterior aporto al aumento promedio de 2 puntos en disponibilidad y utilización de quipos, resultado acumulado a octubre 2017, en relación al año 2015. El principal riesgo en la implementación del modelo, es que las personas tengan un grado de compromiso bajo, o que no compartan el objetivo común. Como mitigar dicho riesgo: capacitación y revisión sistemática de las metas estratégicas, retroalimentación permanente por parte de los responsables de las áreas. Todo lo anterior ha permitido comenzar el control de pérdidas. Al trabajar y desarrollar la tesis, podemos ver la necesidad de seguir profundizando hasta llegar a equipos de alto desempeño. / 14/12/2022

Submitted by Eliene Soares da Silva (eliene.silva@fgv.br) on 2012-12-18T16:25:55Z No. of bitstreams: 1 Vincenzo Prudentino_FGV.pdf: 3524254 bytes, checksum: bf597c5ede743faef7d3fc6f3207f9ae (MD5) / Approved for entry into archive by Eliene Soares da Silva (eliene.silva@fgv.br) on 2012-12-18T16:26:54Z (GMT) No. of bitstreams: 1 Vincenzo Prudentino_FGV.pdf: 3524254 bytes, checksum: bf597c5ede743faef7d3fc6f3207f9ae (MD5) / Made available in DSpace on 2012-12-18T16:37:40Z (GMT). No. of bitstreams: 1 Vincenzo Prudentino_FGV.pdf: 3524254 bytes, checksum: bf597c5ede743faef7d3fc6f3207f9ae (MD5) Previous issue date: 2012-12-14 / This thesis aims to analytically describe and assess the implementation of lean manufacturing practices by Pirelli Tyre within its Latin American Industrial complex. In addition to a structured and vast description of Toyota production principles and lean thinking theoretical foundations, a special emphasis will be devoted to the EGR project (Especialistas em Gestão da Rotina), as a strategic tool to be used by the Italian multinational company in the upcoming future, so to achieve a more effective and efficient results in daily routine management. This project, representing a significant component of Pirelli Manufacturing System (PMS) and primarily geared to plant supervisors and coordinators, mainly consists of helping the firm to develop the corporate ability to correctly evaluate the potential gap existing between actual and expected results, in order to both understand deviations as well as underlying causes, and continuously improve company performance through process standardization and waste reduction. Those goals can be pursued by acting on two essential means: technical skills and behavioral leadership to support each project team; enhanced effectiveness in managing performance indicators across the different factory units, in accordance to KPIs set at the Head Quarter level. Furthermore, the research will be focused on the peculiar experience of Santo André plant, where EGR has firstly kicked off, with the aim to capture the relevant changes (on the organizational and economic side) brought to the company, through the conduction of field research and interviews, which are oriented to gather evidence, considerations and insights from all the organizational actors involved. / O trabalho tem como objetivo avaliar e descrever analiticamente a implementação de práticas de manufatura enxuta pela Pirelli Pneus no seu complexo industrial da América Latina. Além de uma descrição estruturada e ampla dos princípios de produção de Toyota e fundamentos teóricos do Lean thinking, uma ênfase especial será dedicada ao projeto EGR (Especialistas em Gestão da Rotina), como uma ferramenta estratégica para ser usada pela empresa multinacional italiana no futuro próximo, de modo a alcançar um resultado mais eficaz e eficiente na gestão da rotina diária. Este projeto, que representa um componente significativo do Pirelli Manufacturing System (PMS) e, principalmente, voltado para supervisores e gestores de plantas, consiste principalmente em ajudar a empresa a desenvolver a capacidade empresarial para avaliar corretamente o gap potencial existente entre os resultados atuais e os esperados, para tanto entender os desvios, bem como as causas subjacentes, e melhorar continuamente o desempenho da empresa por meio da padronização de processos e redução de desperdicios. Esses objetivos podem ser perseguidos, atuando em dois meios essenciais: habilidades técnicas e comportamentais de liderança para apoiar cada equipe de projeto; uma maior eficácia na gestão de indicadores de desempenho nas diferentes unidades de fábrica, de acordo com KPIs estabelecidos no nível central pelo Head Quarter. Além disso, a investigação será focada na experiência peculiar da planta de Santo André, onde o EGR começou como piloto, com o objetivo de captar as alterações relevantes (no lado organizacional e econômico) que este projeto trouxe para a empresa, através da realização de pesquisa de campo e entrevistas, que são orientados a recolher provas, considerações e opiniões de todos os principais atores envolvidos.

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 this diploma thesis is to apply Lean Six Sigma methodology on a specific improvement project in manufacturing company Lindab, s.r.o. The purpose of the project is to reduce number of complaints from inner customer, improve quality of selected product and increase overall effectiveness of manufacturing process. The first part of the thesis focuses on theoretical basis of Lean Six Sigma methodology. Each chapter in this part corresponds to one phase of DMAIC improvement cycle. Theoretical part contains descriptions of methods, tools and techniques used in practical part. The second part is dedicated to practical usage of the methodology. The DMAIC cycle is there applied on project of reducing defects on selected product. Attention is put on detailed process mapping, developing measuring system and process analysis. The main output of the practical part is introduction of specific proposals for improvement leading to reduction of defects and waste in manufacturing process.

Primary objective of this thesis is identify the actual causes of the problem in the organization and subsequently create the most appropriate measures for its elimination. In the first part of thesis basic approaches which deal with changes in organizations are introduced. These approaches are Process Management, Reengineering, Six Sigma, Lean management and Root Cause Analysis. Some of the principles and methods introduce especially in the Root Cause Analysis are then applied during suggestions development in the practical part of the thesis. The second part begins with the introduction of the company and the main problem that the company faces is defined. It is thereafter followed by analysis of the current state which uses a detailed rendering of ongoing processes identifies a critical issue. Based on these findings are diagnosed possible real causes which possible individual solutions are formed. After evaluation of individual proposals that solution is selected which leads to the largest increase in efficiency. In conclusion the specifications of the selected solution are created and evaluated its contributions.

This thesis deals with the application of the methodology LEAN and TOC to solve the problem of low capacity of fabric cutting machine. The aim of the thesis is to apply LEAN and TOC methodology to propose solutions for continuous improvement of cutting process. To solve the problem itself is used mainly principle of five focusing steps, which is based on the theory of constraints and which is described in the theoretical part of the thesis. The theoretical part also introduces some methods and tools of lean management, which are already in place in the company BOS Automotive Products CZ, s.r.o, also their specific applications are demonstrated. During research was identified a potential source of continuous improvement. This source are data that constantly sends cutter during operation. In conclusion are summarized results and suggestions for improvement based on the used principles and recommendations for further improvement.

This master thesis is focussed on optimalization of material flow in an automotive company. First part introduce theoretical background. Automotive industry and its actual trends on global markets. Follows short introduction of the company where project of this thesis was executed. Main theoretical part describes concept of lean management, its tools in practical examples, but it is also focussed on philosophical approach to the work and mindset of the company. Follows the aplication part based on theoretical background. The whole project of this master thesis is focussed on specific area called PC store. At first this area is showed in context of overall material flow. Shortly there are introduced processes and areas where full material packaging flows. Follows deeper analysis and optimalization of PC store itself. There are three approaches of stock and lead time reduction applied. Last part shows the comparison of initial and future state including performed changes.