This thesis is primary focused on optimization of the production process in a selected company.Teoretical part of this thesis is the result of literature research of Lean Six Sigma, which is mostly used by the company. It is a brief insight to an issue and introduction of the most often used tools from Lean Six Sigma methodology, which were used afterwards in practical part of this thesis. Also there is an introduction of the company and its production portfolio. Crucial part of this thesis is it‘s practical part focused on improving of current situation on the production line with an economical and technical assessment. The main goal was to create more compact and smaller area of product line with lower work in progress.

The subject of master’s thesis "The study of the operating production management” is to rationalize production and distribution of compressed air. The thesis deals with the description of the current state, the analysis of compressed air production and the proposal for rationalization. The basis of this work is to implement lean manufacturing method in the company DI Industrial. The proposed steps are primarily designed for implementation in this firm but their principles and methods could be used in any company that uses compressed air technology. The study includes theoretical knowledge in the range of Lean manufacturing, Six Sigma tools and a pneumatics.

This thesis is focused to performance improvement in the small company. Next pages contain analysis of current state and manufacturing wasting elimination as well. This thesis joins three theories which are combinated each to others. It means Lean Management, Six Sigma and Theory of constrains. Part of this document includes the estimate of financial costs to improve performance through the whole manufacturing company.

Master´s thesis is focused on valuation of efficiency of NEPA Ltd. This valuation of efficiency is performed on EFQM Excellence Model. Theoretical part of thesis is focused on description of selected models of valuation of efficiency with a bigger orientation to EFQM Excellence Model. In practical part is NEPA Ltd. introduced, included it´s field of business and on the base of EFQM Excellence Model is valuation of efficiency made. In conclusion are series of recommendations for increase efficiency.

Description of present state of compressed air production in Motorpal a.s. Jihlava. Toll used for production procedure and output improvement, quality problems solving and improvement implemantation. Problem define, measure, analyse, iprovement proposals and improvement implementation, improved process control via Lean Six Sigma methodics.

In this thesis I dealt with the Six Sigma method and uses in practice in Miele technica s.r.o. company. The first part deals with the theoretical description of Six Sigma, DMAIC methodology and used tools as SIPOC, Ishikawa diagram, Pareto diagram, or regression or correlation. The second part describes the application of Six Sigma methods, which I had the opportunity to perform as a team leader in the assembly process of washing machines and dryers.

Det her studie undersøger hvordan man finder frem til den bedst mulige løsning, når man udfordrer sine egne kompetencer i et kunstnerisk projekt. Gennem en redegørelse af begrebet Innovation opstilles en række modeller, der illustrere den innovative proces og kreative tænkning. Undersøgelsen belyser Schumpeter’s definition af innovation, Wegge’s senere definition af samme, Edward de Bono’s Six Thinking Hats og Dobbeltdiamantmodellen. I resultatet gennemgås processen af gennemførelsen af et innovativt interaktivt videomapping projekt. Helt lavpraktisk vises der, hvordan de forskellige metoder tages i brug, og hvordan de er med til at skubbe arbejdsprocessen videre. Konkrete eksempler på de tekniske overvejelser og prototyper udstilles, så det er tydligt at se, hvordan de er blevet eksekveret. Til sidst diskuteres der hvorvidt metoderne er en hjælp eller hinder til at gennemføre et innovativt projekt og om de samme metoder og modeller ville fungere, hvis implementeret i et projekt, som skulle udføres af en større gruppe.

<p>Lean Six Sigma (LSS) has been implemented worldwide for many years and has been successful in many organizations. Eloot, Huang, and Lehnich (2013) noted that achieving manufacturing excellence by using LSS was an opportunity for many companies. Liker and Rother (2011) pointed out that only 2% of companies successfully achieved the desired results with Lean plans. </p> <p>The presented dissertation identified the critical success factors of LSS implementation for Chinese manufacturing companies and explored the challenges occurring during the LSS transformations. The objectives of this dissertation were: </p> <p> i. to understand how the employee training process for LSS can be designed using total quality management (TQM) adoption in private manufacturing organizations in China;</p> <p> ii. to understand how LSS practices can be adopted successfully in SMEs in China;</p> <p> iii. to examine and explore the critical success factors (CSF) of LSS implementation;</p> <p> iv. to discuss the challenges occurring during LSS transformation.</p> <p> </p> <p>Objective (i) was achieved through a descriptive single case study. This case study showed how to apply <a>a design for Six Sigma methodology (DMADV) for staff training in quality management tools in a private organization in China</a>. The author also discussed the problems occurring during the Six Sigma project and explored how organizational culture impacted Six Sigma implementation. Objective (ii) was achieved through a detailed descriptive single case study which recorded how LSS practices were adopted successfully in a SME-VTCL in China using DMAIC methodology. Survey data was collected to identify and explore the critical success factors of LSS implementation in SMEs, by querying the voice of top, middle, and frontline management, as well as frontline workers of these companies. Objectives (iii) and (iv) were realized utilizing descriptive, exploratory, and multi-case studies designed to gather and analyze observational and interview data. The resulting interview data, and the key factors for successful LSS transformation of these three companies were discussed from the perspective of senior management and LSS promoters within the companies. Based on interview data and the Lean iceberg model, a new LSS transformation model was proposed. The author also developed 6 propositions based on the findings from the interviews. </p> <p>In summary, the results of this study provided value and references for LSS practitioners to expand the body of knowledge on the strategies used to implement LSS successfully inside organizations. The findings of this research may potentially lead more Chinese organizations to successfully adopt LSS to provide customers with high-quality products. The three LSS implementation cases described <a>critical success factors (CSFs)</a> and challenges that occurred during the transformation, may improve the success rate of implementation, help enterprises achieve the desired results through LSS, and enhance the sustainability of LSS implementations.</p>

This thesis is based on inspecting, presenting and defining Lean Warehousing. With applying this philosophy, it is possible to minimize the wastes and maximize productivity and affectability in the warehouses. Enrad is the company that locates in Borås and is the producer of industrial coolers and heaters. Attentive to the first interview with parts of company members that were very interested to reorganize and standardize their warehouse, exploring the problem that exists right now in the place of producing and stocking makes easier to refine and refit the organization. The main purpose of this thesis is analysing the current situation of company, identify the obstacles and suggest the theoretical finding in order to apply Lean Warehousing, in additional to have smoothing production within reducing the different kind of wastes. Applying Lean does not mean to use this philosophy just in a special place in the system, it means to implement this approach in all the processes and actions that execute behind and inside the company. Lean is the assessment of any process that consists wastes and costs. The procedures of progression would be done in the first step by data gathering through some qualitative data like interview and own observations. At the second step, detail analysing and mapping the actual condition, and at the third stage clarifying the most related techniques from Lean in order to eliminate or remove the reasons of wastes and their effects. obviously, the information will be presented to managing team and then to the other members. The main problems were recognized: Incorrectly design of spaces, warehouse managing and furthermore weak leadership that cannot satisfy the demands of warehouse and staffs.

I denna rapport har avgångspunktligheten på SJ:s tågdepå i Hagalund undersökts, med som syfte att hitta bakomliggande mönster och orsaker till förseningar. Det teoretiska ramverk som använts är en kombination av Lean och Six Sigma, där managementverktyget Lean har sin grund i optimering av resursutnyttjande och minskande av slöseri. De Lean-begrepp som främst tagits fasta på är Visualisering och Standardisering, då SJ har haft stora problem inom just dessa områden.   Det praktiska arbetet i rapporten har i sin tur följt Six Sigma-metoden DMAIC (Define, Measure, Analyze, Improve, Control), där stor tyngdpunkt har lagts vid Mätning och Analysering.   Den kvantitativa data som använts kommer direkt från SJ:s egna förseningsrapporter, där tåg som avgår fem minuter eller mer efter planerad avgångstid anses försenade. Denna försening avläses maskinellt, och den planerade avgångstiden kallas Rättidighet (RT). Alla RT &gt; 5 avgångar noteras automatiskt, och för dessa förseningar rapporteras även förseningsorsak. Förseningsorsakerna sätts manuellt av personal på Depå Hagalund utifrån en begränsad lista med valbara förseningstyper (JDE-koder).   Arbetet i denna rapport gjordes under en sexmånadersperiod hösten/vintern 2012/2013. Arbetet tittade främst på data från perioden för Tidtabell 2012 (T12), vilken sträckte sig från den 11e december 2011 till den 8e december 2012. Extra punktmarkering lades på november 2012, under vilken ett experiment i punktlighetsrapportering utfördes.   Stor vikt lades vid visualisering och standardisering av processer, där tidtabellen är en naturligt styrande process vilken resursfördelat ger arbetsprocesser.   En dataminering av förseningsstatistiken för T12 visade under arbetets gång på stora brister i den manuella förseningsrapporteringen, där inkonsekvent användning av JDE-koderna gjorde det omöjligt att med säkerhet få fram bakomliggande förseningsorsaksmönster.   För att komma runt bristerna i grunddatan gjordes därför ett ovan nämnt experiment i november 2012 där all förseningsorsaksrapportering under månaden övervakades så att JDE-kodsättningen blev korrekt gjord. Resultatet visade på ett stort mörkertal i inrapporterade förseningar av typen ”Handhavandefel”, förseningar som tidigare dolts i slaktratskoden ”Övrigt”.   En visualisering av den maskinellt inrapporterade avgångspunktligheten, RT-datan, kunde i sin tur visa på brister vid skiftesbyten, samt fastställa 13:00-18:00 som en generellt tungt förseningsdrabbad tid på dygnet. Dygnsvisualiseringen av förseningar jämfördes även med en dygnsvisualisering av tågens tid på bangården, den så kallade vändtiden, där tåg som spenderar mindre än tre timmar på Depå Hagalund kunde påvisas påverka den allmänna punktligheten i högre grad än andra avgångar. Med hjälp av regressionsanalys kunde även dokumenteras att sent ankomande tåg med kort vändtid i högre utsträckning även avgår försenade, meden sent ankommande tåg med längre vändtid ej statistiskt påverkades vad gäller avgångspunktlighet. / This report is a study of departure punctuality at the SJ train depot in Hagalund. The purpose of the report has been to find underlying patterns and reasons behind late departures.   The theoretical framework that has been used is a combination of Lean and Six Sigma, where the management tool Lean has its basis in optimal resource utilization and minimizing of waste. The Lean concepts that have primarily been used are Visualization and Standardization, this since those are areas in which SJ have been lacking.   The practical work behind the report has been done using the Six Sigma method DMAIC (Define, Measure, Analyze, Improve, Control), where a large focus has been put on Measuring and Analyzing.   The quantitative data that’s been used has come directly from SJ’s own late departure reports, where trains departing 5 minutes or more past the scheduled time are considered to be late. This lateness is automatically registered, where the scheduled departure time is called Right Time (RT) and RT &gt; 5 hence indicated a late departure.   The reason behind the lateness is also noted for all departures, but this data is entered manually and the reason is chosen from a limited, predefined list of lateness codes (JDE codes).   A data mining of the late departure statistics for the Timetable period 2012 (December 11th 2011 to December 8th 2012) revealed large flaws with the manual lateness reporting, where inconsistent usage of the JDE codes made it impossible to discern any underlying patterns in lateness factors.    To circumvent the data flaws an experiment was mad during November 2012, where all late departure reporting during the month was monitored to ensure proper JDE code usage. The result revealed a large previously unknown source of delay, “Human error”, which had hitherto been hidden in the catch-all code “Miscellaneous”.    A visualization of the automatically collected departure data, the RT data, in turn revealed clear issues during personal shift changes, and also concluded 1pm-6pm CET to be a late departure heavy time of the day. The visualization of departure data was also compared to the visualization of trains’ time spent at the depot, the so called turn time, where trains spending less than three hours at Depot Hagalund could be shown to affect the general departure punctuality to a higher degree than other trains. Through use of regression analysis it could also be shown that trains arriving late with a short turn time, to a higher degree also departed late, whilst trains with a longer turn time were seemingly statistically unaffected by delays in arrival.