Orientador: Andrea Rossi Scalco / Resumo: São expressivas as altas as taxas de desperdícios de alimentos no mundo. Uma grande parcela dos alimentos é perdida/desperdiçada no processo produtivo. As frutas e hortaliças são alimentos necessários para uma dieta saudável com significativo valor nutricional. O Brasil é considerado o terceiro maior produtor de hortaliças do mundo, no entanto as perdas nesse setor são expressivas e estão distribuídas em toda a cadeia produtiva. Quando se têm perdas ao longo da cadeia, além do alimento em si, se têm perdas dos recursos utilizados para essa produção. Diante desta problemática, este estudo pretende aplicar os princípios do modelo Lean Production a fim de reduzir os desperdícios no processo produtivo de alfaces em uma propriedade de agricultura familiar da região de Tupã/SP que comercializa seus produtos na feira do produtor local. Um estudo de caso foi realizado. A coleta de dados foi realizada por meio de entrevistas, observações e filmagem do processo produtivo de alface in loco. Foram identificadas as etapas do processo produtivo por meio da aplicação do Mapeamento de Fluxo de Valor (VSM), fluxograma vertical, diagrama de Ishikawa, Voz do Consumidor (VOC) e diagrama de espaguete com o objetivo de identificar as principais fontes de desperdícios. Foi possível identificar alguns desperdícios no processo produtivo de alface buscando minimizar ou mesmo eliminar esses desperdícios foram sugeridas melhorias como adequação das etapas as serem realizadas no processo produtivo, aplic... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: The high rates of food waste in the world are significant. A large portion of food is lost / wasted in the production process. Fruits and vegetables are foods necessary for a healthy diet with significant nutritional value. Brazil is considered the third largest producer of vegetables in the world, however losses in this sector are significant and are distributed throughout the production chain. When there are losses along the chain, besides the food itself, there are losses of the resources used for this production. Faced with this problem, this study aims to apply the principles of Lean Production model in order to reduce waste in the production process of lettuce on a family farm in the region Tupã / SP which sells its products at the local fair producer. A case study was carried out. The data collection was done through interviews, observations and filming of the production process of lettuce in loco. stages of the production process through the application of Value Stream Mapping been identified (VSM), vertical flow diagram, Ishikawa diagram, Consumer Voice (VOC) and spaghetti diagram in order to identify the main sources of waste. It was possible to identify some wastes in the lettuce production process in order to minimize or even eliminate these wastes. Improvements were suggested as adequacy of the steps to be performed in the productive process, application of 5S among others. After applying some of these improvements the results were analyzed in order to verify the... (Complete abstract click electronic access below) / Mestre

Este trabalho tem por objetivo realizar um estudo de utilização dos conceitos de produção enxuta na área administrativa e propor um roteiro de referência para aplicação. Para isso, foi feito um levantamento bibliográfico sobre processos de negócios, produção enxuta e metodologias de aplicação desta em processos administrativos, possibilitando uma análise e comparação entre estas metodologias encontradas. Em seguida, foi realizado um estudo de caso com base em aplicações reais de produção enxuta na área administrativa. Como resultado da análise das metodologias e do estudo de caso foi proposto um roteiro de referência. / This work has the purpose of study the lean production concepts use within the administrative area and to propose an application script. A bibliographic research was done about business process, lean production and methodologies for lean production application in business process what enabled an analysis and a comparison between the found methodologies. The next step was a case study of a real application of lean production within an administrative area. As a result of the methodologies analysis and the case study an application script has been proposed.

In today’s competitive business world, companies require small lead times, low costs andhigh customer service levels to survive. Because of this, companies have become morecustomer focused . The result is that companies have been putting in significant effort toreduce their lead times.The purpose of this master thesis was to reduce lead time at BEAB etikett & system AB(BEAB) by focusing both on ordering and production times. In order to achieve this allprocesses from receiving an order to shipment of the order are mapped in a current statemap. Some changes based on the Toyota Production System (TPS) were implemented.The results were then mapped in a future state map.BEAB has more than 30 years experience of producing labels in different sizes andshapes. The products’ range varies from hanger labels on clothing to self adhesive labelsfor pallets. Due to globalization and stiff competition, the 8 days lead time at BEAB hasto be reduced so that they could maintain their customers, and even increase theircustomer base.It was found that the most appropriate mapping method for lead time reduction wasValue Stream Mapping (VSM). From the results achieved by VSM it was obvious thatthe press machines were bottlenecks. In order to increase their capacity, their change overtime should be reduced. Another observation derived from the VSM, was that a neworder passing through the ordering department is an unnecessary step. Some otherrecommended changes based on applying TPS are:• Reduction of work in process inventory (WIP)• Reduction of waiting time between press and converter• Stop the process to build in quality (this sounds awkward)• Collect more information• Implementation of the 5S methodologyBy implementing these changes, the future state map was created and the total lead timewas reduced from 8 days to 6 days. The production lead time reduced from 4.35 days to 4days. / Uppsatsnivå: D

This project was carried out because of a need for increasing the production efficiency atSKANSKA Byggsystem. The current production takt is 20 modules per week which at first stepshould become 24 modules per week and in a second stage, 28 modules per week.In this regard, the lean approach is applied to modify the procedures the productionprocesses are based on. Value Stream Mapping is used as one of the lean tools to illustratethe total image of the operations and lead times. Although it is essential to consider both theproduction and administrative procedures in analysis and implementing Lean tools, in thisproject the focus is on production operations and material flow rather than the informationflow.In the empirical study, different production areas in the factory are considered and thematerial flow is described from storage of raw material until storage of finished modules. Theempirical study has resulted in a description of the current situation of the factory andcurrent value Stream Map is drawn based on that.In the analysis part, different areas of waste in the production stages are defined andmodifications for eliminating waste and increasing efficiency are suggested; having the maincriterion of enabling the production to produce 28 modules per week, these changes haveresulted in a future state Value Stream Map of the factory. In addition, modificationsregarding the factory layout and outsourcing strategy are described as well.Finally, it is discussed that with minor changes it is possible to produce 24 modules per week.It is shown that by keeping the same resources and production methods, it is impossible tohave 28 modules per week, although, outsourcing the bathroom module results in a greatimprovement, however this is not enough for providing required extra capacity. The mostapplicable approach is to implement the changes and improve the production procedures toget to the maximum available capacity and add extra resources to provide the requiredcapacity of 28 modules per week. / Uppsatsnivå: D

Este trabalho tem por objetivo desenvolver diretrizes para avaliar o uso dos princípios da produção enxuta (PE). Estes princípios foram identificados com base em uma revisão da literatura, enfatizando obras de autores clássicos do sistema da PE. As diretrizes foram testadas por meio de um estudo de caso em uma fábrica de pregos que faz parte de uma planta siderúrgica, que vem adotando a filosofia enxuta desde 2004. As etapas da avaliação dos princípios foram as seguintes: a) avaliar qualitativamente um conjunto de práticas da PE presentes no setor estudado; b) entrevistas com treze operadores para avaliar o seu conhecimento e uso dos princípios da PE; c) elaboração de um questionário para avaliar o uso dos princípios da PE no setor; d) aplicação do questionário junto a 44 funcionários; e) análise dos resultados e f) reunião de retorno dos questionários aos funcionários. No estudo de caso os resultados foram agrupados em quatro constructos: solução de problemas, funcionários e fornecedores externos, processo e filosofia. Os resultados mostraram que os operadores julgam conhecer e vivenciar os princípios da PE no seu dia-a-dia. Entretanto, alguns princípios, como “produzir em fluxo contínuo” e “puxar a produção”, não tiveram respaldo na etapa de observação direta do processo. De fato, embora os operadores tenham respondido nos questionários que usavam esses princípios com grande intensidade, isso não corresponde à realidade no chão de fábrica. / This work aims to develop guidelines to evaluate the use of lean production (LP) principles. These principles have been identified based on a review of the literature, emphasizing works of classic authors of the LP system. The guidelines were tested through a case study in a nail factory that is part of a steel plant, which has adopted the lean philosophy since 2004. The stages of assessment principles are as follows: a) to evaluate qualitatively a set of LP practices present in the studied factory; b) interviews with thirteen operators to assess their knowledge and use of the LP principles; c) development of a questionnaire to evaluate the use of the LP principles in the factory; d) application of the questionnaire to 44 members; e) result analysis and f) return the questionnaires results in a meeting with the employees. In the case study, results were grouped into four constructs: problem solving, staff and external suppliers, process and philosophy. The results showed that the operators assume they know and live the LP principles in their day-to-day. However, certain principles such as "to produce in continuous flow" and "pulled production", they had not support in the stage of direct observation of the process. In fact, although the operators have answered that used these principles with great intensity, that is not the reality on the factory floor.

Este estudo propõe um método de avaliação de desempenho de práticas típicas da produção enxuta em indústrias de manufatura. As práticas utilizadas no método proposto são práticas enxutas operacionais (por exemplo, gerenciamento visual e troca rápida de ferramentas), diferentemente de estudos anteriores que focavam principalmente em práticas enxutas gerenciais. O método foi desenvolvido e testado em um estudo de caso realizado em uma empresa fabricante de juntas homocinéticas. Essa empresa vem adotando a produção enxuta (PE) como estratégia de produção em nível corporativo desde 2002. O método é composto de oito etapas: (a) uma avaliação da sua aplicabilidade, a qual implica em verificar se os objetivos das estratégias de manufatura podem ser atingidos através da produção enxuta; (b) uma avaliação preliminar do quanto a cultura organizacional é consistente com os princípios da produção enxuta – essa avaliação é feita através da aplicação de um checklist baseado em requisitos estabelecidos pelas Normas SAE J4000 e J4001; (c) entrevistas com gerentes para verificar suas percepções sobre os pontos fortes e fracos na implementação da produção enxuta – nesse estudo de caso, sete gerentes foram entrevistados: (d) aplicação de um checklist para avaliar o desempenho de um grupo de práticas enxutas, baseado na percepção de gerentes – nesse estudo de caso, sete gerentes preencheram o checklist e a média de desempenho de cada prática enxuta foi calculada; (e) o desenvolvimento de um ranking para avaliar a importância de práticas enxutas, baseadas na percepção de alguns gerentes envolvidos na etapa anterior; (f) seleção de indicadores de desempenho que possam quantificar indiretamente o desempenho de práticas enxutas, considerando os indicadores utilizados na empresa e indicadores utilizados em estudos anteriores; (g) coleta de dados referentes aos indicadores selecionados na etapa anterior ; (h) seminário para discutir os resultados coletados em todas as etapas anteriores. Os passos (g) e (h) não foram aplicados nesse estudo de caso. De forma geral, os resultados demonstraram que práticas enxutas fortemente associadas com a estabilidade básica, tais como a padronização, apresentaram desempenho fraco. / This study presents a method for assessing the performance of typical lean production practices in manufacturing industry. The practices encompassed by the proposed method are related to operational lean practices (e.g. visual management and single minute exchange of dies and tools), differently from previous similar studies that focused mostly on managerial lean practices. The method was developed and tested in a case study undertaken in a manufacturer of automobile axiles. This company has been adopting lean production as its manufacturing strategy since 2002. The method involves eight stages: (a) an assessment of its applicability, which implies checking whether the manufacturing strategy targets might be achieved through lean production; (b) a preliminary assessment of the extent to which the organizational culture is consistent with lean production principles – this assessment is made through the application of a check-list based on the requirements established by SAE J4000 and J4001 standards; (c) interviews with managers to identify their perceptions on strenghts and weaknesses of lean production implementation – in the case study, seven managers were interviewed; (d) application of a check-list to assess the performance of a set of lean practices based on managers perceptions – in the case study, seven managers filled out the check-list and an average degree of performance for each lean practice was then calculated; (e) the development of a ranking to assess the importance of lean practices, based on the perceptions of some of the same managers involved in the previous stages; (f) selection of performance indicators that could indirectly quantify the performance of lean practices, considering both the existing indicators in the company and existing indicators proposed in previous studies; (g) data gathering concerning results of the selected indicators; (h) a seminar to discuss the data collected during all the previous stages. Stages (g) and (h) were not carried out in the case study. Overall, the results pointed out that lean practices that are closely associated with basic stability, such as standardization, performed poorly.

Com o objetivo de propor melhorias ao sistema corporativo de produção da Volkswagen do Brasil à luz dos conceitos da produção enxuta, esse trabalho mostra como a concorrência proporcionada pela globalização no setor industrial obrigou as empresas desse setor a deixarem para trás o tradicional sistema de produção em massa para buscarem novas alternativas estratégicas de administração. Com base nos excelentes resultados apresentados pela Toyota, uma das ações encontradas por essas organizações tem sido a implantação de sistemas corporativos de produção que procuram seguir os mesmos princípios do sistema de produção enxuta, que tem entre seus objetivos a busca contínua pela redução e eliminação dos desperdícios dentro do processo produtivo. Partindo desse cenário, esse trabalho procura apresentar alguns desses sistemas corporativos de produção e que foram criados conforme a necessidade de cada uma das empresas, sendo detalhado através de um estudo de caso realizado na Volkswagen do Brasil um desses sistemas e confrontado com as principais técnicas e ferramentas da produção enxuta pesquisadas, apresentando ainda algumas sugestões de melhorias ao sistema corporativo de produção dessa empresa e uma aplicação piloto destas melhorias. / With the objective of suggestions of improvements to the corporate of production system of Volkswagen of Brazil to the light of the concepts of the lean production, this work presents as the competition provided by the globalization in the industrial section has obliged enterprises from this sector to leave behind the traditional in mass production system to look for new strategic alternatives of administration. Taking as reference the excellent results presented by Toyota, one of the action found by these organizations was the implementation of a corporative of production systems that try to follow the same principles of the lean production, that has among its aim the continuum search by the reduction and elimination of waste inside the productive process. Starting from this scenery, this work looks for to present some of these corporative of production systems and were developed in agreement with the necessities of some enterprises. It has been detailed through a case study carried out at Volkswagen of Brazil where one of these systems is confronted with the main techniques and tools of lean production studied. Also, presenting improvement suggestions to the corporative of production systems of this enterprise as well as pilot application of these improvements.

Orientador: Andrea Rossi Scalco / Coorientador: Eduardo Guilherme Satolo / Coorientador: David Skydmore / Resumo: São expressivas as altas as taxas de desperdícios de alimentos no mundo. Uma grande parcela dos alimentos é perdida/desperdiçada no processo produtivo. As frutas e hortaliças são alimentos necessários para uma dieta saudável com significativo valor nutricional. O Brasil é considerado o terceiro maior produtor de hortaliças do mundo, no entanto as perdas nesse setor são expressivas e estão distribuídas em toda a cadeia produtiva. Quando se têm perdas ao longo da cadeia, além do alimento em si, se têm perdas dos recursos utilizados para essa produção. Diante desta problemática, este estudo pretende aplicar os princípios do modelo Lean Production a fim de reduzir os desperdícios no processo produtivo de alfaces em uma propriedade de agricultura familiar da região de Tupã/SP que comercializa seus produtos na feira do produtor local. Um estudo de caso foi realizado. A coleta de dados foi realizada por meio de entrevistas, observações e filmagem do processo produtivo de alface in loco. Foram identificadas as etapas do processo produtivo por meio da aplicação do Mapeamento de Fluxo de Valor (VSM), fluxograma vertical, diagrama de Ishikawa, Voz do Consumidor (VOC) e diagrama de espaguete com o objetivo de identificar as principais fontes de desperdícios. Foi possível identificar alguns desperdícios no processo produtivo de alface buscando minimizar ou mesmo eliminar esses desperdícios foram sugeridas melhorias como adequação das etapas as serem realizadas no processo produtivo, aplic... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: The high rates of food waste in the world are significant. A large portion of food is lost / wasted in the production process. Fruits and vegetables are foods necessary for a healthy diet with significant nutritional value. Brazil is considered the third largest producer of vegetables in the world, however losses in this sector are significant and are distributed throughout the production chain. When there are losses along the chain, besides the food itself, there are losses of the resources used for this production. Faced with this problem, this study aims to apply the principles of Lean Production model in order to reduce waste in the production process of lettuce on a family farm in the region Tupã / SP which sells its products at the local fair producer. A case study was carried out. The data collection was done through interviews, observations and filming of the production process of lettuce in loco. stages of the production process through the application of Value Stream Mapping been identified (VSM), vertical flow diagram, Ishikawa diagram, Consumer Voice (VOC) and spaghetti diagram in order to identify the main sources of waste. It was possible to identify some wastes in the lettuce production process in order to minimize or even eliminate these wastes. Improvements were suggested as adequacy of the steps to be performed in the productive process, application of 5S among others. After applying some of these improvements the results were analyzed in order to verify the... (Complete abstract click electronic access below) / Mestre

<p>Titel: PMC WAY – Vägen till effektiv produktion</p><p>Problem: Hur kan PMC AB använda sig av Lean production-konceptet för att få en mer produktiv och effektiv produktion?</p><p>Syfte: Syftet med denna uppsats är att på uppdrag av PMC AB genomföra en studie om konceptet Lean production, för att sedan ta reda på hur PMC AB kan använda sig av detta koncept i sin produktion för att bli mer effektiva och produktiva.</p><p>Metod: För att genomföra studien har primär- och sekundär data använts. Den primära datan har samlats in genom intervjuer med personer på PMC AB samt observationer i produktionen. Den sekundära datan består av information insamlad från litteratur, artiklar, Internet och broschyrer.</p><p>Resultat: Studien visar att Lean production inte bara är användbart i stora österländska företag såsom Toyota, utan går att implementera på alla olika sorters företag. Konceptet betonar dock vikten av att grundligt gå igenom alla delar av företaget och inte glömma någon. Toyota Ways fyra huvudområden tar upp just alla företagets delar, vilket har gjort att modellen blivit så framgångsrik. De fyra huvuddelarna är filosofin, processerna, medarbetare och partners samt problemlösning. Alla fyra huvudområden är viktiga på olika sätt, men utan den långsiktiga filosofin blir det svårare, om inte omöjligt, att uppnå framgång med konceptet. Den långsiktiga filosofin sitter tätt ihop med att företaget måste få med sig alla medarbetare i detta långsiktiga tänkande. Ledarna måste få medarbetarna motiverade och känna ett engagemang gentemot verksamheten och inte bara ser det som ett arbete. Kan ledarna få medarbetarna motiverade går det lätt att förbättra processerna och få bort allt slöseri i företaget. Detta kan dock endast göras om medarbetarna och ledarna själva blir problemlösare och lär sig se och lösa problem. Därför måste företaget få dem att inse att problem är något bra och något som endast kan göra företaget bättre. Genom att använda sig av denna modell har vi kunnat få fram vad som är viktigt för PMC att tänka på för att får en mer produktiv och effektiv produktion. Vi har analyserat fram hur PMC kan förbättras, och lämnat förslag till ledningen som nu får ta över arbetet med att genomföra dessa förbättringar.</p>

<p> </p><p>Syftet med detta arbete, som bedrivits på DB Schenker Sverige i Önnestad, är att skapa ett underlag som främjar en implementation av arbetssättet Lean Production inom transportbranschen. Anledningen till att Schenker vill börja arbeta efter Lean är att de under en längre tid haft svårt att höja sin kvalitet och effektivitet. Det huvudsakliga målet med arbetet har varit att:</p><ul><li>på ett enkelt och robust sätt i samförstånd med ledningen skapa en grund för hur arbetet med Lean Production ska implementeras</li></ul><ul type="disc"><li>skapa tydliga och enkla mätetal/måltal för att följa upp de olika avdelningarnas produktivitet</li></ul><ul><li>utforma en terminallayout som är anpassad till Lean Production där städning, avvikelser, flöden och säkerhet tydliggörs</li><li>skapa en arbetsmodell för hur Lean Production ska kunna tillämpas fullt ut</li></ul><p> </p><p>Det största argumentet när företag strävar efter att bli Lean är att sätta kunden i centrum samt att "skapa tänkande människor". Genom att sätta kunden i centrum och "skapa tänkande människor" så skapas effektiva arbetsplatser där verksamheten förebygger slöseri, skapar processtänkande, tänker på miljö och säkerhet, service och tjänster och en kultur bildas som främjar delaktighet från personalen.</p><p> </p><p>Detta examensarbete har drivits som en fallstudie, främst för att författaren har arbetat ensam, även för att utgångspunkten från Schenkers sida var att göra ett grundarbete för att Lean Production skulle kunna implementeras på distriktet med så heltäckande information som möjligt.</p><p> </p><p>De huvudsakliga resultaten av detta arbete är följande:</p><ul><li>ny terminallayout där ordning och reda (5S) har tillämpats</li><li>genom att 5S har tillämpats har en grund för Lean Production och standardisering av arbetsplatsen skapats, som är det fundamentala för ständiga förbättringar</li><li>genom 5S visualiseras avvikelser</li><li>förbättringsmöten och förbättringstavla för de olika avdelningarna</li><li>förbättrad säkerhet</li></ul><p> </p><p>En av de väsentliga slutsatserna i detta arbete består av en arbetsmodell för hur arbetet med implementeringen av Lean Production går tillväga. Utöver det innefattar arbetet rekommendationer för Schenker och deras framtida arbete med Lean Production.</p> / <p> </p><p>This project constitutes the Master thesis within the School of Innovation, Design and Engineering at Mälardalen University. The project has been carried out at DB Schenker Sweden in Önnestad and the aim of this work is to provide as a basis for enhancing the implementation of Lean Production within the transportation sector. The reason why Schenker would like to begin work after Lean is that for a long time they have been unable to raise their quality and efficiency. The main objectives of this work have been:</p><ul><li>in a simple and robust way, in agreement with the management to create a foundation for the progress of the Lean Production implementation</li><li>clear and simple metrics / targets to follow up the various departments' productivity</li><li>develop a terminal layout that is adapted to Lean Production where cleaning, deviations, flows and security is made clear </li><li>create a working model of how Lean Production is to be applied in full</li></ul><p> </p><p>The main argument when companies strive to be Lean is to put the customer at the center and "create thinking people". By placing the customer at the center and "creating thinking people" effective workplaces where the activity will prevent waste, creating process thinking, thinking of the environment and safety, service and services and a culture is formed to promote the involvement of staff.</p><p> </p><p>This thesis has been driven as a case study, one reason is because the author has worked alone and the basis from Schenker was to make the foundation work so Lean Production can be implemented at the district with so complete information as possible.</p><p> </p><p>The main results of this work are:</p><ul><li>a new terminal layout where 5S has been applied</li><li>since 5S has been applied the basis for Lean Production and standardization of the workplace has been created which is the basis for continuous improvements</li><li>since 5S has been applied deviations get visualized</li><li>improvement meetings and improving scoreboards for the different departments</li><li>improved safety</li></ul><p>One of the essential conclusions of this work consists of a working model for the implementation progress of Lean Production. In addition the work includes recommendations for Schenker and their future work with Lean Production.</p>