Zugl.: Berlin, Techn. Universiẗat, Diplomarbeit.

The master thesis is focused on problems within the Logistics System of an unnamed company. The theoretical part introduces Systemic Approach problem solving, as well as the methodology of Six Sigma and Lean Management and its analytical tools, and finally with Logistics as the section of Operations Research. The practical part contains a brief introduction to the company profile, the use of Systemic Approach and methods of Six Sigma and Lean. Procedures of these methods are compared afterwards. Within the System Approach is also done the analysis using Operational Research Method - the Queuing System. Based on the analysis is determined a model that expresses the best use of the system.

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Tato práce se zabývá vzájemnou provázaností projektového a procesního řízení. Jejím cílem je zjištění možností přenosu technik a metod aplikovaných při řešení projektů na řešení problémů v procesním řízení. Po prozkoumání společných a rozdílných rysů projektů a procesů jsem v první části práce dospěl k závěru, že mezi instanci procesu a projekt lze, s jistými omezeními, položit ekvivalenci. V následující části práce mapuji vzájemné interakce mezi projektovým a procesním řízením. Jsou zde uvedeny jak obecné způsoby vzájemných interakcí mezi oběma typy řízení, tak vybrané metodiky, které získávají v posledních letech na významu, ale prozatím nepronikly do obecného povědomí (Six Sigma, Lean). Práce má také za úkol čtenáře seznámit s novými trendy v projektovém řízení. Do této oblasti spadá a významnou částí na práci se podílí pojednání o Human Interaction Managementu. Práce se pokouší o zmapování jeho možností a přínosů, ale také možných problémových oblastí, se kterými se může uživatel tohoto přístupu setkat. Do práce jsem zahrnul také seznámení s prvním Human Interaction Management Systémem, který prozatím není běžně dostupný. Cílem bylo přiblížit čtenáři způsob práce s takovýmto systémem, seznámit jej s výhodami tohoto nového přístupu na konkrétní aplikaci, ale také nastínit možná úskalí.

ABSTRACT A GUIDE FOR CONSTRUCTION COMPANIES TO APPLY LEAN SIX SIGMA METHODOLOGY D&Uuml / gME, Fatma Zehra M.S., Department of Civil Engineering Supervisor: Asst. Prof. Dr. Yasemin NIELSEN April 2008, 245 pages The construction sector is an immensely important industrial sector in terms of economic and social impact and also employment facilities. Nonetheless, much research has pointed out a gap in terms of labor productivity, quality, performance and responsiveness to customer needs when compared with other large industrial sectors / sectors that have recently experienced huge gains and cost reductions via methods like Lean Six Sigma. In this study, the construction industry will be examined for determination of the potential Lean Six Sigma implementation level and expected benefits from its use. The author conducted interviews with three companies in order to find out their readiness for such a management by innovation. One of the companies was selected for further study due to suitability of their organizational structure, innovative strategy and interest in this study. By taking up this pilot study and Lean Six Sigma principles as references, five roadmaps are generated as a guidance to implement Lean Six Sigma methodology for companies indicating the general steps before and during the implementation. The proposed roadmaps and applied questionnaire/interview questions developed in this thesis will also be helpful to construction companies to scrutinize their own structure and performance levels and as a guide on how to pursuit improvements through the proposed implementation of the Lean Six Sigma methodology.

The diploma thesis applies to Lean management and it´s application in administrative processes. The goal of diploma thesis is proposal to increase the value added activities and to reduce waste at the same time in the area of administration. The methods of Lean management as 7+1 waste, Kaizen, Lean office, Six Sigma and Lean Six Sigma are applied in administrative processes in Shared service centre. These methods are evaluated by performance and productivity of processes.

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This thesis aims at investigating the level of service at departure area of KKIA. The study further measures the perceived quality of service and passenger satisfaction in term of tangibles, reliability, responsiveness, assurance and empathy by using five steps of lean six sigma (Define, Measure, Analyse, Improve and Control). The study aims to implement and evaluate the effectiveness of using a lean six-sigma managerial approach to the departure area of KKIA to enhance the level of service (LOS) and customer satisfaction. The passenger flow through the airport is used to measure the quality of services. Existing studies that discuss lean six-sigma implementation in airports were evaluated. Data was collected about KKIA departure area and its LOS both before and after the lean six-sigma implementation. Additionally, a SERVQUAL questionnaire was used to evaluate pre- and post-implementation review. The questionnaire features easy-to-collect data to measuring the perceived quality of service and evaluate passenger satisfaction with the LOS in KKIA. Before the study concepts of LOS and Lean was unheard within the airport community. Initial evaluation show poor customer service and many delays (waste) within the departure are at KKIA. During the study a growing awareness of Lean and LOS showed improvements in the customers’ experience, e.g, removing the shop at the entrance, improving flow thought the airport. Concluding the study, there was a total reduction in waiting from 54.74 minutes to 34.87 minutes (35.7% reduction). Also the LOS on the IATA Performance Standard went from E (Inadequate) to C (Good). This is improvement, excellent but without continuous improvements the Airport’s LOS will reduce back as passenger numbers grow from 16 million passengers per year (up from 9.8 million in 2004), to an expected 25 million by 2025. Interesting different cultural approaches to lean management became evident during the study when compared to other implementations in Europe to the Middle East. Cultural difference will always affected the reliability of the results. However, by considering these cultural effects in answering questions and interviews, the lean implementation was still successful. As culture changes are ongoing, evaluation of the situation at KKIA is required for ongoing improvements. Best-practice for the continued improvement of ongoing lean management is suggested for the departure area at KKIA. These key strategies and best-practice approaches are useful to future implementations at other airports.

In a theoretical part of this work there is introduced a general view on logistics and its development, than a view on creating value for customer, basics of lean production, lean thinking and following methods as Six Sigma and Value Stream Mapping. At the end of the theoretical part there is mentioned outsourcing of logistics services and view on relationship between logistics provider and a client. In a practical part there is introduced a project of in-plant logistics optimalization in a factory producing steel pannels for MINI Cooper production. At the beginning there is introduced the factory itself, logistics services provider and a background of the project birth. Than there is a step by step description of a work on the project respecting a DMAIC methodology, it means that it's a classical example of a Six Sigma project using a Value stream mapping tool.

A new reality, where human labor is replaced by automated machines is causing production management to rethink how they can steer the production to meet their customers demand. There is a gap of values, techniques and tools to communicate with the processes existing in the new modern factories, where data sometimes is the single output. This thesis purpose was to develop a model out of Lean and Six Sigma, as an answer to how modern factory could work with an information system, reaching the ideal state.   Through a theoretical analysis, Lean and Six Sigma differences in values, techniques and tools were weighted by the ideal state and recommendations from literature. Through a unstructured interview and system design review with a logistic group at a Swedish Modern Factory (SMF) a concept of an information system was developed. A project to test the model was initialized, where Define, Measure and Analyze phase was conducted. The model was thereafter modified from the projects implications.   The result was a Lean Six Sigma model which values are customer focus, ideal state, result orientation, committed leadership, education and involvement. The technique follow a DMAIC cycle and continuous improvements through a current to future state approach. The used techniques were considered Six Sigma heavy, where Leans principles are considered into the models values. The information system supports the model in setting the processes of the factory in either stability or potential state, where they differ in Measure and Analyze phase. The test at SMF developed several assignable causes to variation on the component As lead time. The model adapted after the test to involve a Measurement System Analysis (MSA), before setting the next current state of the process. / En ny verklighet där människor byts ut mot automatiska maskiner får produktionstekniker att fundera hur det ska styra produktionen för att möta kunders behov. Det finns en brist av värderingar, tekniker och verktyg till att kommunicera med processer i de moderna fabrikerna, där data ibland är det enda att analysera. Examensarbetets syfte var att utveckla en Lean och Six Sigma modell, som ett svar för hur moderna företag kan arbeta med ett informationssystem, för att nå det ideala stadiet.   Genom en teoretisk analys har Leans och Six Sigmas skillnader blivit vägda mot rekommendationer från litteraturen och det ideala stadiet. Genom en ostrukturerad intervju och en genomgång av systemets design hos en logistikgrupp, på ett svenskt företag (SMF), har ett koncept av ett informationssystem framtagits. Ett projekt för att testa modellen påbörjades, där Define, Measure och Analyze fasen var genomförda. Modellen blev därefter modifierad genom de implikationer projektet stött på.   Resultatet av den teoretiska analysen gav en Lean Six Sigma modell, vilka värdering är kundfokus, ideala stadiet, resultatorientering, engagerat ledarskap, utbildning och medverkande. Tekniken följde en DMAIC (Define, Measure, Analyze, Improve, Control) cykel och kontinuerliga förbättringar, från nuläge till ett framtida tillstånd. Teknikerna blev Six Sigma tunga, där Leans principer var beaktade i modellens värderingar. Informationssystemet var en supportfunktion av modellen och skapar en status för fabrikens processer, antingen i stabilitet eller potential stadiet, där de skiljer sig åt i mät – och analys fasen. Testet på SMF genererade flera grundorsaker till variation för komponents As ledtid. Modellen anpassades till att innehålla en mätsystemsanalys (MSA), innan nuläget av processen bestäms.