The purpose of thesis was to investigate and compare how two companies within pharmaceutical industry and nuclear power industry are currently working with quality development regarding continuous improvement and Lessons Learned in business processes. In addition, a simple comparison was made with the automotiveindustry. McNeil AB are improving their processes continuously and are according to the findings of this report performing well in their pursuit of world-class pharmaceutical production. They have a well functioning process regarding improvements proposed in weekly improvement meetings engaging all employees. However, during interviews it was made clear that the functionality of the process which administer improvement proposals generated in addition to, or beside the weekly improvement meetings, were inadequate. McNeil AB is proposed to administer this through an IT solution instead of by paper and e-mail, that simplifies the process of adding, implementing and follow up an improvement proposal. The nuclear power plant Ringhals AB recently made major improvements in their business processes as well as the plant itself. In a short period of time, several major modernization projects have been carried out and the project department have been put to the test. In order to drive changes in the plant, a plant modification process is used which is highly appreciated by the employees. However, when compared to McNeil AB and the automotive industry’s processes the plant modification process was found to lack in Lessons Learned. Ringhals AB is therefore proposed to implement Lessons Learned methodologies in check points throughout the projects lifecycle.

The waste of material is a big expense for manufacture companies caused by lack of quality. The cost by lack of quality often totaled to a big percentage share of the turnover when all cost related to lack of quality is included. New manufacturing systems like Lean production or Just In Time demands better internal quality for the manufacturer. To make those manufacturing system with small and none buffer stock successful the quality improvement continuously have to be developed. Measuring of waste of material in Bubs Candy’s factory where not simple due to the products does not have a permanent weight during the manufacturing process. The weight of Bubs Candy’s products vary depending where in the manufacturing chain it’s located because of vary in the water content. With different measurement and examination the problems have been removed and good opportunities for calculate and enter the waste of material have been created. A large number of measures to reduce the waste of material in the production have been formed. The measures are based in facts from interviews, measurements and observations. The examinations are made especially in a part of the production there the products are casted. The results of this grad work are solving proposals, full or partly, for the problems that have been identified. Documents for follow up the quality work have been created. Together with proposals for active quality improvement, Bubs get good opportunities to develop their production and reach increased efficiency, profit and quality.

Studiens syfte är att kartlägga och analysera hur ständigt förbättringsarbete i dagligt arbete fungerar på en akutmottagning samt förutsättningar som möjliggör och hindrar detta förbättringsarbete. Den teoretiska referensramen består av tidigare forskning om förbättringsarbete, Lean Production, Kaizen, ständiga förbättringar samt förutsättningar som påverkar dessa ständiga förbättringar. Metoden som använts för att besvara syftet är en kvalitativ fallstudie med semistrukturerade intervjuer. I slutsatsen framgår det att det är chefernas inställning och engagemang kring ständiga förbättringar som driver arbetet framåt, vilket smittar av sig på medarbetarna. En tro på att ständiga förbättringar långsiktigt kan utveckla verksamheten i en positiv riktning. Det som hindrar är framförallt de kontextuella faktorerna tid och resurser. Följden av denna tids- och resursbrist blir att den kontinuitet som är avgörande vid förbättringsarbetet ej bibehålls. Mängden information om förbättringsarbetets utveckling är också bristfälligt vilket hämmar dels medarbetarnas motivation att bidra, dels känslan av delaktighet i förbättringsarbetet.

I dagens transporteffektiva samhälle finns det en mängd aktörer på transportmarknaden. Dessa aktörer konkurrerar med varandra då det gäller att knyta till sig kunder och behålla dessa. Det är därför viktigt att hitta alternativa tillvägagångssätt för att hitta nya konkurrensfördelar. Syftet med studien har varit att stödja speditionsföretaget Mahé i att förbättra och effektivisera företagets processer, Import – flyg och Export – flyg, med utgångspunkt i kundnyttan, genom att ta fram ett antal förbättringsförslag. En förutsättning förarbetet är den teoretiska referensramen, som inleder rapporten. Förbättringsarbetet initierades med en kundundersökning, där syftet var att ta reda på vad kunderna har för förväntningar på ett speditionsföretag. Ur detta resultat fokuserade vi arbetet på tre områden; leveransprecision, reklamationshantering och fakturering, som vi fann var viktiga för kunderna. Orsakerna till problemen på dessa tre områden togs fram genom att skapa släktskapsdiagram. Med utgångspunkt från de viktigaste orsakerna från släktskapsdiagrammen, formulerades ett antal mål att arbeta mot. Vi satte därefter samman en arbetsgrupp, vars uppgift var att finna lösningar till de orsaker som kommit fram och nå de uppsatta målen. Arbetet har resulterat i ett drygt 40-tal förbättringsförslag som presenteras i rapporten. Vi har under arbetets gång visat att med hjälp av enkla medel kan mycket positivt åstadkommas. Vår rekommendation till Mahé är att fortsätta detta förbättringsarbete enligt den metodik som vi följt.

<p>An organization that uses all of its improvement opportunities has a great advantage compared to its competitors. It is an important task when it comes to continuous improvements of every process. Up until September 2007, Husqvarna AB had a suggestion committee who evaluated every suggestion separately and the proposer received a payment if the suggestion was approved by the committee. However, this system did not work satisfying enough to fulfill Husqvarna’s needs and they are now looking for a system that can handle the ideas from the employees in a more effective way. The purpose of this report is to come up with a system better suited for Husqvarna, where every employee has a chance to be a part in the company’s development process. With help from relevant litterateur, study visits at Volvo Car Corporation in Skövde and C2 Management in Stockholm and interviews with employees at Husqvarna AB, a plan for how a new system could look like is presented in this report.</p><p>At Husqvarna chainsaw and landscape assembly plant, they already have a developed and satisfactory structure to treat ideas of improvement from the employees. They currently use Excel in order to document their improvements. In order for Husqvarna to work with improvements in a more efficient way, Excel ought to be exchanged to a database more suited for handling this type of data. Suggestions for appropriate databases are System C2 which can be bought from C2 Management or a system developed in Lotus Notes. A new database enables all units and even factories, within Husqvarna to document their improvements. This way, Husqvarna will have a more “learning by doing focus” where the different units can study each other’s suggestions and gain inspiration and ideas for the own operation.</p><p>The different ideas for improvement shall be divided into three categories; Continuous improvements, bigger improvements (PDCA) and big improvements (rationalization). Under the category “continuous improvements”, all improvements that the group can deploy by themselves should be listed. This category will be managed by the group with no interaction from managers or other units. The only reward for this type of improvement is encouragement from the manager. For the “bigger improvements”, all improvements that take more than three hours to complete, can be visualized and/or where help is needed from external parts will be listed. This category of improvements shall be listed in the database by the group itself and they should also manage as much of the deployment as possible. However, for this type of improvements help may be needed from other units and therefore, the group should address the improvement to its nearest manager for approval. Under this category, some kind of reward is possible. Under the category “big improvements”, the improvements that will give Husqvarna large savings can be found. The idea shall be something far from what could be expected from the proposer. A minimum limit of saving for Husqvarna that the idea has to generate in order to be listed under this category ought to be placed. Husqvarna need to select some kind of management group who can decide from case to case how large the proposer’s reward should be. This type of improvements should also be listed in the database by the group.</p>

<p>The waste of material is a big expense for manufacture companies caused by lack of quality. The cost by lack of quality often totaled to a big percentage share of the turnover when all cost related to lack of quality is included. New manufacturing systems like Lean production or Just In Time demands better internal quality for the manufacturer. To make those manufacturing system with small and none buffer stock successful the quality improvement continuously have to be developed.</p><p>Measuring of waste of material in Bubs Candy’s factory where not simple due to the products does not have a permanent weight during the manufacturing process. The weight of Bubs Candy’s products vary depending where in the manufacturing chain it’s located because of vary in the water content. With different measurement and examination the problems have been removed and good opportunities for calculate and enter the waste of material have been created.</p><p>A large number of measures to reduce the waste of material in the production have been formed. The measures are based in facts from interviews, measurements and observations. The examinations are made especially in a part of the production there the products are casted.</p><p>The results of this grad work are solving proposals, full or partly, for the problems that have been identified. Documents for follow up the quality work have been created. Together with proposals for active quality improvement, Bubs get good opportunities to develop their production and reach increased efficiency, profit and quality.</p>

Arbetet syftar till att undersöka möjligheten att med hjälp av moderna arbetssätt få en arbetsgång med ständiga förbättringar inom anläggningsbranschen. Sökandet sker med hjälp av litteraturstudier kring ISO 9000 och LEAN samt studiebesök vid två företag, Hauler&amp;Loaders Arvikafabriken (Volvo Wheel Loaders AB) samt PartnerTech Karlskoga AB. Detta är företag som under tid arbetat med dessa frågor och som nått goda resultat. Det framkommer att ISO 9000 är mycket öppet och inte detaljstyrande men att det finns vinster att hämta genom nyttjande av standarden. Kunder får en bekräftelse på att företaget i fråga har uppnått en god lägstanivå och det certifierande tredjepartsföretaget kan under externa revisioner hjälpa till att förbättra kvalitetssystemet. LEAN däremot är mer handfast även om det precis som ISO 9000 innehåller en stor del vision och filosofi. Studiebesöken har mynnat ut i ett flertal handfasta arbetsmetoder redo att anpassas för tester inom anläggningsbranschen. Synliggörande och tydlighet genom 5S och visualisering är en bra bas för ett vidare arbete. På detta kan sedan system för små ständiga förbättringar så som taggsystemet (ett system används av Hauler&amp;Loaders Arvikafabriken för att ta om hand medarbetares idéer) användas. Även kvalitetscirklar framstår som ett bra arbetsmönster. Det är viktigt att gradvis bygga kvalitetssystemet från grunden och uppåt. Att direkt försöka bli världsbäst är inte rimligt och ett sådant försök kommer misslyckas. / This survey aims to investigate the possibility of incorporating modern work methods striving towards continual improvements for the construction business. ISO 9000 and LEAN have been studied through literature. Two companies, Hauler&amp;Loaders Arvika (Volvo Wheel Loaders AB) and PartnerTech Karlskoga AB have also been visited in an effort to learn from the ones who have already succeeded. It turns out that ISO 9000 is very open and that it’s not intended to govern the companies quality system in detail. However, there are some aspects of ISO 9000 that should be pointed out. It works as a guarantee for the customers ensuring that the company has reached at least the level of quality control needed for the certification. The certification also requires audits by third party companies during which help and input can be received. LEAN on the other hand, is more resolute even though it, just like ISO 9000 contains a lot of vision and philosophy. The study visits has turned out to reveal several resolute work methods ready to be adapted for the construction business. Visualisation and 5S has turned out being a good basis for continued work. Based on these practises it will then be possible to add further systems for small continual improvements. Quality control circles also appear as a good method. It’s important to gradually build the quality system. Trying to become a world champion at once isn’t reasonable and bound to failure.

An organization that uses all of its improvement opportunities has a great advantage compared to its competitors. It is an important task when it comes to continuous improvements of every process. Up until September 2007, Husqvarna AB had a suggestion committee who evaluated every suggestion separately and the proposer received a payment if the suggestion was approved by the committee. However, this system did not work satisfying enough to fulfill Husqvarna’s needs and they are now looking for a system that can handle the ideas from the employees in a more effective way. The purpose of this report is to come up with a system better suited for Husqvarna, where every employee has a chance to be a part in the company’s development process. With help from relevant litterateur, study visits at Volvo Car Corporation in Skövde and C2 Management in Stockholm and interviews with employees at Husqvarna AB, a plan for how a new system could look like is presented in this report. At Husqvarna chainsaw and landscape assembly plant, they already have a developed and satisfactory structure to treat ideas of improvement from the employees. They currently use Excel in order to document their improvements. In order for Husqvarna to work with improvements in a more efficient way, Excel ought to be exchanged to a database more suited for handling this type of data. Suggestions for appropriate databases are System C2 which can be bought from C2 Management or a system developed in Lotus Notes. A new database enables all units and even factories, within Husqvarna to document their improvements. This way, Husqvarna will have a more “learning by doing focus” where the different units can study each other’s suggestions and gain inspiration and ideas for the own operation. The different ideas for improvement shall be divided into three categories; Continuous improvements, bigger improvements (PDCA) and big improvements (rationalization). Under the category “continuous improvements”, all improvements that the group can deploy by themselves should be listed. This category will be managed by the group with no interaction from managers or other units. The only reward for this type of improvement is encouragement from the manager. For the “bigger improvements”, all improvements that take more than three hours to complete, can be visualized and/or where help is needed from external parts will be listed. This category of improvements shall be listed in the database by the group itself and they should also manage as much of the deployment as possible. However, for this type of improvements help may be needed from other units and therefore, the group should address the improvement to its nearest manager for approval. Under this category, some kind of reward is possible. Under the category “big improvements”, the improvements that will give Husqvarna large savings can be found. The idea shall be something far from what could be expected from the proposer. A minimum limit of saving for Husqvarna that the idea has to generate in order to be listed under this category ought to be placed. Husqvarna need to select some kind of management group who can decide from case to case how large the proposer’s reward should be. This type of improvements should also be listed in the database by the group.

No description available.

Implementationen av ett affärssystem kan ses som starten på en längre resa. Efter att företag implementerat ett affärssystem, befinner de sig i postimplementationsfasen. Då det är både kostsamt och tidskrävande att byta ut affärssystemet med ett nytt, väljer oftast företag att behålla sitt nuvarande affärssystem och istället förbättra det så mycket som möjligt. Då samhället förändras snabbt och företagen växer, behöver affärssystemet ständigt förbättras för att stödja de ändrade kraven och förutsättningarna som uppkommer. Denna studie fokuserar på ständiga förbättringar av affärssystem, såsom exempelvis tillägg av funktioner, uppgradering eller anpassningar under postimplementationen. Syftet med studien är att undersöka hur verksamheter genomför arbetet med ständig förbättring av affärssystem i postimplementationsfasen. Studien visar att företagen genomför förbättringsarbeten, men att det kan finnas svårigheter kring att skilja på förbättringar i affärssystemet eller i processerna. Det framkommer även att ledningen har en stor påverkan på förbättringsarbetet och att fortsatt användarutbildning är viktigt i postimplementationen. Resultatet av studien visar att företagen idag inte har någon tydlig planering kring genomförandet av ständiga förbättringar. / The implementation of an ERP-system can be seen as the start of a long journey. After companies have implemented an ERP-system, they are in the post-implementation phase. Since it is both costly and time consuming to replace the ERP-system with a new one, companies usually choose to maintain their current ERP-system and instead continuous improve it as much as possible. As society changes rapidly and business grows, the ERP-system needs to constantly improve to support the changing requirements and conditions that arise. This study focuses on continuous improvement of ERP-systems, such as add-on functions, upgrades, or customizations, during the post-implementation phase. The purpose of the study is to investigate how businesses work with continuous improvement of ERP-systems in the post-implementation phase. This study shows that companies work with continuous improvement, but there may be difficulties in distinguishing between improvements in the ERP-system or in the processes. It also appears that the top management has a major impact on the improvement work and that continued user education is important in post implementation phase. The result of the study shows that companies today does not have any clear planning about the work with continuous improvements.