The increasing demands on producing products in an effective and resource efficient manner has put more focus on modelling internal processes within organizations. Models of internal processes show what work is to be done and how to do the work in order to get to the desired result. Modelling internal processes is also a way to capture knowledge that by many is seen as the most meaningful resource and valuable asset in today’s organizations.  This thesis project has created a model of the project process for customized truck development (s-order) at Scania. The purpose has been to create a model that facilitates the everyday work of the project managers and can be used to improve the process. The goal of this report is to add to the theoretic field of process modelling by focusing on how to use a process model. A qualitative case study was conducted in parallel to a literature study. The result is a model in two layers providing different levels of detail. The model can be used for project planning, project execution, project control and project development the most important part being to create a standardized way of working which is the basis for a lean product development. The process of modelling can in itself generate important insights into a process, the report therefore ends with a discussion on suggestions for improvement of the s-order projects towards becoming a more lean product development process. / De ökande kraven på att producera varor på ett effektivt sätt med minskad användning av resurser ställer ökande krav på att modellera interna processer inom företag. Modeller av interna processer visar vad som ska göras i en process och när arbetet ska utföras för att få önskat resultat. Att modeller interna processer är också ett sätt att fånga kunskap som i stor utsträckning ses som den mest värdefulla tillgången i dagens organisationer. Detta projekt arbete har skapat en processmodell över projektprocessen för specialbeställda lastbilar (s-order) på Scania. Syftet har varit att skapa en modell som underlättar i projektledarnas dagliga arbete och som även kan användas som underlag för förbättringar av processen. Målet har varit att addera till det teoretiska fältet för process modellering genom att fokusera på hur modellen kan användas. En kvalitativ fallstudie har utförs parallellt med en litteraturstudie. Resultatet är en process modell i två lager med olika detaljnivå. Modellen kan användas för projektplanering, i utförandet av projekten, som kontroll av projekten och för utveckling av projekt processen, den viktigaste rollen är att en modell skapar basen för ett standardiserat arbetssätt, grunden för lean produktutveckling. Att modellera en process kan ge viktiga insikter i processen, rapporten avslutas därför med en diskussion kring åtgärder för hur s-order processen kan förbättras för att bli en mer lean produktutvecklingsprocess.

Rolls-Royce AB in Kristinehamn, Sweden, part of Rolls-Royce Marine, is a leading developer and supplier of water jet and propeller based propulsion equipment. Its low volume production series and wide product variety offered to its customers along with an increasingly competitive market has entailed an increased demand on both delivery time and cost reductions. The on-site manufacturing engineering department is responsible for developing all tools and fixtures, and programming required to maintain the on-site production, assembling and quality testing. As part of the departments streamlining efforts this study aimed on evaluating streamlining possibilities related to the existing tool design used for static balancing and function testing controllable pitch propeller assemblies before packaging and shipping, along with the related tool development and manufacturing processes has been conducted.The process evaluation started from the point when a hub assembly design was finalized until when a manufactured tool was delivered for use in production. Work focused on locating inefficient activities and product properties, with respect to tool cost and lead time, followed by setting up an amendment proposal, implementing it and producing an alternate tool design of which the effects on tool cost and manufacturing lead time would be evaluated. Post evaluating the current state of the process and product a set based front loaded product development methodology known as Modular Function Deployment was chosen to be the applied method. This application resulted in a modular tool design that avoided the determined most inefficient manufacturing operation combination of welding and annealing. Modularity increased manufacturing flexibility, enabling more concurrent manufacturing, to reduce the lead time. The tool design also applied integral properties by identifying the common components and features between tool sizes. This led to reducing manufacturing and material costs. Possible lead time reduction for manufacturing was determined to be 35-45%, 3-4weeks, in comparison with the original tool design due to increased parallel manufacturing and avoiding inefficient manufacturing methods. The estimated cost reduction for combined development and manufacturing was determined to be 105K SEK the initial year followed by 175K SEK the second year assuming the current tool manufacturing rate. The combined effects of reduced cost and lead time would be beneficial to Rolls-Royce AB by contributing to an increase in delivery reliability and competitive prices on the market

A decade ago, Toyota, an automobile manufacturer from Japan, came up with a new production system which started the automobile industry called “Lean manufacturing”. Over time, the popularity of the system became apparent and it became the Toyota Production System (TPS). Following this technological development, “Len enterprise” a new concept was produced with the sole purpose of eliminating wastes in every function of the entire organization. As of present, as far as product developing companies are concerned, the development process has become more complex. For instance, in Scrum software development as well as in Lean product development, tools for planning a project using walls and boards have been developed. These methods have so far proved to be very efficient, in so far as the visualization of the work performed, as well as the prioritization of new tasks is concerned. However, there are notable challenges in synchronization, version control and traceability among a company’s different projects. This thesis, investigates how Physical Pulse Board is used and how it can be improved through the introduction of a web-based application for eliminating of difficulties of using Pulse board especially in global environment where different people from various locations might need to join the meeting. The paper consists of three parts. In the first part one set of interviews were conducted along with an observation to figure out related difficulties with the use of Physical Pulse Board especially in global environment. Following this, another set of interviews were conducted to help find out how these issues can be eliminated or resolved. Considering that good principles can never be useful, unless they are applied and used in reality, in the second part of this report, a web-based application was developed to help bring improvements using Pulse Board in global environment based on the finding from the first part. It was then that evaluation of implemented software was done through a workshop with Hellström, and Dr. Amer Ćatić. It is worth noting that the two persons are the Lean Product Development Specialist chosen for market analysis given that the two had implemented the Physical Pulse Board in their organization.

This Master Thesis aims to provide a broader understanding of what Visual Planning is and how it can be combined with other methods to enhance the efficiency in product development projects. The investigation and empirical part of the study has been conducted by qualitative research based on interviews, observations and informal conversations with people from two different Swedish companies. The results were used in a comparative case study conducted with the purpose to provide an overview about how Visual Planning is used and applied in Lean product development projects inside the Swedish industry. It has been found that Visual Planning constitutes a useful and favorable method for enhancing different aspects such as communication and knowledge transfer among the team members, and for avoiding task overlapping, problems and misunderstandings during the project development. However the method has some limitations which become significant barriers to the progress of projects. These hurdles would be eliminated with the use of software tools that would make the project development run in a smoother and more efficient way.

The purpose of this study is to suggest improvements in the field of low current technology for the office of Cegelec which is located in the French town of Le Mans. Cegelec is an international technological service company. First, this master’s thesis report draws the current situation of Cegelec Le Mans thanks to enterprise architecture models, and the study of a specific project as well as different previous projects. The current state is then confronted to the theoretical model lean product development in order to suggest improvements and future scenarios.

Due to knowledge being difficult to imitate, effective knowledge management provides several key competitive advantages. It involves managing knowledge within organizations in order to ensure the right knowledge reaching the right person at the right time.Scania CV AB is one of the world’s leading manufacturers of trucks, busses and engines for marine and industry purposes. As part of the work with streamlining processes, knowledge management has become a focus area within their R&D. This master thesis has been carried out at four groups grouped under the section UTP Process support, consisting of a mechanical workshop, logistics, improvement coaches, and logistics and measurement. The purpose was to identify areas with potential for improvement, and present suggestions for improvements, with reusability of knowledge as the main focus.A total of 132 interviews and surveys, and four workshops were conducted in order to gather data, generate improvement proposals and anchor ideas. A literature study was conducted to provide a frame of reference.A four-quadrant model was generated, to make possible the mapping of knowledge work within the involved groups. This aims to provide a general model supporting improvements in knowledge management, by establishing a conceptual frame of reference where ambition and current state can be compared, providing a base for improvements and follow-ups over time.The improvement coach group is at the forefront of the issues addressed in this thesis report, which in this context also poses their primary challenge. Suggestions on how work can keep improving are presented, including further developments of the group's so called skills matrix.For the other groups, freeing up time of experienced employees is recommended in order to transfer knowledge to less experienced colleagues. Furthermore, improving the availability of documents controlling the employees’ work is recommended, as well as ensuring these are fully updated to a larger extent. Lastly, the groups should work on increasing knowledge exchange between them and external parties, such as customers and suppliers.Future recommendations include carrying out a pilot study of the proposed model, in order to improve the model and examine how different business units within product development organizations can benefit from it. A follow-up should be carried out to examine if the recommendations have made a difference. / En effektiv kunskapshantering kan ge unika konkurrensfördelar, då kunskap är svår att imitera. Knowledge management inbegriper hantering och ledning av kunskap i organisationer för att säkerställa att rätt kunskap når rätt person vid rätt tillfälle.Scania CV AB är en av världens ledande tillverkare av lastbilar, bussar och motorer för marin och industri. I arbetet att effektivisera processer har kunskapshantering blivit ett fokusområde för R&D. Detta examensarbete har utförts mot fyra grupper under sektionen UTP Process support, med en mekanisk verkstad, logistik, förbättringscoacher samt logistik och mätrum. Syftet var att identifiera områden med förbättringspotential och presentera förslag för fortsatt förbättringsarbete, med återanvändbarhet av kunskap som fokus.Totalt 132 intervjuer och enkäter, och fyra workshopar genomfördes för att samla in data, generera förbättringsförslag och förankra idéer. En litteraturstudie genomfördes för att ge en referensram för studien.För att kartlägga hur kunskapsarbetet fungerade på de olika grupperna, genererades en fyrfältsmodell. Denna syftar till att ge en generell metod för förbättringsarbete kring kunskapshantering, genom att formulera en konceptuell referensram där ambitionsnivå och nuläge kan jämföras, för att ge underlag till förbättringsarbete och uppföljning över tid.Gruppen med förbättringscoacher ligger i framkant i frågorna som examensarbetet behandlar, vilket i detta sammanhang också utgör dess främsta utmaning. Förslag ges på hur arbetet kan fortsätta förbättras, däribland en vidareutveckling av gruppens så kallade kompetensmatris.För de övriga grupperna rekommenderas att frigöra tid för erfarna medarbetare att överföra kunskap till mindre erfarna. Vidare rekommenderas att tillgängligheten av dokument som styr arbetet ses över, och att dessa hålls fullständigt uppdaterade i högre utsträckning. Slutligen bör grupperna arbeta för ökat kunskapsutbyte mellan grupperna och externa parter såsom kund och leverantör.Som framtida arbete rekommenderas en pilotstudie av den framtagna modellen, för att förbättra denna och undersöka hur olika grupper inom produktutvecklingsorganisationer kan dra nytta av den. En uppföljning bör genomföras för att undersöka om implementering av givna rekommendationer har gjort skillnad.

The increasing demands on producing products in an effective and resource efficient manner has put more focus on modelling internal processes within organizations. Models of internal processes show what work is to be done and how to do the work in order to get to the desired result. Modelling internal processes is also a way to capture knowledge that by many is seen as the most meaningful resource and valuable asset in today’s organizations.  This thesis project has created a model of the project process for customized truck development (s-order) at Scania. The purpose has been to create a model that facilitates the everyday work of the project managers and can be used to improve the process. The goal of this report is to add to the theoretic field of process modelling by focusing on how to use a process model. A qualitative case study was conducted in parallel to a literature study. The result is a model in two layers providing different levels of detail. The model can be used for project planning, project execution, project control and project development the most important part being to create a standardized way of working which is the basis for a lean product development. The process of modelling can in itself generate important insights into a process, the report therefore ends with a discussion on suggestions for improvement of the s-order projects towards becoming a more lean product development process. / De ökande kraven på att producera varor på ett effektivt sätt med minskad användning av resurser ställer ökande krav på att modellera interna processer inom företag. Modeller av interna processer visar vad som ska göras i en process och när arbetet ska utföras för att få önskat resultat. Att modeller interna processer är också ett sätt att fånga kunskap som i stor utsträckning ses som den mest värdefulla tillgången i dagens organisationer. Detta projekt arbete har skapat en processmodell över projektprocessen för specialbeställda lastbilar (s-order) på Scania. Syftet har varit att skapa en modell som underlättar i projektledarnas dagliga arbete och som även kan användas som underlag för förbättringar av processen. Målet har varit att addera till det teoretiska fältet för process modellering genom att fokusera på hur modellen kan användas. En kvalitativ fallstudie har utförs parallellt med en litteraturstudie. Resultatet är en process modell i två lager med olika detaljnivå. Modellen kan användas för projektplanering, i utförandet av projekten, som kontroll av projekten och för utveckling av projekt processen, den viktigaste rollen är att en modell skapar basen för ett standardiserat arbetssätt, grunden för lean produktutveckling. Att modellera en process kan ge viktiga insikter i processen, rapporten avslutas därför med en diskussion kring åtgärder för hur s-order processen kan förbättras för att bli en mer lean produktutvecklingsprocess.

<p>Detta examensarbete har utförts vid Ekonomiska institutionen på Linköpings tekniska högskola. Uppdragsgivare har varit Kongsberg Automotive AB och Saab Training Systems AB. Syftet med detta arbete har varit att undersöka om värdeflödesanalys inom produktutveckling kan hjälpa företag att effektivisera utvecklingen av produkter. Metoden för värdeflödesanalys som vi valt att prova har tagits fram av MIT. Arbetets syfte var att pröva denna metod, detta gjordes genom att utföra två studier. Modellen föreskriver att en kartläggning görs i tre steg: först genom ett ganttschema, därefter flödesschema och till sist en DSM. Datainsamlingen är gjord med hjälp av intervjuer och en enkät, enligt Millards rekommendation. Med hjälp av metoden och stöd av litteratur kartlades och analyserades flödet. Bland annat framkom följande åtgärdsförslag: Tydligare ansvarsområden och klara rutiner Utför FEM-beräkning mer parallellt med konstruktionsarbetet Tydligarepull event för att klargöra varje aktivitets syfte. Vi kan konstatera att resultaten av värdeflödesanalysen har tagits väl emot av företagen, både när det gäller kartläggning och åtgärdsförslag. Detta leder oss fram till vår slutsats att modellen har varit till hjälp för företagen och därmed får anses fungera.</p>

Detta examensarbete har utförts vid Ekonomiska institutionen på Linköpings tekniska högskola. Uppdragsgivare har varit Kongsberg Automotive AB och Saab Training Systems AB. Syftet med detta arbete har varit att undersöka om värdeflödesanalys inom produktutveckling kan hjälpa företag att effektivisera utvecklingen av produkter. Metoden för värdeflödesanalys som vi valt att prova har tagits fram av MIT. Arbetets syfte var att pröva denna metod, detta gjordes genom att utföra två studier. Modellen föreskriver att en kartläggning görs i tre steg: först genom ett ganttschema, därefter flödesschema och till sist en DSM. Datainsamlingen är gjord med hjälp av intervjuer och en enkät, enligt Millards rekommendation. Med hjälp av metoden och stöd av litteratur kartlades och analyserades flödet. Bland annat framkom följande åtgärdsförslag: Tydligare ansvarsområden och klara rutiner Utför FEM-beräkning mer parallellt med konstruktionsarbetet Tydligarepull event för att klargöra varje aktivitets syfte. Vi kan konstatera att resultaten av värdeflödesanalysen har tagits väl emot av företagen, både när det gäller kartläggning och åtgärdsförslag. Detta leder oss fram till vår slutsats att modellen har varit till hjälp för företagen och därmed får anses fungera.

Irresistibly, Lean has been well-known among manufacturers around the world for quite sometimes due to Toyota success story of Toyota Production System (TPS) or so-called Lean manufacturing. Now that many organizations are going toward the concept of Lean enterprise, this thesis tries to study about Lean Product Development System (LPDS) which is a part it. Owing to the fact that LPDS is a socio-technical system originated from Japanese cultural background, to understand and should how LPDS is adopted in Swedish organizations become our main purpose. The thesis consists of three research questions- i.e. 1) what are pros and cons of LPDS, 2) what is Swedish style LPDS and how does it compare to the original Japanese one, and 3) should Swedish companies transform LPDS into their organizations; if yes, how. This study adopts a cultural framework to analyze and compare the Swedish LPDS and the Japanese one. The thesis can be separated into three main theoretical parts- i.e. LPDS, cultures, and change management. Two managers from two companies, one LPDS consultant, and one PhD student were interviewed for empirical data. Regarding to the first research question, both primary (interview) and secondary data are used; in order to analyze advantages and weaknesses of LPDS. Then, based on a literature review and empirical findings, Swedish LPDS principles were concluded and compared to the Japanese ones according to the second research question. Lastly, Swedish cultures, creativity perspective, and change management theories were deployed to provide managerial guidelines on how Swedes interpret and adopt LPDS in their organizations.   Accordingly, there are several pros and cons of LPDS (e.g. systematic decision making enhancement, transparency of information sharing, dynamic organizational learning) and they occur along the process of LPDS transformation into organizations. For cons, conclusion as of now is that most of LPDS weaknesses come from the method level, in which no one really knows what the real "Lean" is and leads to misinterpretation of principles. Owing to the fact that LPDS is a socio-technical system, it requires firms to adapt their strategies and cultures before adopting LPDS principles. Hence, LPDS needs to be interpreted and put into use case by case, depending on organizational characteristics. There are 14 principles of Swedish LPDS as concluded in this study. They are both similar and different from the Japanese original ones. The basic principles of LPDS, which are standardization, supplier involvement, continuous improvement, and visualization, are employed explicitly in both Japanese and Swedish LPDS. Moreover, both apply set-based concurrent engineering, front-loading, leveled product development process, and cross-functional team in NPD projects in their LPDS practices. The main differences are that Swedish LPDS focuses more on enhancing creativity than those of Japanese. Moreover, leadership style differs due to different cultural background. Besides, some other minor differences are also pointed out in this report. This leads to an answer to the last research question. Swedes should adopt LPDS in incremental manners to develop their organizations into the direction lead by LPDS, while preserving the creativity which is beneficial to product development processes. Finally, some guidelines of LPDS interpretation and adoption are also suggested based on change management theories and Swedish cultures.