TCG is a small real estate investment and property management company that seeks to go through a lean transformation to simplify and improve its processes. The main purpose for any business developing a lean business structure is to focus organizational resources on eliminating waste and optimize business processes to become more productive. The main objective of this thesis will be to identify problem areas in TCG’s property management process and provide an improvement plan based on lean methodologies. In addition, this thesis will propose a five-year financial plan based on TCG’s current financial state as well as new capital investments and process improvement goals. / text

Traditionally manufacturing job shops either have a process layout or a product layout. The advantages of one type of layout tend to be a disadvantage for the other. Hybrid cellular constructs represents a novel fusion of process and product layouts. In this thesis, hybrid cellular constructs specifically Hybrid Flow Shops and Reoriented andamp; Reshaped Cells are clearly described in terms of their structure, key features, and modes of operation. An engineering procedure is illustrated by cases and particular manufacturing circumstances where each concept would be most useful are identified. This thesis then defines the lean practices that are compatible with the structure in question and identifies what practices are incompatible. It suggests how to modify lean practices to fit and at least obtain some benefits for the incompatible ones. Finally, a procedure for design of logistics management systems for assembly cells and lines is presented.

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Made available in DSpace on 2015-03-05T17:05:25Z (GMT). No. of bitstreams: 0 Previous issue date: 12 / Nenhuma / Devido à crescente mudança econômica ocorrida nos últimos anos, as empresas mundiais passaram a conviver com um mercado globalizado de intensa e acirrada competição. Muitas delas acreditavam que uma forma de buscar a vantagem competitiva seria suficiente somente com a introdução de algumas iniciativas que trouxessem aumento de produtividade e qualidade. Alguns progressos aconteceram, levando as empresas apenas a um estágio de sobrevivência, mas nem sempre ao crescimento desejado. Muitos gestores, na expectativa de resolverem seus problemas de competitividade, tentaram aderir a novas formas de gestão de maneira impulsiva, muitas vezes sem planejamento e conhecimento da realidade das suas próprias empresas. Contudo, a utilização de práticas enxutas oriundas do Sistema Toyota de Produção (STP) se apresenta como solução alternativa capaz de proporcionar maior competitividade para as organizações. Dentro deste contexto geral, a presente dissertação objetiva a proposição de um método para medir o grau de execução d / Due to the increasing in economic change that has occurred in recent years, worldwide companies have to live with an intense and bitter global market competition. Many of them believed that one way of searching of competitive advantage would be sufficient only with the introduction of some initiatives that would bring productivity and quality growth. Some progress happened, leading companies only to a stage of survival, but not always the desired growth. Many managers, hoping to solve their problems of competitiveness, tried to join the new management in an impulsive way, often without planning and knowledge of the reality of their own companies. However, the use of lean practices derived from the Toyota Production System (TPS) is presented as an alternative capable of providing greater competitiveness for organizations. Within this general context, this thesis aims to propose a method to measure the degree of fulfillment of lean practices based on the study of a metal-mechanic company that doesn’t have forma

Submitted by Leonardo Cavalcante (leo.ocavalcante@gmail.com) on 2018-06-05T15:34:46Z No. of bitstreams: 1 Arquivototal.pdf: 1835964 bytes, checksum: 16c49455a49433521718fd2d6d19319b (MD5) / Made available in DSpace on 2018-06-05T15:34:46Z (GMT). No. of bitstreams: 1 Arquivototal.pdf: 1835964 bytes, checksum: 16c49455a49433521718fd2d6d19319b (MD5) Previous issue date: 2016-08-17 / Conselho Nacional de Pesquisa e Desenvolvimento Científico e Tecnológico - CNPq / Facing the need for adaptations of lean production to the characteristics of each organization, researchers have questioned the universality of this production system. These adjustments may be related to the contextual characteristics of the manufacturing system of each organization and can lead to the development of company-specific production systems, or simply XPSs. Thus, the aim of this research is to analyze how the contingency variables of a manufacturing system influence the adaptations of lean production practices for the implementation of an XPS. The research was developed through case studies conducted in two manufacturing plants, one of the electronics industry and other from the home appliances sector, both located in the city of Manaus/AM. The data were collected mainly through semi-structured interviews and on-site observation. Through this research, adaptations have been identified, not in the lean practices but in the manufacturing system of the companies, i.e., instead of the contingency variables demand adaptations to the formation of a company-specific production system, the Toyota system (universal approach) remains as the main driver of change in their own manufacturing system variables. Based on this observation, two potential outcomes can be inferred: either the influences of contingency variables may be irrelevant or they are not perceived by managers. Finally, in neither of the cases studied was identified the creation of specific practices tailored to the company. On the contrary, it was found the use of the same traditional practices of TPS. On the other hand, it was clearly observed the intention of creating an identity for the XPS, much more as a motivational factor than as a true adaptation. This evidence allowed the development of three propositions that deserve further research. / Diante da necessidade de adaptações da produção enxuta às características de cada organização, pesquisadores têm questionado sobre a universalidade desse sistema de produção. Essas adaptações podem estar relacionadas às características contextuais do sistema produtivo de cada organização e que podem levar ao desenvolvimento de sistemas de produção específicos, ou simplesmente XPS’s. Dessa forma, o principal objetivo dessa pesquisa é analisar como as variáveis contingenciais dos sistemas de produção influenciam nas adaptações das práticas de produção enxuta para a implementação de um XPS. A pesquisa foi desenvolvida por meio de estudos de caso conduzidos em duas fábricas, sendo uma do setor de eletroeletrônico e outra do setor de eletrodomésticos, ambas localizadas no município de Manaus/AM. Os principais instrumentos de coleta de dados adotados foram entrevistas semiestruturadas e observação in loco. Por meio da pesquisa, foram identificadas adaptações, mas não nas práticas e sim no próprio sistema produtivo das empresas, ou seja, ao invés das variáveis contingenciais demandarem adaptações para a formação de um sistema de produção específico, o sistema Toyota (abordagem universal) permanece como o guia principal da mudança nas próprias variáveis que representariam as contingências da adaptação. Diante dessa constatação, surgiram dois potenciais desdobramentos: ou as influências das variáveis contingenciais podem ser irrelevantes ou não são percebidas pelos gerentes. Por fim, em nenhum dos dois casos estudados foi identificado o desenvolvimento de práticas específicas para a empresa. Pelo contrário, o que se constatou foi a utilização das mesmas práticas tradicionais do TPS. Por outro lado, foi observada claramente a intenção da criação de uma identidade para o XPS da empresa, mais como um fator motivacional do que por uma real adaptação. Tais evidências permitiram o desenvolvimento de três proposições que merecem um aprofundamento em pesquisas futuras.

Context: Software Process Improvement uses lean principles for eliminating wastes in the software development process. Waste is defined as anything that does not add value to the customer and product. The seven traditional wastes in software engineering are partially done work, extra process, extra features, waiting, motion, task switching and defects. Using the lean principles and practices, the wastes can be reduced or eliminated. It is important to know the lean practices that are widely used in software development and to know the practices, which captures the seven wastes. From the literature, the ability of waste reduction is theoretically discussed [2], but practically only little empirical evidence is available on ‘which practice is best capable in reducing specific kinds of waste.’ Objectives: Many software development organizations have adopted lean practices and agile practices for eliminating wastes of different kinds. Therefore, this study focuses on evaluating the effectiveness of lean practices in their ability to reduce the seven types of wastes associated with Lean Software Engineering. Methodology: The methodology that is used in this study is systematic literature review and industrial survey. In order to achieve the objective on evaluating the lean practices and agile practices in their ability to reduce the seven types of wastes that have more attention in research, a systematic literature review is conducted. Thereafter, to capture the effectiveness of lean practices in waste removal, a survey is designed to capture the perception of practitioners. Results: The systematic literature review has identified 53 relevant studies to the research topic. From these primary studies, the lean practices/principles, hybrid agile and lean practices, and the efficiency of agile practices in eliminating the seven wastes were identified. In addition to that, wastes that are captured by using lean practices; hybrid lean and agile practices were also identified. The reason for considering agile practices is that, agile and lean have similarities in eliminating the wastes and creating value to the customer [2][3]. Through the systematic literature review, it can be observed that researchers have not investigated all the seven wastes captured by lean practices. Thereafter, survey is the main contribution to this research where, the responses of 55 respondents from different countries were recorded. Most of the respondents are from India with 42% of the responses. We have asked the role of every respondent in their companies, and 19 respondents are Team leaders, 16 respondents are project managers and remaining people perform various other roles in software development. 38 respondents are from large-scale industry, which constitutes the majority part of the survey. The main contribution of the survey is identifying the ability of lean practices in eliminating different wastes. The respondents were asked to provide their level of agreement related to the effectiveness of each lean practices and agile practice in waste removal. A comparison between the results of SLR and survey reveals that there is a lot of variance in the perception of researchers and practitioners regarding the lean practices in eliminating wastes. Survey captures more wastes than SLR. From the results of survey, it was also identified that using the lean practices i.e. Kanban and VSM can eliminate most of the wastes. Kanban (41) and VSM (33) are mostly used and more efficient in industries. Conclusions: To conclude, the obtained results from this study will be quite useful for the real-time execution of lean practices. Team leaders, project managers, and organizations can adopt lean by choosing lean practices in accordance to the wastes that have to be eliminated from their software development process. This study has also identified the benefits and limitations of lean practices implemented in industry. This study helps researchers in providing necessary information that is very useful for further research in lean practices. The combinations of lean practices were also presented, which in terms one lean practice can compensate another in capturing all the seven wastes. In the survey, the additional wastes were identified when compared to SLR and this complements the literature. There is a considerable reach gap between the state of art and state of practice. It has been identified that VSM and Kanban practices have much attention in the literature. The remaining practices like Kotter and Kaizen are less concentrated in most of the research literature. From the literature, it is evident that none of the practices is capable of eliminating all the seven wastes in software development. VSM is capable of capturing wastes like waiting, extra process and motion. In addition, Kanban captures and eliminates wastes like partially done work, defects, task switching and extra features. With respect to the survey, Kanban and VSM practices are efficient in eliminating wastes. When the practitioners consider hybrid lean and agile practices, the combination of Kanban and Scrum, Scrum and VSM are efficient in eliminating wastes. The practitioners can consider the benefits of lean practices that are identified in this research. / V S S N R Ram Nanduri vssnrram@gmail.com

In order to fulfill stakeholder requirements whilst aspiring for long term competitiveness, industrial firms are aiming for increased incorporation of sustainability practices in their operations, set up by lean practices. At the same time, there is a potential inconsistency when working in accordance to lean practices whilst applying a sustainable approach, given e.g. the end-user focus of lean and post-consumption focus of sustainability (Machado et al., 2014). With performance measurement being the tool for evaluating the impact of sustainability practices, the purpose of this study is to increase the knowledge of performance measurement for incorporating sustainable practices in a lean production organization. With the intention of fulfilling the objective, the research is based on empirical evidence gained through a single case study of a leading product company in the industrial tools and equipment industry. The case study comprised multiple sources of data collection methods (e.g. interviews and observations), for identifying variables and conflicting interests among priorities, processes and people. It was found that the performance measurement structure does not support the incorporation of sustainable practices in operations in some of the dimensions studied due to i) misalignment between organizational placement of the measure and the power of the resources, ii) supplier feedback neglecting and iii) limited maturity level regarding the differences between sustainability and lean practices. The contribution to research and practitioners accentuates that while there are differences between lean and sustainability practices in some performance dimensions, some of the differences have limited impact on the performance measurement level, but more on a performance management level given their strategic prominence. / I  syfte  att  uppfylla  intressenters  krav  och  uppnå  en  långsiktig  konkurrenskraft   eftersträvarindustriföretag att inkorporera hållbarhetsprinciper i sin operativa verksamhet. Den operativa verksamheten präglas i sin tur präglas av lean metoder. Det finns dock en inkonsekvens när man arbetar både i enlighet lean metoder och hållbarhetsprinciper. Exempelvis fokuserar lean metoder på slutanvändaren medan hållbarhetsprinciper också beaktar vad som händer efter konsumtionen av en produkt (Machado et al., 2014). Med prestationsmätning (performance measurement) som ett verktyg för att utvärdera effekterna av hållbarhetsprinciper, syftar denna studie till att öka kunskapen om prestationsmätning för att stödja inkorporeringen av hållbarhetsprinciper i en produktionsorganisation som arbetar enligt lean metoder. För att uppnå syftet, baserades denna studie på empiriska bevis från en fallstudie på ett ledande produktbolag som tillverkar industriverktyg. Fallstudien omfattade olika datainsamlingsmetoder som t.ex. intervjuer och observationer, för att identifiera variabler och motstridiga intressen bland prioriteringar, processer och människor. Studien visade att resultatmätningsstrukturen (performance measurement structure) inte stödjer inkorporeringen av hållbarhetsprinciper i den operativa verksamheten i ett antal olika dimensioner på grund av i) förskjutning mellan placering av mätetal (performance measure) och resurskontroll,ii) försummad återkoppling från leverantör och iii) begränsad insikt att det råder skillnaderna mellan hållbarhetsprinciper och lean metoder. Bidraget till forskning och utövare understryker att även om det råder skillnader mellan lean metoder och hållbarhetsprinciper i vissa prestationsaspekter, har några av dessa skillnader en begränsad inverkan på prestationsmätningen. Desto större är deras inverkan på performance management nivå, givet den strategiska betydelsen av skillnaderna.

Additive manufacturing is an industrial process, developed in the early 1980s and currently used in several industries such as the medical, aircraft and automotive industries. In the first place,additive manufacturing was mostly usedby manufacturing industries to produce prototypes, models and patterns. Nowadays, this technology can be used at any point in the lifecycle of a product from pre-production(rapid prototyping and rapid tooling) to production (direct manufacturing). This technology is especially adapted for the production of limited series of small and geometrically complex components.The purpose of this study is to identify howadditive manufacturing affects operational performance during the development and production phases, specifically in the case of the automotive industry.With this purpose in mind, I have collected primary and secondary data through a qualitative study using both in-depth semi-structured interviewsand archival records found on automotive companies’ websites. The objective of collecting multiple sources datawas to gain a reliable and comprehensive perception of the situation and understand the effects of additive manufacturing on operational performance, and more precisely on the seven production wastesdefined on lean practices, to be able to answer my research question. The data are analyzed using an inductive thematic analysis approach and testthe presupposition that emerged from the empirical findings. Through the analysis of the data collected, I came to the conclusion that additive manufacturing is mostly used during the prototyping phase and sometimes also used for rapid tooling. But it appears that this technology is only used for direct manufacturing in some specific niche markets such as luxury carmakers. Another interesting finding concerns the use of additive manufacturing for marketing purpose. Concerning operational performance, the impacts of additivemanufacturing remainlimited, and contrary to what some authors said, the use of this technology is still marginal in the automotive industry compared to traditional manufacturing.

Lean construction is often suggested as way of enhancing the productivity of the construction industry. There are no clear definitions of lean construction, but it is often referred to as a construction management philosophy that aims to minimize waste and maximise customer value. Adopting lean construction in a project can be difficult and there are several critical factors for successful implementation; one of which is the use of lean construction practices. Lean construction practices are tools, techniques and strategies through which the principles of lean construction can be implemented. It has been pointed out that there is lack of information on the number of existing practices and their exact area of use. This master thesis report identified lean practices that have been implemented in commercial construction projects, and categorised them according to the phases of lean construction. The report also explored which lean production-planning-and-control- practices have been adopted by a commercial construction contractor. To identify the lean practices, a literature analysis was conducted based on the documents reviewed by Babalola et al. (2019) in their article ‘Implementation of lean practices in the construction industry: A systematic review’. This revealed 22 different lean practices that have been implemented in commercial construction projects, with the Last Planner System having been reported the most followed by Just in Time and Pull Scheduling. The literature analysis also resulted in the project delivery stages in which each identified practice had been adopted. This helped categorise the practices according to the phases of lean construction. The phases were defined by the conceptual framework ‘The Lean Project Delivery System’ as Project Definition, Lean Design, Lean Supply, Lean Assembly and Lean Use. The categorisation showed that (out of the 22 identified practices) 3 practices belong to the phase Project Definition, while 8, 9, 15 and 0 practices belong to the other phases respectively. To explore which lean production-planning-and-control-practices have been adopted by a commercial construction contractor, a case study was conducted of the production phase of a large-sized project referred to as Project X. Seven members of the production team were interviewed as to reveal the contractor’s working methods in the planning and control of production in terms of time, activity and logistics. The revealed working methods were then compared to 9 out of the 22 identified lean practices, since they were interpreted as production-planning-and-control-practices. This analysis showed that six of those practices were seemingly implemented in the production of Project X, while one was partially implemented and two were not implemented. / Lean byggproduktion föreslås ofta som ett sätt att öka produktiviteten i byggbranschen. Det finns inga tydliga definitioner av lean byggproduktion, men konceptet beskrivs ofta som en filosofi för byggledning som ämnar minimera avfall och maximera kundvärdet. Att anta lean byggproduktion i ett projekt kan vara svårt och det finns ett antal kritiska faktorer för lyckad implementering, varav en är användandet av lean byggverktyg. Lean byggverktyg är verktyg, tekniker och strategier genom vilka principerna av lean byggproduktion kan implementeras. Det har påpekats att det finns brist på information om antalet befintliga lean byggverktyg och deras användningsområden. Denna rapport identifierade lean verktyg som har implementerats i kommersiella byggprojekt, och kategoriserade de enligt faserna av lean byggproduktion. Rapporten utforskade också vilka lean verktyg för planering och styrning av produktion som har antagits av en kommersiell byggentreprenör. För att identifiera leanverktyg i kommersiella byggprojekt så genomfördes en litteraturanalys baserat på de dokument som granskats av Babalola et al. (2019) i deras artikel ‘Implementation of lean practices in the construction industry: A systematic review’. Detta avslöjade 22 olika lean byggverktyg som implementerats i diverse kommersiella byggprojekt, där Last Planner System har rapporterats mest följt av Just in Time och Pull Scheduling. Litteraturanalysen resulterade också i projektleveransstadierna där varje identifierat verktyg hade implementerats. Detta hjälpte att kategorisera verktygen enligt faserna av lean byggproduktion. Faserna definierades av det konceptuella ramverket ’The Lean Project Delivery System’ som Project Definition, Lean Design, Lean Supply, Lean Assembly och Lean Use. Kategoriseringen visade att (utav de 22 identifierade verktygen) 3 verktyg tillhör fasen Project Definition, medan de resterande faserna innefattar 8, 9, 15 respektive 0 verktyg. För att utforska vilka lean verktyg för planering och styrning av produktion som har antagits av en kommersiell byggentreprenör så utfördes en fallstudie av produktionsfasen av ett stort projekt såkallat Projekt X. Sju medlemmar av produktionsteamet intervjuades för att uppenbara entreprenörens arbetsmetoder vid planering och styrning av produktion beträffande tid, aktivitet och logistik. De uppenbarade arbetsmetoderna jämfördes sedan med 9 av de 22 identifierade leanverktygen eftersom just de tolkades som verktyg för planering och styrning av produktion. Denna analys visade att sex av dessa verktyg var till synes implementerade i produktionen av Projekt X, medan en var delvis implementerad och två inte alls implementerade.