Considered to be one of the most influential paradigms in manufacturing, Lean has developed and expanded beyond the shop floor and manufacturing environment of the auto industry. Lean is considered to be applicable throughout organizations and other industries besides manufacturing. Interest in both research and implementation of the Lean concept, heavily influenced by Toyota Motor Company, is said to continue to increase despite the fact that the concept is said to be both ambiguous and difficult to implement. Two main traditions of Lean are said to exist: “toolboxLean” and “Lean thinking.” The particular translation of the concept that is accepted will influence management’s approach in implementing a Lean way of working. The Toyota Motor Company, where Lean originates, is described as a learning organization. Therefore, a management approach and leader behavior supporting organizational learning would be required to successfully implement an enterprise system inspired by both the Toyota Production System and Lean. This thesis approaches the Lean concept through an organizational learning perspective, thereby highlighting the importance of knowledge of organizational learning in a Lean development effort. Difficulties regarding Lean implementations have been shown to often occur due to the overlooked but crucial differences in approach in management. There is, however a stated gap in the literature on Lean production regarding management. The purpose of this thesis is to explore senior management’s ability to implement and sustain a Lean-based enterprise system. Three studies are included in the thesis. The first study focuses on how the view on Lean among managers implementing Lean affects its implementation. The study was performed as a case study and conducted at a larger, international manufacturing company. The study covered management levels from shop floor manager to the president of the company. Findings show that all management levels had a similar view of Lean and that this influenced the implementation. The first study further showed that the view on Lean may develop and change during an implementation, revealing unforeseen managerial and organizational challenges and obstacles.The second study focused on how management of Lean is described in the existing literature. The results revealed a dualistic complementarity between leadership and management, which can be seen as reflected in the two foundational Toyota principles of continuous improvement and respect for people. This duality can also be found in descriptions of prerequisites for organizational learning where the ability to combine transactional and transformational leadership is considered a success factor. The third study focused on implications for senior management and aimed to research senior managers’ ability to support a Lean implementation process. The study is based on interviews with eight senior managers. The study revealed four main managerial obstacles to Lean implementation. Lack of initial competence evaluation and ensuing competence development for senior management was found to be a central obstacle to Lean implementation. Main conclusions in the thesis are that initial understanding of the aims of a Lean implementation, and the ensuing implications for the organization is central in order to be able to support the development. Additionally, initial senior management competence development is indicated to be vital in order to ensure the ability to understand the organizational and managerial implications brought on by a Lean implementation. Leading with action is indicated as providing an opportunity for senior management competence development. / <p>QC 20141218</p>

Denna studie har undersökt och identifierat vilka utmaningar och slöserier som en däckbytesprocess står inför. Förvaltningen som författarna valt att pröva teorier på är Servicekontoret i Borås Stad. Produktionsprocessen i fråga är: Däckbytesprocessen.Syftet med studien var att undersöka hur det går att flödeseffektivisera en däckbytesprocess. Teorier prövades på Servicekontoret för att se vilka störningar som fanns och vad som kan göras för att minimera effekterna av dessa. Studien har även analyserat vilka utmaningar en däckbytesprocess behöver hantera och vad som kan göras för att bearbeta dessa utmaningar. Metoder som använts för att samla in data är kvalitativa- och semistrukturerade intervjuer, litteraturstudier samt egna observationer utifrån genomförda studiebesök. Värdeflödesanalys visar både nuläge och ett önskat framtidsläge. Resultat av studien visualiserar ett nuläge med en värdeflödeskarta. Analysen visar att den värdeskapande tiden i processen endast är 7 %. Processen har ett stort buffertlager inne i produktionslokalen för att minska effekterna av störningar. Störningar för processen är exempelvis att kunden inte kommer på bokad tid eller att utrustningen inte fungerar vilket innebär att processen stannar upp. Med ett förebyggande underhåll (TPM) av maskiner och utrustning i processen kan buffertlagret sänkas. En minskning av buffertlagringen kommer att bidra till ett bättre flöde in till däckverkstaden. Utrymme på golvet skulle frigöras då det inte skulle ligga så många däck i bufferten. Ergonomin kan bli mycket bättre om enheterna hanteras på höj- och sänkbara vagnar. Beslutet i val av däcksort dubbade eller odubbade kan omprövas och utvärderas eftersom dubbade däck bidrar till utsläpp av hälsofarliga partiklar. Slutligen kan verkstaden och förvaltningen dra nytta av ett aktivt och strukturerat förbättringsarbete med verktyg såsom 5S. Med föreslagna åtgärder kan den värdeskapande tiden i processen ökas från 7 % till 15 %. / This study has examined and identified the challenges and waste that a tire change process faces. The administration that the authors have chosen to test theories on is the Service Office in the City of Borås. The production process in question is: the tire handling process. The purpose of the study was to investigate how it is possible to streamline a production process. Theories were tested at the Service Office to see what disturbances existed and what could be done to minimize the effects of these. The study has also analyzed what challenges a production process needs to handle and what can be done to process these challenges. Methods used to collect data are qualitative and semi-structured interviews, literature studies and own observations based on completed study visits. Value flow analysis shows both the current situation and a desired future situation. Results of the study visualize a current situation with a value flow map. The analysis shows that the value-creating time in the process is only 7%. The process has a large buffer layer inside the production premises to reduce the effects of disturbances. Disruptions to the process are, for example, that the customer does not arrive on time or that the equipment does not work, which means that the process stops. With Total Productive Maintenance (TPM) of machines and equipment in the process, the buffer stock can be reduced. A reduction in buffer storage will contribute to a better flow into the tire workshop. Space on the floor would be freed up as there would not be as many decks in the buffer. Ergonomics can be much better if the units are handled on height-adjustable trolleys. The decision in the choice of tire type studded or unstudded can be reconsidered and evaluated because studded tires contribute to emissions of hazardous particles. Finally, the workshop and the administration can benefit from active and structured improvement work with tools such as 5S. With proposed measures, the value-creating time in the process can be increased from 7% to 15%.

Dagens dynamiska marknader präglas av egenskaper såsom förändring och utveckling. Denna karaktärisering ställer således höga krav på ett företags förmåga att anpassa sig efter rådande marknadsmiljö. När företag ställs inför olika beslut, för i vilken riktning verksamheten ska styras, är det väsentligt att ett grundligt beslutsunderlag plockas fram. Beslutsunderlaget kan följaktligen förmedla en bild av hur olika potentiella beslutsfattande kan innebära en förändrad riktning för företaget. Syftet med arbetet gick i sin helhet ut på att undersöka om utrustning som utnyttjas inom dagens produktion bör återanvändas till framtida flöde eller ej. Genom att analysera vilka produktionskostnader som respektive utrustning belastar företaget med, i relation till riskanalys av olika investeringsmöjligheter, erhåller företaget ett grundligt beslutsunderlag. För att jämförelsen mellan återanvändning och investering ska förmedla en korrekt verklighetsbild utifrån data har aspekter såsom hållbar utveckling, kvalitetsstyrning, lean management och ekonomistyrning tagits i beaktande. Arbetet har utgått från en kvantitativ studie där data inhämtats från specifika databaser för att sedan bearbetas och sammanställas till ett analyserbart resultat. Inhämtade data avser att spegla huvudpunkter inom produktionskostnader som uppstått i koppling till undersökt utrustning. Vid framtagning av analys påvisades det att återanvändning både kan leda till tänkbara fördelar men också nackdelar för företaget. Det som är en huvudfaktor, för vilket beslut som är attraktivt för företaget, är målstyrningen. En viktig aspekt, som framkom under arbetets gång, var den betydelsefulla omfattningen av att ett företags ekonomiska mål genomsyras av strategiarbete med avseende på kvalitet och hållbarhet. En annan slutsats som framkom genom arbetet, var att beroende på om företaget vill anta ett kortsiktigt eller långsiktigt perspektiv skiljer sig de potentiella fördelarna och nackdelarna sig åt med återanvändning av utrustning. Det är således inte endast analys av produktionskostnader som påvisar om det är ekonomiskt försvarbart med investering i ny utrustning, utan även vilka aspekter som är prioriterade för verksamheten och dess målstyrning. / Today's dynamic markets are characterized by characteristics such as change and development. This characterization thus places high demands on a company's ability to adapt to the prevailing market environment. When companies are faced with different decisions, in which direction the business should be directed, it is essential that a thorough decision basis is drawn up. The decision basis can consequently convey a picture of how different potential decision-making decisions can mean a change of direction for the company. The purpose of the work was in its entirety to investigate whether equipment used in current production should be reused for future flow or not. By analyzing which production costs each equipment burdens the company with, in relation to risk analysis of various investment opportunities, the company maintains a thorough decision basis. In order for the comparison between reuse and investment to convey and correct picture of reality based on data, aspects such as sustainable development, quality management, lean management and financial management have been taken into account. The work has been based on a quantitative study where data has been collected from specific databases and then processed and compiled into an analyzable result. The data collected is intended to reflect key points in production costs that have arisen in connection with the equipment examined. When producing analysis, it was shown that reuse can both lead to possible advantages but also disadvantages for the company. What is a major factor for necessary decisions that are attractive to the company, is goal management. An important aspect, which emerged during the work, was the significant extent to which a company's financial goal is permeated by strategy work with regard to quality and sustainability. Another conclusion, which emerged from the work, was that depending on whether the company wants to adopt a short-term or long-term perspective, the potential advantages and disadvantages are addressed. It is thus not only an analysis of production costs that shows whether it is economically justifiable to invest in new equipment, but also which aspects are prioritized for operations and their goal management.

Lean management is a philosophy focused on identifying and eliminating waste throughout a product’s entire value stream. It originates from the manufacturing system of Japanese automotive manufacturer Toyota and attracted due to its tremendous success widespread attention worldwide. Lean promises significant benefits in terms of waste reduction, and increased organizational and supply chain communication and integration.Generally, in terms of operations and improvements service companies are far behind manufacturing industries. Transferring Lean management concept from the manufacturing shop floor to services might offer opportunities for improvements. Many manufacturing businesses have improved and profited by the use of Lean management methods and tools. Yet the benefits haven’t been as nearly as impressive for service industries applying Lean management principles.The challenge in applying Lean to services is the lack of widely available references for implementing Lean in a service organization. Although some successful examples of Lean implementations in service businesses could be noticed in the past no standardized framework or general guideline was solidified for implementing Lean management in service organizations. In addition, implementing Lean and achieving the levels of organizational commitment, employee autonomy, and information transparency needed to ensure its success is a complicated task.This paper approaches to develop a conceptual framework for implementing Lean management in service organizations. Based on a sound theoretical foundation of Lean management methods in production and considerations about service management, challenges of implementing Lean in a service environment are derived. Ultimately, a conceptual framework is developed to implement Lean management approach in service businesses using a specific set of Lean tools.

No description available.

As energy prices and demand are projected to increase globally and markets become more competitive nationally and internationally; the wood products industry must find ways to remain relevant. By: 1) analyzing energy-saving recommendations contained in the IAC database; 2) comparing those recommendations by criteria such as cost, savings, and payback period; 3) identifying recommendations that incorporate lean manufacturing principles; and 4) investigating the practices and perceptions of manufacturers at the facility level, this project provides information for identifying the greatest opportunities for energy management among U.S. wood product manufacturers. Results from the analysis of the IAC database show that wood product manufacturers had a low implementation rate of energy recommendations ranked purely by cost, savings, and payback period among wood product manufacturers suggesting they were not focused on implementing energy recommendations specifically based on those criteria. While some recommendations were found to be statistically different in at least one criteria: cost, savings, or payback period between wood and non-wood manufactures as well as primary and secondary wood manufacturers, only two recommendations had practical differences, large payback periods, between primary and secondary wood manufacturers. Twenty-four of 192 energy recommendations were classified as lean-based energy recommendations using the Kirby and Green (2003) methodology, however, there was no clear evidence to suggest the lean-based energy recommendations were superior in terms of cost, savings, or payback period when compared to simple energy recommendations. Interviews with primary and secondary manufacturers revealed a lack of commitment to energy performance improvement and the reported barriers of implementation among a small sample of wood products manufacturers suggests that the dissemination of energy management knowledge and benefits is a problem. / Master of Science

Purpose of paper: This paper provides a critical evaluation of the impact of lean practices in informing healthcare policy. Methodology: Review of primary and secondary literature Finding: There has been considerable interest in the implementation of practices imported from manufacturing into healthcare as a solution to address rising healthcare spending and disappointing patient safety indicators. This encompasses a number of practices in Operations Management and Human Resource Management, including Just-in-Time (JIT), Total Quality Management (TQM), Total Productive Maintenance (TPM), employee empowerment, and extensive training. Used together there is great potential to improve overall firm competitiveness. However, despite widespread enthusiasm about the potential of lean management processes, evidence about its contribution to higher organisational performance remains inconsistent. Contribution to knowledge: Our paper contributes to the organisational management literature in healthcare by showing that even though lean management in healthcare appears to have the potential to improve organisational performance; there remain problems with its application.

Yes / There has been considerable interest in implementing practices imported from manufacturing into healthcare as a solution to rising healthcare spending and disappointing patient safety indicators. One approach attracting particular interest is Lean management, which is explored in this article. Design/methodology/approach: The exploratory research focuses on Lean management in the health sector. It is based on extensive secondary data and it is a practical in implication. Data provided both and context. Findings: Despite widespread enthusiasm about Lean management’s potential, evidence about its contribution to higher performance is inconsistent. Research limitations/implications: Major Lean operations management and human resource management concepts, including just-in-time (JIT), total quality management (TQM) and total productive maintenance (TPM) are explored. Practical implications: This article contributes to the healthcare organizational management literature by showing that although Lean management seems to have the potential to improve organizational performance; it is far from a panacea for underperforming hospitals. The article informs policy-making by suggesting that a progressive managerial philosophy has a stronger impact on healthcare performance than adopting practices from any particular managerial approach. Originality/value: A critical evaluation on Lean’s impact on informing healthcare policy is presented, which contributes to healthcare organisational management literature by showing that even though Lean management in healthcare appears to have the potential to improve performance; there remain problems with its application.

The master thesis in industrial technology started with a prestudy in January 2019, based on the results from the pre study,the work with the master thesis begun. The purpose with the masterthesis was to map the current process in a service company and toidentify defects in the current process to shoe what the companycan do to improve and avoid defects in the future.The aim of the study was to visualize and give the company anunderstanding of how the work they performed today and how theycould further develop the work to reduce defects that arose inconnection with deliveries of material for further installation ofservice to the company's customers. The lack of processdescription in the current service company forms the base anddesign of this master thesis.The basis for the work is the pre study, which was carried out asa qualitative study where the employees of the company in questionwere interviewed about how they experienced the errors that arosein connection with the delivery of materials. To create a visualpicture of the company's process of the internal handling fromordering service until the service has been installed at thecompany's customers and opportunities for improvement and qualityassurance, the student has used theories such as process theory,Six Sigma, Lean Management and ISO 9001. Based on these theories,the student has analysed the process and arrived at a result. Theresult shows that there is an opportunity for improvement byreducing the number of steps in the process, making use of onlyone order system throughout the process, letting a person beresponsible for the internal handling from ordering to ordering inorder to minimize errors and to introduce quality controls toavoid errors and defects.The conclusions that the student has come up with is that thecompany now has a good foundation to stand in for upcoming work.The company needs to develop and work further with the process ofadding instructions and routines for all different parts of theprocess and that the process needs to be tested, evaluated andapproved by all employees. Future strategies and visions also needto be created by the company's management together with theemployees so that everyone within the company is aware of thefuture and strives for the same goals. / Examensarbetet i industriell teknik inleddes med en förstudie som påbörjade i januari 2019,baserat på resultatet i förstudien påbörjades arbetet med examensarbetet vars syfte var attkartlägga nuvarande process i ett tjänsteföretag och att identifiera eventuella brister i nuvarandeprocess samt att visa på vad som kan förbättras. Målet med studien var att visualisera och ge detaktuella företaget insikt i hur arbetet idag utfördes och hur de skulle kunna vidareutveckla arbetetför att reducera fel som uppstod i samband med leveranser av material för vidare installering avtjänst till företagets kunder. Avsaknaden av processbeskrivning i det aktuella tjänsteföretagetligger till grund för studiens problembeskrivning och utifrån detta har arbetet utformats.Till grund för arbetet ligger förstudien som genomfördes som en kvalitativ undersökning där deanställda på det aktuella företaget blev intervjuade om hur de upplevde de fel som uppstod isamband med leverans av material. För att skapa en visuell bild av företagets process över internhantering från beställning av tjänst tills att tjänsten installerats hos företagets kunder samtmöjligheter till förbättring- och kvalitetssäkring, har studenten använt sig av teorier så såsomprocessteori, Six Sigma, Lean Management och ISO 9001. Utifrån dessa teorier har studentenanalyserat processen och kommit fram till ett resultat. Resultatet visar på att det finns möjlighettill förbättring genom att reducera antalet steg i processen, använda sig att ett ordersystem genomhela processen, låta en person vara ansvarig för den interna hanteringen från beställning tillorderläggning för att minimera fel samt att införa kvalitetskontroller för att undvika att feluppstår.De slutsatser som studenten har kommit fram till är att företaget nu har en god grund att stå påinför kommande arbete. Företaget behöver utveckla och arbeta ytterligare med processen för atttillföra instruktioner och rutiner för alla olika delar i processen samt att processen behöver testas,utvärderas samt godkännas av samtliga medarbete för att fungera. Framtida strategier ochvisioner behöver också skapas av företagets ledning tillsammans med de anställda så att alla inomföretaget är medvetna om framtiden och strävar efter samma mål.

Comme la plupart des entreprises industrielles, la société Paul Hartmann a d’abord déployé l’approche Lean en production. L’implémentation des bases du Lean Office est décidée par l’application de la méthode Office Excellence (Kugel, 2010) dans le service support des approvisionnements. Or, cette méthode utilisée depuis 2002 par de grandes entreprises allemandes, est non testée scientifiquement. Notre recherche propose de tester cette méthode par étude de cas unique et d’évaluer sa complétude par rapport à la base conceptuelle du Lean Office. Une première contribution est la précision des concepts et des méthodes d’implémentation par une revue de la littérature. Et l’analyse longitudinale de cinq années se traduit d’abord par un constat d’échec ; la recherche-action devient alors recherche-intervention ingénierique. Les dynamiques et les difficultés rencontrées permettent, après des allers-retours constants avec la littérature, de proposer un construit méthodologique original, à l’usage des praticiens : LeanOffice@SCM. C’est une méthode d’implémentation mixte, avec une approche managériale en parallèle, et une approche opérationnelle en mode séquentiel. / Like most industrial companies, the Paul Hartmann company firstly deployed the Lean approach in factories. The implementation of Lean Office basic principles is decided through the Office Excellence method (Kugel, 2010) in the procurement support department. This method applied in some major German companies since 2002 has not been scientifically tested yet. Our research aims at testing this method with a unique case study approach and evaluating its completeness in comparison to the Lean Office’s concept base. A first contribution is made through a literature review for defining this Lean Office’s concept base. The five year-case study starts with a failure; the action-research moves to an intervention-research. After systematically challenging the case study learnings with the literature, our constructivist approach enables proposing an original Lean Office implementation method for practitioners’ use: Lean Office@SCM. It is a mixed approach made of a managerial part in parallel, and an operational one insequences.