The thesis is focused on assessment of lean manufacturing methods, which are used in real company. The lean methods assessment is based on inventory management analysis in manufacturing company, which has these methods implemented. The thesis is divided into two main parts. Theoretical part maps the history of lean manufacturing, describes methods from which the concept consists of and compares approaches to lean methods analysis. Practical part of the thesis describes analysed company and lean methods, which are in the company implemented. In following part is presented analysis and the results, together with improvement proposal and own opinion regarding findings. The end of thesis summarizes results.

Orientador: Fernando Bernardes Rosa / Banca: Fernando César Almada Santos / Banca: Manoel Henrique Salgado / Resumo: No mercado atual, a competitividade vem se acirrando cada vez mais, fazendo com que as empresas busquem meios de sobrevivência. Nessa busca, torna-se fator estratégio a procura pro vantagens competitivas na função produção e a manufatura enxuta aparece como abordagem de gestão que tem proporcionado aumento de competitividade às organizações que dela fazem uso. O objetivo deste trabalho, é identificar nas empresas da região de Bauru, localizado no interior do estado de São Paulo, quantas possuem práticas e ferramentas de manufatura enxuta implementada, ainda que parcialmente, e verificar se as prioridades competitivas da produção destas empresas influenciam na adoção dessas práticas e ferramentas de manufatura enxuta. A pesquisa de cunho quantitativo desenvolveu-se a partir da realização de uma pesquisa survey junto às empresas da regiãode Bauru associadas ao CIESP (Centro das Indústria do Estado de São Paulo) regional Bauru, com a utilização de um questionário de múltipla escolha, com escalas Likert, aplicado aos gestores da produção dessas empresas. Inicialmente, foi realizada uma revisão da literatura sobre manufatura enxuta e sobre as prioridades competitivas e, posteriormente, foram enviados os questionários para a obtenção de dados para as análises e conclusões deste trabalho. Técnicas estatísticas foram empregadas para a análise do relacionamento entre as empresas que adotam práticas de manufatura enxuta e as prioridades competitivas. Dentre os principais resultados encontrados, destacam-se: (a) as empresas pesquisadas da região de Bauru possuem um baixo nível de implementação de ferramentas e práticas de manufatura enxuta implementadas; (b) as empresas pesquisadas da região de Bauru não possuem definição estratégia de prioridades competitivas para a criação de vantagens competitivas; (c) há uma tendência de que as empresas... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: In the current market, competition has been intensifying more and more, causing companies to seek means of survival. In this quest, it becomes a strategic factor demand function for competitive advantages in production ans lean manufacturing appears as a management approach that has brought increased competition to the organizations that employ them. The objective is to identify companies in the region of Bauru, in the interior of São Paulo, many have practices and lean manufacturing tools implemented even partianlly, and verify that the competitive priorities of production of these companies influence the adoption of these practices and tools of lean manufacturing. The research focused on quantity evolved from the realization of a survey among firms in the region of Bauru associated CIESP (Center of Industries of São Paulo) regional Bauru, using a multiple choice questionnaire, with Likert scales, applied to the production managers of these companies. Initially, we performed a literature review of lean manufacturing and on competitive priorities and then were sent questionnaires to obtain data for the analysis and conclusions of this work. Statistical techniques were employed to analyze the relantionship between companies that adopt lean manufacturing practices and competitive priorities. Among the main finding are highlighted: (a) companies surveyed in the region of Bauru have a low level of implementation of tools and practices implemented lean manufacturing: (b) the companies surveyed in the region of Bauru not have a Strategic of competitive priorities for creating competitive advantage; (c) seems to be a trend that companies that were seen as companies "lean" value over competing priorities as a whole in relation to companies "do not lean" (d) there is a tendency to lean more about the company is considered, the lower the priority of the criterion competitive cost... (Complete abstract click electronic access below) / Mestre

This research is aimed at obtaining a better understanding of the impact of the use of collaborative and simulation sessions for learning lean principles and methods. Study participants were enrolled in a Lean Manufacturing System Engineering (IE436/536) course at Oregon State University or at three other business and engineering universities where lean manufacturing or related courses focusing on lean principles and methods were taught, including Oakland University's Pawley Lean Institute, University of Pittsburgh, and Worcester Polytechnic Institute. Lean principles and methods have been documented as an effective improvement methodology and have been applied by many organizations globally since the late 1970s. With the widespread application and potential benefit of lean principles and methods, several professional centers, engineering schools, and some business schools, have taught lean principles and methods in order to educate and train learners in lean knowledge and skills before and/or after entering the workplace. Non-traditional teaching methods e.g., collaborative learning activities and simulation activities aimed at improving training and teaching have been widely used and have been shown to be successful in some studies (e.g., Verma, 2003; Armstrong, 2003; Nikendei, 2007). Little research, however, has focused on how these non-traditional teaching methods might affect learner perceptions e.g., self-efficacy beliefs and attitudes. The relationship between learning and learner perceptions related to the learning of lean principles and methods when using non-traditional teaching methods is also not well understood. The purpose of this research study was three fold: first, to examine the impact of lean collaborative and simulation sessions on lean learning, self-efficacy beliefs, and attitudes; second, to determine whether or not learner background knowledge had an impact on lean learning, self-efficacy beliefs, or attitudes; and, finally, to explore the relationships between lean learning, self-efficacy beliefs, and attitudes. In the first study, data were collected from students who took IE436/536 Lean Manufacturing Systems Engineering at Oregon State University during the Fall term of 2010 or the Fall term of 2011. In the second study, data were collected from students who enrolled in three other engineering or business schools where lean manufacturing systems or related courses that included content involving lean principles and methods were taught using collaborative and simulation sessions. Data from the first study were used to examine the impact of lean collaborative and simulation sessions on learning, self-efficacy beliefs, and attitudes; data from the second study were used to examine on self-efficacy beliefs and attitudes. Results from the first study point out the importance of the use of collaborative sessions on learning for both lean methods studied (Jidoka and pull); whereas, the use of simulation, following collaborative sessions, provided benefits only to those students learning Jidoka methods. The research revealed that the content plays a role in the effect of the use of collaborative and/or simulation sessions. Overall, analysis of individual self-efficacy beliefs revealed no significant self-efficacy differences after participants engaged in simulation sessions. The results did indicate that there were significant differences in intrinsic goal motivation after participating in simulation sessions. The level of background knowledge demonstrated a mixed effect on learning and on attitudes. The findings showed a significant difference in learning pull only for some students. The level of background knowledge did impact learner intrinsic goal motivation, but did not impact other attitudes. In addition, the results indicated that the type of session and background knowledge impacted learning; whereas, only self-efficacy beliefs was shown to impact learner attitudes. In the second study, the overall research findings show that significant differences in learner extrinsic goal motivation resulted from the use of collaborative and simulation sessions. The findings revealed that the sequencing of the teaching methods influenced learner attitudes and self-efficacy beliefs. For example, significant differences in learner task value were found only when participants participated in simulation sessions first, followed by collaborative sessions. Similarly, the results showed that participants from universities, in which learners participated in collaborative sessions first, followed by simulation sessions, had higher levels of self-efficacy beliefs when compared with participants from a university in which learners participated in simulation sessions first and then collaborative sessions. Taken together, these research findings provide evidence that the use of collaborative and simulation session, as supplemental tools for teaching lean principles and methods, is beneficial. Based on these results lean educators should consider the content areas, the sequence of the use of non-traditional teaching methods, and self-efficacy beliefs as important potential factors in teaching and training lean principles and methods. / Graduation date: 2013

The purpose of this thesis is to develop a model for assessing cost effectiveness of applying lean tools. The model consists of eight phases: it starts by understanding customers' requirements using Voice of Customer (VOC) and Quality Function Deployment (QFD) tools. In phase 2, the current state of plant is assessed using lean profile charts based on Balanced Scorecard (BSC) measures. In phase 3 and phase 4, identification of critical problem(s) and generating of improvement suggestion(s) are performed. Phase 5 provide evaluation of the cost effectiveness of implementing the suggested lean methods based on life cycle cost analysis (LCCA) and phase 6 prefers the right alternative based on multiple criteria decision making (MCDM). In phase 7 the selected alternative is supposed to be implemented and finally the user should monitor and control the process to make sure that the improvement is going as planned. The model was verified successfully using a case study methodology at one Swedish sawmill called Södra Timber in Ramkvilla, one part of Södra group. Results obtained from the study showed that the production and human resources perspectives are the most critical problem areas that need to be improved. They got the lowest scores in the lean profile, 63% and 68%, respectively. Using value stream mapping (VSM) it was found that the non value added (NVA) ratios for the core and side products are 87.4% and 90.4%, respectively. Using the model, three improvement alternatives were suggested and evaluated using LCCA and MCDM. Consequently, implementing 5S got the highest score, second came redesigning the facility layout. However, it was estimated that 4.7 % of NVA for the side product would be reduced by redesigning the facility layout. The recommendations were suggested for the company to improve their performance. The novelty of the thesis is based on the fact that it addresses two main issues related to lean manufacturing: firstly, suggesting lean techniques based on assessment of lean profile that is based on BSC and QFD, and secondly assessing the cost effectiveness of the suggested lean methods based on LCCA and MCDM. This thesis provides a generalized model that enables the decision-maker to know and measure, holistically, the company performance with respect to customer requirements. This will enable the company to analyze the critical problems, suggest solutions, evaluate them and make a cost effective decision. Thus, the company can improve its competitiveness.

<p>The purpose of this thesis is to develop a model for assessing cost effectiveness of applying lean tools. The</p><p>model consists of eight phases: it starts by understanding customers' requirements using Voice of Customer</p><p>(VOC) and Quality Function Deployment (QFD) tools. In phase 2, the current state of plant is assessed</p><p>using lean profile charts based on Balanced Scorecard (BSC) measures. In phase 3 and phase 4,</p><p>identification of critical problem(s) and generating of improvement suggestion(s) are performed. Phase 5</p><p>provide evaluation of the cost effectiveness of implementing the suggested lean methods based on life cycle</p><p>cost analysis (LCCA) and phase 6 prefers the right alternative based on multiple criteria decision making</p><p>(MCDM). In phase 7 the selected alternative is supposed to be implemented and finally the user should</p><p>monitor and control the process to make sure that the improvement is going as planned. The model was</p><p>verified successfully using a case study methodology at one Swedish sawmill called Södra Timber in</p><p>Ramkvilla, one part of Södra group. Results obtained from the study showed that the production and human</p><p>resources perspectives are the most critical problem areas that need to be improved. They got the lowest</p><p>scores in the lean profile, 63% and 68%, respectively. Using value stream mapping (VSM) it was found that</p><p>the non value added (NVA) ratios for the core and side products are 87.4% and 90.4%, respectively. Using</p><p>the model, three improvement alternatives were suggested and evaluated using LCCA and MCDM.</p><p>Consequently, implementing 5S got the highest score, second came redesigning the facility layout.</p><p>However, it was estimated that 4.7 % of NVA for the side product would be reduced by redesigning the</p><p>facility layout. The recommendations were suggested for the company to improve their performance. The</p><p>novelty of the thesis is based on the fact that it addresses two main issues related to lean manufacturing:</p><p>firstly, suggesting lean techniques based on assessment of lean profile that is based on BSC and QFD, and</p><p>secondly assessing the cost effectiveness of the suggested lean methods based on LCCA and MCDM. This</p><p>thesis provides a generalized model that enables the decision-maker to know and measure, holistically, the</p><p>company performance with respect to customer requirements. This will enable the company to analyze the</p><p>critical problems, suggest solutions, evaluate them and make a cost effective decision. Thus, the company</p><p>can improve its competitiveness.</p>

VSM, Value stream mapping, V2SM, virtual value stream mapping, lean, lean manufacturing, DES, discrete event simulation, Tecnomatix Plant Simulation

Submitted in fulfilment for the requirements of the degree of Master of Technology: Business Administration in the Faculty of Management Sciences at the Durban University of Technology, 2009. / Competition is increasing as trading borders continue to widen in this global marketplace. As a result, South African organisations need to improve their efficiencies. The primary objective of the study was to examine the effectiveness of the Lean Enterprise Strategy (LES) at improving business efficiency, in the electrical pre-payment industry in KZN. Several underlying objectives which support the primary objective were examined and realtionships established. Two forms of empirical studies, observation and questionaire based, were used. These studies provided substantive findings which were analysed and interpreted. A positive relationship between the LES and business efficiency were established and the various underlying objectives addressed. Communication was found to be inadequate and highlighted. It was also found that there is a substantial delay in return on investments; therefore, sustainability should be targeted and the LES should have a continual re-cycling mechanism, which allows it not only to be sustainable, but also renewable.

A primary role of the Incident Command System is to learn from past incidents, as illustrated by its origins in the wildland firefighting community. Successful emergency response operations under the Incident Command System has prompted its nationwide spread, this promulgation critically relies on the system’s capability to stabilize and continuously improve various aspects of emergency response through effective organizational learning. The objective of this study is to evaluate the potential to apply fundamental principles of the Toyota Production System (Lean manufacturing) to improve learning effectiveness within the Incident Command System. An in-depth review of literature and training documents regarding both systems revealed common goals and functional similarities, including the importance of continuous improvement. While these similarities point to the validity of applying Lean principles to the Incident Command System, a focus on the systematic learning function of the Incident Command System culminated in the discovery of gaps in approaches proposed by the Incident Command System framework. As a result, recommendations are made for adjustments in systematic problem solving to adapt Lean principles of root cause analysis and emphasis on standardization of successful countermeasures to benefit the system. Future recommendations are also proposed based on the author’s understanding of the system.

Submitted by Milena Rubi (milenarubi@ufscar.br) on 2017-10-03T17:16:06Z No. of bitstreams: 1 CAVALCANTI_Dalmo_2017.pdf: 8010360 bytes, checksum: cb702e14b90df5d49935db2450c12ae8 (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2017-10-03T17:23:36Z (GMT) No. of bitstreams: 1 CAVALCANTI_Dalmo_2017.pdf: 8010360 bytes, checksum: cb702e14b90df5d49935db2450c12ae8 (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2017-10-03T17:23:45Z (GMT) No. of bitstreams: 1 CAVALCANTI_Dalmo_2017.pdf: 8010360 bytes, checksum: cb702e14b90df5d49935db2450c12ae8 (MD5) / Made available in DSpace on 2017-10-03T17:23:53Z (GMT). No. of bitstreams: 1 CAVALCANTI_Dalmo_2017.pdf: 8010360 bytes, checksum: cb702e14b90df5d49935db2450c12ae8 (MD5) Previous issue date: 2017-06-28 / Não recebi financiamento / The implementation of Lean Production systems has proven to be a highly complex task due to implementation difficulties, deficiencies and limitations in practices, methods and support tools. Recently, seeking to fill this gap a rapprochement between the two separate areas began: Lean Production and Project Management. This work addresses the approach of these two areas, trying to highlight the impact of the use of project management methodology to support the implementation of Lean Manufacturing. Assuming the initial hypothesis that the use of Project Management had a positive impact on Lean implementation, parameters were used for the selection of Lean projects cases with the same level of complexity (risk x benefit) for metal industry companies in the state from Sao Paulo. After selecting 4 companies, with a case study in each company, the diagnostics were applied based on project management guide PMBOK (2013) to evaluate the using of Project Management level and the degree of Leanness with reference to SAE J4000 standard. In addition, the impact on the production processes from each case study has been reported during the study, based on indicators such as WIP (work in progress), Lead-time, HCO (headcount) and the used area in the shop floor. The data received from the companies showed, after analysis, the confirmation of the initial hypothesis, since there was a linearity between the use of project management and the achieved degree of Leanness. The indicators of production processes showed a significant improvement after the implementation of Lean in all the cases studied. The research contributes to experts and professionals in the area of Project Management and Lean, encouraging them to use more project management in the Lean implementation. / A implantação de sistemas de produção Lean tem se mostrado uma tarefa de alta complexidade devido as dificuldades de implementação que são oriundas de lacunas e limitações em práticas, métodos e ferramentas de apoio. Recentemente, buscando-se o preenchimento desta lacuna em métodos de apoio para implementação do Lean, iniciou-se uma aproximação entre duas áreas: Lean Manufacturing e Gestão de Projetos. Neste trabalho foi abordada a aproximação destas duas áreas, buscando evidenciar o impacto da utilização da metodologia de Gestão de Projetos como suporte na implantação do Lean Manufacturing. Partindo da hipótese que a utilização de Gestão de Projetos impacta positivamente a implantação do Lean Manufacturing, foram utilizados parâmetros que relacionam riscos e benefícios para seleção de projetos de implementação do Lean com mesmo nível de complexidade em empresas do ramo metalúrgico do interior do estado de São Paulo. Após a seleção de 4 empresas, com um estudo de caso em cada empresa, foram aplicados diagnósticos relativos a utilização da Gestão de Projetos com base no guia PMBOK (2013) e ao grau de enxugamento tendo como referência a norma SAE J4000. Adicionalmente também foram relatados durante a pesquisa o impacto nos processos envolvidos nos estudos de caso, tendo por base indicadores como WIP (work in Process), Lead time, mão de obra e área ocupada pelo processo no chão de fábrica. Os dados recebidos das empresas, demonstraram após análise, a confirmação da hipótese inicial, tendo em vista que houve uma linearidade entre a utilização de Gestão de Projetos e o grau de enxugamento atingido. Os resultados dos indicadores de acompanhamento de processo, demonstraram significante melhoria, após a implementação do Lean em todos os casos estudados. Esta pesquisa contribui com especialistas e práticos da área de Gestão de Projetos e Lean, encorajando-os a utilizar mais Gestão de Projetos na implementação do Lean.

This article presents a proposal for applying lean manufacturing concepts to a sewing production line from a typical apparel company that produces knit garments for export, in order to reduce lead time, in-process inventory and processing delays. Using value stream map and seven wastes approach, the paper presents and analyzes the current configuration of a typical sewing line, identifying the most important wastes throughout the process. It proposes a lean production system consisting of five elements, aimed at reducing the main factors of waste caused by the conventional production system: a) reducing the size of the line, b) implementation of a unit production system), c) implementation of a line-controlled load system (pull system), d) implementation of group incentives, and e) increasing delivery frequency of outgoing garments to finishing department. As a result, the proposed model is able to reduce lead time, cycle time, in-process inventory and unnecessary movements.