<p>Extreme Production Makeover™ fångade vårt intresse för en tid sedan, strax innan vi skulle börja skriva vår C-uppsats. Metoden går ut på att under mycket kort tid förändra och effektivisera en produktionslina för att höja produktiviteten. Vi blev genast nyfikna på om Extreme Production Makeover™ skulle gå att omsätta i administrativa flöden och tjänste-flöden med ett informationslogistiskt perspektiv.</p><p>Inom produktion finns det en lång tradition av att arbeta med effektiviseringar och förbättringar. Våra studier av effektiviseringsmetoder inom administrativa flöden visar på att me-toderna inte är lika utbredda inom tjänste- och servicebranschen. Vad beror det på?</p><p>Normalt tar ett förändringsarbete av administrativa flöden eller tjänsteflöden en ganska lång tid i anspråk. Men, om en Extreme Production Makeover™ kan genomföras på en kort tid, så borde ju också en Extreme Administration Makeover kunna genomföras.</p><p>Syfte:</p><p>Vårt syfte med studien är att undersöka och jämföra effektivisering i produktionsflöden med effektivisering i administrativa flöden och tjänsteflöden. Vi vill belysa nyttan med informationslogistik i samband med förändringsarbeten, för företag och personer som arbetar med processeffektivisering. Resultatet av studien är en handlingsplan för Extreme Administration Makeover.</p><p>Metod:</p><p>Vårt arbete är genomfört som en skrivbordsstudie, vi har alltså inte provat eller utvärderat Extreme Administration Makeover i verkligheten. Vi har studerat olika typer av litteratur som rör informationslogistik och effektivisering av olika flöden. Detta har vi sammanfattat och redovisat under rubriken Teori. För att ge ytterligare kraft till teorin, har vi samtalat med nyckelpersoner inom Extreme Production Makeover™ och Lean Forum, för att bilda oss en uppfattning om hur metoderna kan jämföras och tillämpas. Resultatet av dessa diskussioner tas upp i Empirin. Till detta har vi lagt vår kunskap i informationslogistik och därefter skapat en handlingsplan med tillhörande modell, för Extreme Administration Makeover. Därefter följer Analysen av vårt studieresultat och en Avslutande Diskussion.</p><p>Avgränsning:</p><p>Vi har i vår rapport valt att begränsa oss till metoderna inom traditionell produktionseffektivisering och Lean Production men är väl medvetna om att metoderna för förändringsarbete är fler än så.</p><p>Resultat:</p><p>Delar av ett förändringsarbete kan genomföras under en kortare, eller extremt kort tid, men att etablera och rota arbetssätt och framför allt tanken bakom; att få tänkandet att genomsyra verksamheten, kräver förmodligen betydligt längre tid. Det beror på de personer som berörs och blir involverade i den. Genom att förankra tankar, mål och visioner i organisationens alla led, skapas en grund för en stabil förändring och en förutsättning för ett gott resultat.</p> / <p>Extreme Production Makeover™ caught our interest before we began to write our C-essay. The method is about transformation and how to make a production line more efficient in order to raise the productivity level within a short timeframe. Since we are about to gradu-ate in Information logistics, we are curious to find out if Extreme Production Makeover™ is transferable to administrative and service flows, from an information logistics perspec-tive.</p><p>Within the area of production, there has been a long tradition to work with efficiency and improvements. Our studies of efficiency methods within administrative flows indicate that these methods are not as widespread within the service trades. How come?</p><p>In general, the procedure of changing administrative and service flows is a long process, however, if an Extreme Production Makeover™ could be accomplished during a short timeframe, so could probably also Extreme Administration Makeover.</p><p>Aim:</p><p>The aim of our study is to examine and compare production flow efficiency along with ef-ficiency in administrative and service flows. We want to illustrate the benefit of using in-formation logistics in structural changes, for both companies and personnel working with process efficiency. The result of our study is an action plan for Extreme Administration Makeover.</p><p>Method:</p><p>Our essay was created as a proposal; we did not test or evaluate Extreme Administration Makeover in reality. We have studied a variety of literature linked to information logistics and the efficacy of different flows, which we have summarized and illustrate under the heading Theory. In order to support the theory further, we spoke to key personnel within Extreme Production Makeover™ and Lean Forum and determined how the methods could be compared and applied. The result of these discussions is presented in the Em-pirical research. Furthermore, we have added our knowledge about information logistics and created an action plan, with an attached model exclusively for Extreme Administration Makeover. Accordingly, the result presented in the Analysis is followed by a Conclusion.</p><p>Delimitation:</p><p>We have chosen to limit our essay to the methods of traditional production efficiency and Lean Production, although we are well aware that there are several other methods for change.</p><p>Results:</p><p>Parts of a transformation plan could be accomplished during a short, or minimally short timeframe, however, in order to establish a deeply rooted work process, particularly the underlying force, and to permeate this vision into the enterprise, almost certainly requires more time. The outcome depends on the individuals affected and involved in the process. By establishing deeply rooted thoughts, goals and visions throughout the organisation, a solid foundation generates a sound transformation, which is crucial for a positive outcome.</p>

Extreme Production Makeover™ fångade vårt intresse för en tid sedan, strax innan vi skulle börja skriva vår C-uppsats. Metoden går ut på att under mycket kort tid förändra och effektivisera en produktionslina för att höja produktiviteten. Vi blev genast nyfikna på om Extreme Production Makeover™ skulle gå att omsätta i administrativa flöden och tjänste-flöden med ett informationslogistiskt perspektiv. Inom produktion finns det en lång tradition av att arbeta med effektiviseringar och förbättringar. Våra studier av effektiviseringsmetoder inom administrativa flöden visar på att me-toderna inte är lika utbredda inom tjänste- och servicebranschen. Vad beror det på? Normalt tar ett förändringsarbete av administrativa flöden eller tjänsteflöden en ganska lång tid i anspråk. Men, om en Extreme Production Makeover™ kan genomföras på en kort tid, så borde ju också en Extreme Administration Makeover kunna genomföras. Syfte: Vårt syfte med studien är att undersöka och jämföra effektivisering i produktionsflöden med effektivisering i administrativa flöden och tjänsteflöden. Vi vill belysa nyttan med informationslogistik i samband med förändringsarbeten, för företag och personer som arbetar med processeffektivisering. Resultatet av studien är en handlingsplan för Extreme Administration Makeover. Metod: Vårt arbete är genomfört som en skrivbordsstudie, vi har alltså inte provat eller utvärderat Extreme Administration Makeover i verkligheten. Vi har studerat olika typer av litteratur som rör informationslogistik och effektivisering av olika flöden. Detta har vi sammanfattat och redovisat under rubriken Teori. För att ge ytterligare kraft till teorin, har vi samtalat med nyckelpersoner inom Extreme Production Makeover™ och Lean Forum, för att bilda oss en uppfattning om hur metoderna kan jämföras och tillämpas. Resultatet av dessa diskussioner tas upp i Empirin. Till detta har vi lagt vår kunskap i informationslogistik och därefter skapat en handlingsplan med tillhörande modell, för Extreme Administration Makeover. Därefter följer Analysen av vårt studieresultat och en Avslutande Diskussion. Avgränsning: Vi har i vår rapport valt att begränsa oss till metoderna inom traditionell produktionseffektivisering och Lean Production men är väl medvetna om att metoderna för förändringsarbete är fler än så. Resultat: Delar av ett förändringsarbete kan genomföras under en kortare, eller extremt kort tid, men att etablera och rota arbetssätt och framför allt tanken bakom; att få tänkandet att genomsyra verksamheten, kräver förmodligen betydligt längre tid. Det beror på de personer som berörs och blir involverade i den. Genom att förankra tankar, mål och visioner i organisationens alla led, skapas en grund för en stabil förändring och en förutsättning för ett gott resultat. / Extreme Production Makeover™ caught our interest before we began to write our C-essay. The method is about transformation and how to make a production line more efficient in order to raise the productivity level within a short timeframe. Since we are about to gradu-ate in Information logistics, we are curious to find out if Extreme Production Makeover™ is transferable to administrative and service flows, from an information logistics perspec-tive. Within the area of production, there has been a long tradition to work with efficiency and improvements. Our studies of efficiency methods within administrative flows indicate that these methods are not as widespread within the service trades. How come? In general, the procedure of changing administrative and service flows is a long process, however, if an Extreme Production Makeover™ could be accomplished during a short timeframe, so could probably also Extreme Administration Makeover. Aim: The aim of our study is to examine and compare production flow efficiency along with ef-ficiency in administrative and service flows. We want to illustrate the benefit of using in-formation logistics in structural changes, for both companies and personnel working with process efficiency. The result of our study is an action plan for Extreme Administration Makeover. Method: Our essay was created as a proposal; we did not test or evaluate Extreme Administration Makeover in reality. We have studied a variety of literature linked to information logistics and the efficacy of different flows, which we have summarized and illustrate under the heading Theory. In order to support the theory further, we spoke to key personnel within Extreme Production Makeover™ and Lean Forum and determined how the methods could be compared and applied. The result of these discussions is presented in the Em-pirical research. Furthermore, we have added our knowledge about information logistics and created an action plan, with an attached model exclusively for Extreme Administration Makeover. Accordingly, the result presented in the Analysis is followed by a Conclusion. Delimitation: We have chosen to limit our essay to the methods of traditional production efficiency and Lean Production, although we are well aware that there are several other methods for change. Results: Parts of a transformation plan could be accomplished during a short, or minimally short timeframe, however, in order to establish a deeply rooted work process, particularly the underlying force, and to permeate this vision into the enterprise, almost certainly requires more time. The outcome depends on the individuals affected and involved in the process. By establishing deeply rooted thoughts, goals and visions throughout the organisation, a solid foundation generates a sound transformation, which is crucial for a positive outcome.

This thesis reflects upon several decades of research into Lean Production systems, highlighting the need for further investigation using an empirical study of exemplar implementations of Lean. The initial point of departure is an analysis of the current views of Lean based on a detailed literature review. The resulting Views of Lean Table provides a framework for the investigation of an exemplar Lean operation, viz the Nissan Sunderland Plant, widely regarded to be one of the most productive automotive plants in Europe. The exploratory nature of this investigation, and unique opportunity for access, argued for the use of an inductive single case study as an appropriate research approach. A four phase approach was used to; a) identify views of Lean, b) gain an initial understanding of the Nissan Production Way at the Nissan Sunderland Plant, b) acquire a detailed description of the Nissan Production Way and c) to assess the level of intrinsic motivation amongst employees. The primary objective of this research is to establish whether our current knowledge of Lean sufficiently encapsulates the concept’s many facets. Detailed semi-structured interviews with Nissan Production Way experts revealed that Nissan Sunderland Plant’s production system uses a large number of elements in contrast to the relatively narrow list of ‘Lean’ elements cited in the Views of Lean Table. In contrast to academic theory there was a focus on extrinsic motivation with low intrinsic motivation offset by the plant’s continuous fight for survival and ‘whatever-it-takes’ attitude. In practice Lean is viewed as an overarching philosophy with a toolkit encompassing a wide range of tools which are used when they are suitable for the task in hand.

The aim of this work is a detailed introduction to the theory of Lean six sigma management tool and verify its efficacy in practice on the individual case. Process to be improved in this work is recovery of overdue debts on english market of certain international company. Of the possible tools Lean six sigma methodologies were chosen the most suitable for a particular process and main causes of large amounts of overdue recievables were identified. As the best steps to improve the process were indentified sending statements of account to customers, improve communication quality and appealing for compliance maturity according to the rules of English banking system. With the methodology we achieved improvement on Sigma parametr on the researched process.

This thesis is focused on lean management of the production system in the company ASSA ABLOY Czech & Slovakia s. r. o. The main outcome is the proposal of a new layout and process balancing with the use of lean manufacturing methods. The first part describes the theoretical basics which are used for analysis afterwards. The results of these analyses are then used as a main basis for the proposal of changes in the chosen part of the production process.

Orientador: Antonio Batocchio / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecânica / Made available in DSpace on 2018-08-20T13:30:02Z (GMT). No. of bitstreams: 1 Rizzo_GinaPaolaVera_M.pdf: 6316116 bytes, checksum: 571353d1f20d9497a47b6987a438a12e (MD5) Previous issue date: 2012 / Resumo: A constante evolução na eficiência dos sistemas de produção, além das políticas governamentais que permitem o controle do impacto ambiental, possibilita que as empresas adotem estratégias focadas não só atingir objetivos financeiros, senão, em tornar suas operações mais sustentáveis que possam gerar um diferencial competitivo. Dentro das técnicas mais significativas estão as práticas enxutas, empregada na eliminação de desperdícios considerados em tempo e custos, e a Produção mais Limpa, que tem um enfoque ambiental preventivo, na redução de riscos ao homem e ao meio ambiente, gerados pelas atividades produtivas. Estas técnicas convergem na eliminação de desperdícios e na reutilização dos resíduos originados nos processos, os quais geram vantagens operacionais, aumento da produtividade e a criação de valor. Na maioria dos casos, as técnicas são abordadas individualmente estendendo o processo de desenvolvimento e aumentando finalmente a complexidade na adoção. Neste contexto, o trabalho visa integrar conceitos da Produção Enxuta e Produção mais limpa, por meio de uma abordagem sistêmica na eliminação das atividades que não agregam valor. A adoção conjunta e articulada deverá contribuir, possivelmente, no melhoramento da qualidade dos processos das empresas, a recuperação de materiais, redução de resíduos, de custos associados ao processo, e á melhora da eficiência nas operações / Abstract: The constant evolution in the efficiency of production systems, and government policies that allow control of the environmental impact, enables companies to implement strategies focused not only achieve financial goals, but, in making its operations more sustainable that can generate a competitive advantage. Among the techniques are the most significant lean practices, used in waste disposal costs in time and considered, and Cleaner Production, which has a preventive environmental approach, reducing risk to humans and the environment, generated by production activities. These techniques converge on waste disposal and reuse of waste generated in the processes, which create operational advantages, increasing productivity and value creation. In most cases, the techniques are individually addressed by extending the process of development and finally increasing the complexity of the adoption. In this context, the work aims to integrate concepts of Lean Production and Cleaner Production through a systemic approach in eliminating non-value added activities. The articulated joint adoption and should contribute, possibly in improving the quality of business processes, material recovery, waste reduction, cost associated with the process, and will improve efficiency in operations / Mestrado / Materiais e Processos de Fabricação / Mestre em Engenharia Mecânica

The aim of this diploma thesis is the practical implementation of lean manufactur-ing elements according to the lean methodology in an engineering company engaged in job production in order to reduce waste and increase production efficiency. At the beginning of the thesis is a presentation of a company that manufactures steam turbines. The following is a short chapter on the background of lean manufactur-ing, focusing on the Kaizen philosophy. The main focus of this thesis is on 3 projects of a practical demonstration of the application of lean manufacturing. The aims are to re-duce waste, streamline production and other individual goals. Each project contains an introduction to the problem, setting its goals, performing a root cause analysis with pro-posing measures to meet the project objectives. The evaluation of the project contains both the achieved benefits as well as the limitations of the provided solution. At the end of this work is an overall evaluation of the financial benefits and costs of individual projects.