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El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Mining activities around the world are undergoing constant change and modernization owing to technological and scientific advancements. Consequently, there are frequent proposals to streamline and enhance processes in mining operations. This study deals with ore transportation in mechanized mining units and aims to optimize fleet management using the Lean Six Sigma methodology to obtain a model in this specific process. The proposed method was implemented using a Lean Six Sigma instrument known as DMAIC (Define, Measure, Analyze, Improve, and Control). The case study was applied to an underground mine located in the Huancavelica region, Peru. The simulation showed that 24% of the time in the ore transport cycle is un-productive time and the improvement potential time represents 53% of the transportation process time.

Purpose The purpose of this thesis is to investigate the efficiency and performance of Quality control with focus on the inspections performed within production processes and how Lean Six Sigma can affect them. This can be done through mapping a current state to identify inefficiencies and wastes. The research will be used to answer following questions: How can Lean improve efficiency for in-process quality control? How can integration of Lean Six Sigma be applied to optimize processes? Can Six Sigma techniques increase the performance of quality control? Method A production process approach to quality control was investigated through a case study. Data was gathered through Interviews, Observations, Measurements and a Survey. The case study was complimented with Theory through a literature study which provided data from books and scientific articles. The literature study also created more room for generalization within the study as connection and conclusions could be made with results found in other works. Results Through the case study it was discovered that the production process under examination was working with Lean practices to a certain degree. Regarding Six Sigma, not much trace was found of using the concept and its methods in practice. It was exposed through Lean that there was waste generated within the process defined as motion, transport and inventory which could be eliminated to improve efficiency. Through Six Sigma there was noticed that implementation could be made to increase the performance of operators to detect deviations and generate more data for quality management within their quality inspections. Conclusion The conclusion drawn within the research based upon the case study and literature study is that an integration of Lean Six Sigma can be made to improve efficiency as well as performance of quality control within a production process. Lean tools can be used to improve speed of the process and utilization of resources. Meanwhile Six Sigma can be used to increase the ability to detect deviations and perform quality work. / Syfte Syftet med denna avhandling är att undersöka effektiviteten och prestanda för kvalitetsstyrning med fokus på de inspektionerna som utförs inom produktionsprocesser och hur Lean Six Sigma kan påverka dem. Detta kan göras genom att kartlägga ett aktuellt tillstånd för att identifiera ineffektivitet och slöserier. Forskningen kommer att användas för att besvara följande frågor: Hur kan Lean förbättra effektiviteten för kvalitetsstyrning under processen? Hur kan integration av Lean Six Sigma tillämpas för att optimera processer? Kan Six Sigma tekniker öka prestanda för kvalitetsstyrning? Metod En produktionsprocess arbetssätt med kvalitetsstyrning undersöktes genom ett upplägg likt en fallstudie. Data samlades in genom intervjuer, observationer, mätningar och en undersökning. Fallstudien kompletterades med teorin genom en litteraturstudie som tillhandahöll data från böcker och vetenskapliga artiklar. Litteraturstudien skapade också mer utrymme för generalisering inom studien då kopplingar samt slutsatser kunde göras med resultat från andra arbeten inom samma område. Resultat Genom fallstudien upptäcktes det att produktionsprocessen som undersöktes arbetade med Lean praktiskt till en viss grad. Gällande Six Sigma hittades det inte mycket spår utav användning av konceptet samt dess metoder inom praktiken. Det visades genom Lean att det fanns slöserier genererat inom processen definierad som rörelse, transport och lager som kunde elimineras för att förbättra effektiviteten. Genom Six Sigma märktes det att implementering kunde göras för att öka operatörernas prestanda för att upptäcka avvikelser och generera mer data för kvalitetsstyrning inom deras kvalitetsinspektioner. Slutsats Slutsatsen som dras inom studien som är baserad på fallstudien och litteraturstudien är att en integration av Lean Six Sigma kan göras för att förbättra effektiviteten såväl som prestandan av kvalitetsstyrning i en produktionsprocess. Lean verktyg kan användas för att förbättra processens hastighet och resursanvändning. Samtidigt kan Six Sigma användas för att öka förmågan att upptäcka avvikelser och utföra kvalitetsarbete.

Globalization has increased the complexity of the business world, as it adds new dimensions to companies’ operations, such as global suppliers and customers, and competition from global actors. To handle the complexity, companies are pressured to become more data-driven to be able to measure and align their operations, and create possibilities for efficiency and competitiveness [Skjott-Larsen etal., 2007; Long, 2018]. In order to enable the change towards becoming more data-driven, companies need to rethink the structure of their organization. Matrix structures have gained popularity, since it allows companies to focus on more than one dimension by creating functional teams focused on specific tasks [Sy et al., 2005]. However, it is not uncommon that the functional groups becomes functional silos, with an inward focus on the own groups’ performance, leading to decreased understanding of other groups and poor communication between groups. A lack of understanding of other groups can lead to a reactive, rather than proactive, way of handling problems [Motiwalla and Pearson, 2009]. The purpose of this project is to create a process that can be used to facilitate proactive work in adata-driven matrix organization struggling with a reactive way of handling problems. The process can be used as a way to decide between possible solutions in decision-making processes, while making sure that any affected department is involved at an early stage in the decision-making process. At Alfa Laval’s distribution center (DC) in Tumba, they are facing the challenges of functional silos and reactive work. The organization is data-driven, why a lot of decisions are based on data. However, the best decision according to the data is not always feasible, which has lead to decisions being made that affects other departments negatively. Based on data from and observations made at the DC, a processwas created. The process was iterated and improved through application to real-life problems and point of improvements identified at DC Tumba. While it is based on the operations at Alfa Laval, it canbe applied to any organization facing similar challenges. The final version of the process proved to deliver good solutions to problems by involving stakeholders early on in the process, making it possible for them to influence how the solutions should be adjusted in order to avoid the changes affecting their daily work negatively. The most important conclusion is that important stakeholder departments should be involved earlyin decision-making processes. That way, their valuable competence and knowledge can be utilized when identifying possible solution, and any negative effects of a solution on another departments can be discovered before implementation. In addition, by taking the time to thoroughly analyze the root cause and effects to a problem, the understanding of the chain can increase. / Globalisering har ökat komplexiteten av affärsvärlden, då ytterligare dimensioner måste tas hänsyn till i företags verksamheter, så som globala leverantörer och kunder, och ökad konkurrens från globala aktörer. För att hantera komplexiteten blir företag mer datadrivna, för att kunna mäta och samordna sin verksamhet och skapa möjligheter för effektivitet och konkurrenskraftighet [Skjott-Larsen et al.,2007; Long, 2018]. För att möljiggöra ett skifte mot att bli mer datadriven, måste företag se över sin organisationsstruktur. Matrisstrukturer har ökat i popularitet då de möjliggör att företag kan fokusera på fler än en dimensioner samtidigt genom att skapa funktionella grupper fokuserade på specifikauppgifter [Sy et al., 2005]. Dock är det inte ovanligt att funktionella grupper förvandlas till funktionella silos, med ett inåtriktat fokus på den egna gruppens prestationer, vilket leder till minskad förtåelse och bristfällig kommunikation grupper emellan. Bristande förståelse för andra grupper kan leda till ett klimat där problem hanteras reaktivt snarare än proaktivt [Motiwalla and Pearson, 2009]. Syftet med detta projekt är att skapa en process som kan användas för att underlätta proaktivt arbetet i en datadriven organisation där problem hanteras reaktivt. Processen kan användas som ett hjälpmedel för att välja den bästa av flera möjliga lösningar, samtidigt som påverkade avdelningar involveras i ett tidigt stadium av beslutsprocessen. På Alfa Lavals distributionscenter (DC) i Tumba, finns utmaningar med funktionella silos och reaktivt arbete. Organisationen är datadriven, och beslut fattas baserat på data. Dock är inte alltid beslut som baserats på data rimliga, vilket har lett till att beslut tas som påverkar andra avdelningar negativt. Baserat på data från och observationer på DCt, skapades en preliminär process. Processen itererades och förbättrades sedan genom att appliceras på verkliga problem och förbättringsområden som identifierades på DC Tumba. Även om processen togs fram och baserades på Alfa Lavals verksamhet, kan den appliceras på andra organisationer som står inför samma utmaningar. Den slutgiltiga versionen av processen visade sig generera bra lösningar till problemen genom att involvera intressenter tidigt i processen, vilket gav dem möjligheten att påverka hur den rekommenderade lösningen skulle justeras för att undvika att dereas dagliga arbete skulle påverkas negativt. Den viktigaste slutsatsen är att det är viktigt att involvera intressentavdelningar i ett tidigt skede i beslutsfattandeprocesser. På så sätt kan deras värdefulla kompetens och kunskaper nyttjas när potentiella lösningar till ett problem genereras, och negativa effekter från lösningen på andra avdelningar kan upptäckas innan implementering. Att dessutom noggrant analysera roten till problemet och dess effekter kan leda till att förståelsen för hela kedjan ökar.

Operations improvement methodologies have been adopted by manufacturing companies since the early 20th century. Japanese manufacturers were able to offer products of high quality and efficient production costs through systems such as Lean. Manufacturers in the West soon adopted systems of their own thereafter. Operations Excellence is a generic term used to describe such systems, and can be described as a management system delivering competitiveness through the continuous improvement of operational performance. This study provides a critical review of the implementation of an Operations Excellence program by examining the system adopted by a petrochemical company in South Africa. The review allowed the implementation shortcomings to be identified so that resolutions could be suggested, thus facilitating successful utilisation of the system. An evaluation of Operations Excellence programs utilised globally and at the case study organisation was carried out as part of a literature study. This research included the critical success factors and lessons learnt from the systems employed by others. Experimental field work was carried out to allow the critical evaluation of the implementation in the case study. The experimental method utilised a combination of qualitative and quantitative methods for data collection. The primary research instrument was a questionnaire designed to examine the degree in which critical success factors and Operations Excellence requirements were present in the organisation. The implementation shortcomings were successfully identified through the experimental work undertaken. These shortcomings, together with the review of the available literature on Operations Excellence, allowed for the proposition of recommendations with the objective of successful utilisation of Operations Excellence programs for large enterprises. / MIng (Development and Management Engineering), North-West University, Potchefstroom Campus, 2014

Operations improvement methodologies have been adopted by manufacturing companies since the early 20th century. Japanese manufacturers were able to offer products of high quality and efficient production costs through systems such as Lean. Manufacturers in the West soon adopted systems of their own thereafter. Operations Excellence is a generic term used to describe such systems, and can be described as a management system delivering competitiveness through the continuous improvement of operational performance. This study provides a critical review of the implementation of an Operations Excellence program by examining the system adopted by a petrochemical company in South Africa. The review allowed the implementation shortcomings to be identified so that resolutions could be suggested, thus facilitating successful utilisation of the system. An evaluation of Operations Excellence programs utilised globally and at the case study organisation was carried out as part of a literature study. This research included the critical success factors and lessons learnt from the systems employed by others. Experimental field work was carried out to allow the critical evaluation of the implementation in the case study. The experimental method utilised a combination of qualitative and quantitative methods for data collection. The primary research instrument was a questionnaire designed to examine the degree in which critical success factors and Operations Excellence requirements were present in the organisation. The implementation shortcomings were successfully identified through the experimental work undertaken. These shortcomings, together with the review of the available literature on Operations Excellence, allowed for the proposition of recommendations with the objective of successful utilisation of Operations Excellence programs for large enterprises. / MIng (Development and Management Engineering), North-West University, Potchefstroom Campus, 2014

No description available.

The usage of statistical methods in the production industry has resulted in quality improvements for several organisations during the last decade. However, advanced statistical methods are still underutilised and underappreciated in quality improvement programs and projects in many companies. Therefore it is of interest to investigate how these methods can be used for quality improvements in the production industry. A case study was conducted at Teufelberger’s wire rope production plant in Wels, Austria. Wire rope type BS 909 was studied by utilising the arsenal of tools and methods that Six Sigma provides, with an emphasis on statistical methods -- especially Design of Experiments. Teufelberger is currently (2016) experiencing diameter issues along the rope and it has been found through customer reclamations and quality controls in the production that the variation in a production lot can be substantial. Furthermore, there is no master setting of process parameters and each operator has their own way of setting and adjusting them, as there are different ways to achieve a product which is within given tolerances. The purpose of this study is to investigate how statistical tools can be applied to minimise variance in a Teufelberger rope manufacturing process, by conducting a case study utilising the quality improvement methodology DMAIC. Experiments were conducted in the following four sub processes which produce input components used during the manufacturing of BS909: KL-A, KL-B, IL and Al. In KL-A the following main effects were identified as significant: Postformers Spin and Postformers Diameter. In KL-B the main effect Postformers Spin was significant. In IL the following main effects were identified as significant: Compacting device, Postformers Spin and Postformers Diameter. In AL the main effect Compacting device was significant. Based on the conclusion derived from analysing these experiments theoretical master setups were created in order to address the variance issue and standardise process parameters. Further verification testing must be conducted in order to verify and tune the proposed master setups before they can be utilised. / Det senaste årtiondet har användningen av statistiska metoder inom tillverkningsindustrin resulterat i kvalitetsförbättringar för flera organisationer men dessa metoder är fortfarande undervärderade och utnyttjas ej till fullo inom program och projekt för kvalitetsförbättringar. Därför är det av intresse att undersöka hur dessa metoder kan användas för kvalitetsförbättringar inom tillverkningsindustrin. Vid en av Teufelbergers produktionsanläggningar av stålvajrar i Wels, Österrike, har en fallstudie med kvalitetsförbättringsmetodiken DMAIC genomförts. Stålvajer typ BS 909 har studerats genom att använda den arsenal av verktyg och metoder som Six Sigma innefattar, med betoning på statistiska metoder och särskilt försöksplanering. Teufelberger hade för tillfället problem med främst diametern av stålvajern. Det har visat sig genom kundreklamationer och kvalitetskontroller i produktionen att variationen i en produktionsserie kan vara betydande. Dessutom finns det ej några dokumenterade optimala inställningar av processparametrar så varje maskinoperatör har sitt eget sätt att ställa in och justera processparametrarna. Detta är möjligt då det finns olika kombinationer av  parameterinställningar som kan ge en produkt som är inom givna toleranser. Syftet med denna studie är att undersöka hur statistikverktyg kan användas för att minimera variansen i en tillverkningsprocess av stålvajer hos företaget Teufelberger, detta genom att utföra en fallstudie med kvalitetsförbättringsmetodiken DMAIC Experiment utfördes i följande fyra processer som producerar ingående komponenter som används vid tillverkningen av BS909: KL-A, KL-B, IL och Al. I processen för KL-A identifierades följande huvudeffekter som aktiva;  Postformers-Spin och Postformers-Diameter. Den enda huvudeffekt som identifierades vara aktiv för KL-B var Postformers-Spin. För IL var följande huvudeffekter aktiva: Compacting device, Postformers-Spin och Postformers-Diameter. I processen AL var endast huvudeffekten Compacting device aktiv. Baserat på det resultat som framkom vid analysen av dessa experiment har nya teoretiskt optimala inställningar beräknats, som förväntas minska variationen i responsvariabeln diameter. De nya rekommenderade inställningarna bör tills vidare kunna fungera som ny standard för produktionen, men verifieringsförsök bör ändå utföras för att bekräfta och finjustera  inställningarna.

Busca dar un rumbo a quienes quieran aplicar Six Sigma en sus organizaciones sobre todo a aquellos profesionales que se especializan en el sector automotriz. Optimiza la variación de las fuerzas que impactan a la uniformidad del producto final mediante el uso de la metodología Six Sigma, y las variables que afectan esta fuerza con el fin de optimizar la variación de la misma. / Trabajo de suficiencia profesional

The overall objective of this thesis is to describe and explain how different quality management philosophies can be combined in the supply/demand chain, in order to contribute to its resilience. The analysis is both quantitative and qualitative, based on theory and literature related to TQM, Lean, Agile and Six Sigma, one literature study and three case studies that were performed in companies. The studies are related to four research questions and are presented in four papers. The first research question focuses on similarities and differences between the quality management concepts TQM, Lean and Six Sigma. The findings were that TQM, Six Sigma and Lean have many similarities, but they differ in some areas. For examples Lean addresses process flow and waste, whereas Six Sigma addresses variation and design. The conclusion is that there is a lot to gain if organisations are able to combine these three concepts, as they are complementary. Two case studies and a literature survey supported the findings. The second research question focuses on outcomes in a logistics process if using quality management. The findings were that the quality management approach leads to risks being mitigated, managed and monitored and ensures a more effective, robust and flexible process, very much in line with the Agility philosophy. Solutions for quicker response to customers have also been introduced. The findings were supported by two case studies in seven companies. The third research question focuses on how prepared the transport- and logistics-oriented companies are for the application of quality concepts and quality management philosophy. The findings were that they can be described as being TQM-oriented. The companies do not consider Lean and Six Sigma to be future trends. Focus is on the customer, while they do not focus on variations or removing waste. The findings were supported by a case study in 24 companies. The fourth research question focuses on how quality concepts can contribute to risk control and resilience in an organisation. A combined Lean/Six Sigma approach by using Six Sigma framework and the last phase, Perfection, in the Lean concept, implies that the companies’ resilience, due to their strengthened ability to handle variability, risk management and agility, was improved. The findings were supported by two case studies in seven companies. / <p>I. Andersson Roy, Henrik Eriksson and Håkan Torstensson (2006), Similarities and differences</p><p>between TQM, Six Sigma and Lean, The TQM Magazine; Vol. 18, Issue 3, pp 282-296.</p><p>This paper was also presented at the 7th International QMOD Conference, Monterrey, Mexico</p><p>2004:</p><p>Andersson Roy, Henrik Eriksson and Håkan Torstensson (2004), Similarities and differences</p><p>between TQM, Six Sigma and Lean, Conference proceeding, 7th International QMOD Conference,</p><p>Monterrey, Mexico, pp 143-158.</p><p>II. Andersson, Roy, Peter Manfredsson and Anders Näslid (2005), Application of Six Sigma to</p><p>Control Variability in Production Logistics: A Case Study, PLAN Conference Quality and</p><p>efficiency in the entire supply chain, University College of Borås, pp 21-37.</p><p>III. Andersson, R., M. Fredriksson and H. Torstensson (2005), Reducing logistic variations by</p><p>quality techniques, Conference proceedings, Vol 1, 8th International QMOD Conference,</p><p>Palermo, pp 457-464.</p><p>IV. Andersson, R. and H. Torstensson (2006), A combined quality approach to controlling supply</p><p>chain risk. Conference proceedings, Vol 1, 9th International QMOD Conference, Liverpool.</p>