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Implementering av Last Planner : en studie av byggprojektet FlotabMarklund, Peder, Mukka, Roger January 2008 (has links)
<p>Validerat; 20101217 (root)</p>
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Kartläggning av truckflöden på Primary Products : Ur ett Lean Production perspektivWallin, Kristina, Westblom, Maria January 2008 (has links)
<p>The Transport division is responsible for the internal transports on Sandvik Material</p><p>Technology AB. At the moment there is no clear picture of how the straddle carriers are</p><p>moving at the division Primary Products and if it is working in a satisfying way. It is</p><p>important to see the whole picture of the transportation flow so improvements can be made.</p><p>The purpose of this essay is to survey and analyse the truck flow in a Lean Production</p><p>perspective. The essay is delimited to only include straddle carriers transportation ways in the</p><p>Primary Products division. To survey the truck flow we have used a method called Walkthrough.</p><p>This means that we have walked thorough the whole production flow and</p><p>interviewed some of the employed on the way to get the necessary information. We have also</p><p>made an extensive literature study to gather all the necessary theories that is relevant for this</p><p>essay.</p><p>Since 2003 Sandvik Material Technology is running a project called “ledtidsprojektet”, the</p><p>purpose of this project is to create a more efficient production. This project is based on the</p><p>Japanese philosophy Lean Production but is audited to be suitable to Sandviks organisation.</p><p>Today most of the producing divisions within SMT are working according to</p><p>”ledtidsprogrammet”, unfortunately it is not introduced on the Transport division yet.</p><p>The result we got by studying the use of the straddle carriers showed that 40 % where with</p><p>cargo, 35 % without and 25 % where remaining times were breaks are included. The basis of</p><p>the study is from a GPS-transmitter which is placed on one of the straddle carrier. We have</p><p>also made our own study where we followed on the straddle carrier and measured the time for</p><p>the different activities. To get a more statistical secured investigation it is necessary to make a</p><p>more extensive study, when these study where made during a limited time.</p><p>On the basis of the truck flows survey some suggestions for improvements have been</p><p>identified. It has showed that today’s key measurements have to be overlooked to give a fair</p><p>picture of the situation. They also have to improve the way they are planning the transports.</p><p>This can be made by better communication with the producing divisions.</p><p>For the straddle carriers to be more Lean first the producing divisions have to work according</p><p>to the Lean philosophy. It is up to them to try to reduce the stock level and get a more evenly</p><p>production.</p>
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Framgångsfaktorer och hinder med Lean produktion i KinaLövström, Sandra, Eriksson, Malin January 2008 (has links)
<p>Abstract</p><p>Lean production has become one common concept within industries to make the work more effective and to meet today’s hard competition. A challenge for Chinese production is the threat from new low cost countries. It will become very difficult to succeed to produce to a lower cost than these countries; this led to that Chinese companies must develop new strategies, according to Lee and Zhou (2000). This will put China in front of new challenges and new strategies can be needed to retain their strong competitive advantages. Can Lean production lead to advantages for Swedish companies with production in China?</p><p>Our aim with this study is to examine conditions in order to apply Lean production in China, to respond to this we have selected and looked closer to three Swedish companies with production in China and their work with Lean production. And which obstacles and success factors the companies have notice.</p><p>As a base to this study we have a literature study. The literature study lies as a ground for the case studies and our analysis of the aim and those questions we formulated. The three companies we have visited are of various sizes and that influences its sights on Lean production and thereby is given a variation to our study with different thoughts and opinions. The companies we visited are Habia Cable Changzhou, Nanjing Ericsson panda Communications Company Ltd and SKF Shanghai Automotive Technologies Co., Ltd, they are all located in China. At the companies we have done observations and interviews.</p><p>Four of the tools within Lean production have in one or another way been used in all case companies. These are SMED, 5S, standardization work and process mapping. Process mapping is the tool that is implemented in all companies. One of the bases to Lean production is involved leaderships; this is an important part that also shows in this study. All companies say that the weight of the employees and their attitude is an important part in the work with Lean production. The study confirms thereby that works on improvement are imported and also of the attitude and commitments of the employees. There are several obstacles for a work with Lean production in China, but with a long term thinking and patience with implementation, motivated managers and employees there will be a lot to win.</p>
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Kartläggning av truckflöden på Primary Products : Ur ett Lean Production perspektivWallin, Kristina, Westblom, Maria January 2008 (has links)
The Transport division is responsible for the internal transports on Sandvik Material Technology AB. At the moment there is no clear picture of how the straddle carriers are moving at the division Primary Products and if it is working in a satisfying way. It is important to see the whole picture of the transportation flow so improvements can be made. The purpose of this essay is to survey and analyse the truck flow in a Lean Production perspective. The essay is delimited to only include straddle carriers transportation ways in the Primary Products division. To survey the truck flow we have used a method called Walkthrough. This means that we have walked thorough the whole production flow and interviewed some of the employed on the way to get the necessary information. We have also made an extensive literature study to gather all the necessary theories that is relevant for this essay. Since 2003 Sandvik Material Technology is running a project called “ledtidsprojektet”, the purpose of this project is to create a more efficient production. This project is based on the Japanese philosophy Lean Production but is audited to be suitable to Sandviks organisation. Today most of the producing divisions within SMT are working according to ”ledtidsprogrammet”, unfortunately it is not introduced on the Transport division yet. The result we got by studying the use of the straddle carriers showed that 40 % where with cargo, 35 % without and 25 % where remaining times were breaks are included. The basis of the study is from a GPS-transmitter which is placed on one of the straddle carrier. We have also made our own study where we followed on the straddle carrier and measured the time for the different activities. To get a more statistical secured investigation it is necessary to make a more extensive study, when these study where made during a limited time. On the basis of the truck flows survey some suggestions for improvements have been identified. It has showed that today’s key measurements have to be overlooked to give a fair picture of the situation. They also have to improve the way they are planning the transports. This can be made by better communication with the producing divisions. For the straddle carriers to be more Lean first the producing divisions have to work according to the Lean philosophy. It is up to them to try to reduce the stock level and get a more evenly production.
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Framgångsfaktorer och hinder med Lean produktion i KinaLövström, Sandra, Eriksson, Malin January 2008 (has links)
Abstract Lean production has become one common concept within industries to make the work more effective and to meet today’s hard competition. A challenge for Chinese production is the threat from new low cost countries. It will become very difficult to succeed to produce to a lower cost than these countries; this led to that Chinese companies must develop new strategies, according to Lee and Zhou (2000). This will put China in front of new challenges and new strategies can be needed to retain their strong competitive advantages. Can Lean production lead to advantages for Swedish companies with production in China? Our aim with this study is to examine conditions in order to apply Lean production in China, to respond to this we have selected and looked closer to three Swedish companies with production in China and their work with Lean production. And which obstacles and success factors the companies have notice. As a base to this study we have a literature study. The literature study lies as a ground for the case studies and our analysis of the aim and those questions we formulated. The three companies we have visited are of various sizes and that influences its sights on Lean production and thereby is given a variation to our study with different thoughts and opinions. The companies we visited are Habia Cable Changzhou, Nanjing Ericsson panda Communications Company Ltd and SKF Shanghai Automotive Technologies Co., Ltd, they are all located in China. At the companies we have done observations and interviews. Four of the tools within Lean production have in one or another way been used in all case companies. These are SMED, 5S, standardization work and process mapping. Process mapping is the tool that is implemented in all companies. One of the bases to Lean production is involved leaderships; this is an important part that also shows in this study. All companies say that the weight of the employees and their attitude is an important part in the work with Lean production. The study confirms thereby that works on improvement are imported and also of the attitude and commitments of the employees. There are several obstacles for a work with Lean production in China, but with a long term thinking and patience with implementation, motivated managers and employees there will be a lot to win.
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Nya produktionsformer inom möbelindustrin : Ett pilotprojekt hos Spaljisten AB / New production forms in the furniture industry : A pilot project at Spaljisten ABWitten, Thomas January 2007 (has links)
Denna magisteruppsats har genomförts vid Spaljisten AB och behandlar produktionsfilosofin Lean-produktion och produktionskonceptet TPM. Huvudobjektet för studierna var en maskinlinje för sågning, kantlistning, fräsning och borrning av planmöbeldetaljer (Homag VI). En nulägesanalys genomfördes för att kartlägga stopporsaker och OEE-talet (35,9 %). Inom samtliga klasser av stopptider är det framförallt kortvariga avbrott (81 %), vilket tyder på kroniska fel i linjen. Tillsammans med maskinlinjens personal genomfördes en störningsanalys (Ishikawadiagram). Nulägesanalys och störningsanalys visar på en förbättringspotential av 33 % för ökad tillgänglighet. Vidare genomfördes en SMED-analys där själva analysarbetet genomfördes tillsammans med personalen av maskinlinjen. Vid en närmare analys kunde det föreslås en klassificering av IED respektive OED samt förenklingar som innebär en minskning av tidsåtgången med 55 min. och 43 sek för omställningen. Utöver detta studerades bland annat verktyg som Lean-uppstart och kommunikation, operatörsunderhåll, 5S och ständiga förbättringar. Det genomfördes en effektivitetsanalys av förbättringsgruppenverksamheten. Vid den sistnämnda analysen konstaterades motivationsproblem hos personalen, som har sin huvudförklaring i ett saknande av en organisatorisk plan och en planering för införandet av nya produktionsformer. Uppsatsen rymmer en utförlig sammanfattning på svenska, engelska och tyska. / The master thesis has been realized in direct contact with the host company Spaljisten AB, Åseda Sweden and is dealing with the production philosophy Lean production and the production concept TPM. Main object for the studies was a machine line for processing of furniture details (Homag VI). An actual condition analysis has been done to determinate stop reasons and the OEE (35.9 %). In all classes of stop reasons occur mainly short stops (81 %) those indicate chronic problems in the line. Together with the employees of the line Homag VI was a fault analysis done (Ishikawa diagram). Actual condition analysis and fault analysis can generate a potential of improvement of 33 % for increased availability. Furthermore was a SMED analysis done where the main work of analyzing was done together with the employees of the line. By a deeper analysis a classification of IED and OED respectively could be done including even simplifications that led to a reducing of time for set up of 55 minutes and 43 seconds. Also tools like the Lean start up and communication, operator’s maintenance, 5S, constant improvements have been studied. An efficiency analysis of the kaizen groups was done that shows that a lack of motivation exists among the employees. The main explanation for this is that the company does not have a plan for the organisation structure and neither a plan for implementation of new production forms. The work contains an extended summary in English, German and Swedish.
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En studie om Lean service hos Brahehälsan ABLahdo, Alexander, Zamayeri, Avaa January 2011 (has links)
No description available.
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Värdeflödesanalys och förbättringsförslag på Pallco AB : Value stream mapping and improvement proposal at Pallco ABMagnusson, Anders, Carlsén, Anna January 2006 (has links)
This report is a study made at Pallco AB. Pallco is a subcontractor that is specialized on steel and aluminium components. The aim of the report is to show an improvement proposal that leads to a reduction of the storage and improve the flow through the production of one item that is a part of a product that Pallco manufactures. With the increasing competition from other countries who can manufacture with lower costs must Swedish companies try to make theirs manufacturing as efficient as possible and remove all waste. By using the tools of Lean Production it is possible to reduce the costs and increase the efficiency. The method we used is value stream mapping. A map of the present condition has been made and then different improvement proposal were discussed. A map of a future condition has also been designed.
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Kundutredning av deltagande företag i IndustriForums Lean krAft utbildning 2005-2006Gustavsson, Jonas January 2006 (has links)
This essay is an enquiry about how companies as participated in a Lean pro¬duction education use this education. The essay describes also how one works with the implementation of Lean production and how they believe that they will work. The enquiry tries to create an advisory material for other companies that are in the beginning of implementing their own Lean production systems. There these companies’ gets a picture of how other companies have done during their try to create a functioning Lean production system. In the essay, one may see how well the Lean concept basic thoughts and principles agree with the seven differently producing companies in the Jonkoping region. One may also see which parts from Lean production these companies use.
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Metodikmodell för styrning vid inköpJohansson, Mikael, Magnusson, Andreas, Stråth, Simon January 2008 (has links)
<p>The work with this report has been focused on developing a methodology model for control at purchase. The methodology model covers parts classification, dispatching systems, batch shaping and more. The aim with the methodology model is that it will be used as an aid for a cost effective material planning to increase the value for customer.</p><p>The work covers also a description of the present situation and the purchase process at Company X. Six parts have been applied, two from each class (A, B and C), in the methodology/model. The parts that have been applied are included in the flow between Company X and their supplier Company Y.</p><p>Data have been collected trough literature studies, interviews and the company’s business system. The methodology model has been developed with a broad literature study in the concerned areas.</p><p>The application of the six parts shows that the methodology model works well and shows that there is a possibility to reduce the costs. The methodology model can also help finding news ways in the material planning.</p><p>The conclusion can be drawn that the methodology model is a good help for material planning and that the correct control and batch shaping gives a significant cost reduction. Company X has today an effective purchase activity, but there are potentials for improvements, especially concerning the batch shaping and an increased use of kanban. Moreover there is potential to gain more with a better use of the company’s business system.</p>
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