Made available in DSpace on 2016-06-02T19:50:23Z (GMT). No. of bitstreams: 1 5924.pdf: 2807754 bytes, checksum: 3d23771c039861a524611ded561280a7 (MD5) Previous issue date: 2014-06-30 / The manufacturing companies are increasingly investing time and attention to improving its operating performance by accepting that this is one of the few ways to be competitive in the medium and long term and thus leaving the short-term vision where operational improvements are mainly evaluated as cost reductions of production and labor. The manufacturing management must seek the proper standardization of operations, compliance with these standards and continuous improvement, using this as a basis for synchronization of material flows and information, and to guarantee the quality and safety requirements, as well as the increase responsibilities and autonomy of people in the workplace. This is the main base of lean manufacturing (lean), which, associated with the concept of semi autonomous teams (this aimed at increasing the responsibility of the workers), significant operational success is bringing to companies that have deepened in its implementation and support. This thesis presents six case studies where there was the application of a model of standardized work and the concept of semi-autonomous teams simultaneously in different plants of the same company in the Brazilian chemical industry. The developed approach was the adaptation and application of a systematic model with five pre-defined steps, and structuring teams with semi autonomous work patterns as well as their roles and responsibilities. The model applied in the six cases studied was adapted based on a reference from the company's headquarters and research of market practices, adapted to reality and to the organizational structure of these units. The plants studied have different levels of technology and products portfolio, as well as operation time that distanced up to four decades of each other, where it was observed significant impact on speed of deployment, with different levels of acceptance by the leadership and comprehensiveness of results arising from the application of the model. Quantitative aspects of implementation, such as Safety, Quality and Productivity, which showed significant weight gains after the implementation of the model were evaluated and achieved medium gains of 25% in Productivity, 33% in Quality and 47% reduction in setup times as well as qualitative aspects such as absenteeism, the perception of those involved on the shop floor by the physical change in the working environment and the impact of standardization and systematization of activities on the motivation and performance of employees working in the semi autonomous teams. As conclusions, it´s discussed the potential constraints that influence the greater or lesser success of the applications in each of the six units. / As empresas manufatureiras estão investindo cada vez mais tempo e atenção à melhoria de seu desempenho operacional aceitando que este é um dos poucos caminhos para serem competitivas no médio e longo prazo e desta forma saindo da visão de curto prazo onde melhorias operacionais são principalmente avaliadas como redução de custos de produção e de mão de obra. A gestão da manufatura deve buscar a correta padronização das operações, o cumprimento destes padrões e sua melhoria contínua, usando isto como base para a sincronização dos fluxos de materiais e informações, e para a garantia dos requisitos de qualidade e segurança, assim como o incremento das responsabilidades e da autonomia das pessoas no ambiente de trabalho. Esta é a base principal da manufatura enxuta (lean), que, associada ao conceito de equipes semi autônomas (este visando o incremento da responsabilidade dos operários), tanto sucesso operacional está trazendo às empresas que se aprofundaram em sua implementação e sustentação. Nesta tese apresentam-se seis estudos de caso onde houve a aplicação de um modelo de trabalho padronizado e do conceito de equipes semi autônomas de forma simultânea em diferentes fábricas de uma mesma empresa do setor químico brasileiro. A abordagem desenvolvida foi a adaptação e aplicação de um modelo sistematizado com cinco etapas pré definidas, e estruturação das equipes semi autônomas com padrões de trabalho bem como de seus papéis e responsabilidades. O modelo aplicado nos seis casos estudados foi adaptado com base em uma referência da empresa matriz e pesquisas de práticas de mercado, alinhado à realidade e à estrutura organizacional destas unidades. As fábricas estudadas possuem diferentes níveis de tecnologia e tipos de produtos, assim como tempo em operação que as distanciam até quatro décadas umas das outras, de onde se observou significativo impacto na velocidade de implantação, havendo diferentes níveis de aceitação das lideranças e abrangência dos resultados oriundos da aplicação do modelo. Foram avaliados aspectos quantitativos da aplicação, tais como Segurança, Qualidade e Produtividade, que apresentaram ganhos significativos médios após a aplicação do modelo, da ordem de: 25% em Produtividade, 33% em Qualidade e 47% de redução dos tempos de Setup, assim como os aspectos qualitativos como o absenteísmo, a percepção dos envolvidos do chão de fábrica quanto à mudança física do ambiente de trabalho e o impacto da padronização e sistematização das atividades na motivação e desempenho dos empregados atuando no formato semi autônomo. Como conclusão, discute-se que condicionantes influenciam o maior ou menor sucesso das aplicações em cada uma das seis unidades.

Las herramientas Lean Manufacturing son empleadas en diferentes rubros de negocio para eliminar, combinar, replantear y/o simplificar actividades que no agregan valor a la empresa, esto debido a los resultados positivos obtenidos tras su implementación. En el presente trabajo de investigación se desarrollan diversas herramientas Lean que son implementadas en una MYPE del sector metalmecánico dedicada a la elaboración de equipos de cocina en el Perú. Como punto inicial se realiza un análisis macro de la empresa para conocer a detalle todos los procesos involucrados y los desperdicios generados en cada una de ellas. Para ello, es necesario conocer la materia prima, maquinaria, mano de obra y los costos involucrados para una óptima toma de decisiones. Tras la visión del panorama general de la empresa se definen las herramientas a usar para alcanzar los objetivos principales que son estandarizar el trabajo, reducir el porcentaje de mudas en el proceso productivo, reducir las fallas por maquinaria y organizar las áreas de trabajo para agilizar el flujo en la línea de producción. Para lograr ello, se implementa como base la herramienta 5S para así continuar con el trabajo estandarizado, el cual permitirá homogeneizar los procedimientos de cada proceso, reducir el tiempo de producción y variabilidad en los métodos de trabajo; y el mantenimiento preventivo, el cual reducirá las fallas por maquinaria con un plan de mantenimiento estructurado. Tras la implementación de las herramientas Lean se logran obtener ahorros del 13% en costos operativos de la empresa. / Lean Manufacturing tools are used at any type of company to eliminate non-added activities, this because them give positive results after its implementation. In the present research work, different Lean tools that are implemented in a metalworking SME dedicated to the manufacture of kitchen equipment are developed. As a starting point, a macro analysis of the company is carried out to find out in detail all the processes involved and the waste generated in each of them. For this, it is necessary to know raw material, machinery, labor and all the costs involved for an optimal decision making. Following the vision of the general panorama of the company, the tools to be used to achieve the main objectives are defined, which are to standardize work, reduce the percentage of wastes in the production process, reduce machinery failures and organize work areas to speed up the flow on the production line. To achieve this, the 5S tool is implemented as a basis to continue with the standard work, which will make it possible to standardize the procedures of each process, reduce production time and variability in work methods; and preventive maintenance, which will reduce machinery failures with a structured maintenance plan. After the implementation of Lean tools, results have shown savings of 13% in the company's operating costs is achieved. / Trabajo de Suficiencia Profesional

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Bostad är för de flesta den största investeringen en person gör och finansieras med hjälp av bolån. Bolån medför makroekonomiska risker, till följd av höga skuldkvoter och minskad konsumtion. För att minska dessa infördes år 2016 samt år 2018 amorteringskrav. Amorteringskraven kan ses som mindre reglering hos bankerna men är av många ansedd som ett komplext införande. Rådgivare på svenska banker är de som ansvarar för utlåning till privatpersoner och de har behövt anpassa sig efter de nya regelverken. Syftet med studien är att undersöka hur amorteringskraven påverkat bolånerådgivare i form av stress, standardiserad arbetsprocess och inlärning. Detta för att undersöka om det upplevdes som stressande att behöva anpassa sig till amorteringskraven. Vidare undersöktes vilka konsekvenser amorteringskravens införande fått för bolånerådgivares arbete, huruvida det i takt med ett ökande antal regleringar blivit mer standardiserat. Slutligen studerades om amorteringskraven upplevdes som svåra att lära sig eller implementera i det dagliga arbetet. Genom en kvantitativ forskningsmetod, har rådgivare svarat på en enkät baserad på studiens syfte. Tidigare studier har i större utsträckning fokuserat på amorteringskravens ekonomiska konsekvenser samt hur de påverkat bostadsmarknaden. Syftet med studien är därmed intressant att undersöka utifrån ett yrkesprofessionellt perspektiv.  Resultatet av studien visade ett samband mellan amorteringskravens införande och en ökad stressnivå hos rådgivarna. Resultatet stödjer även tidigare forskning vad gäller att rådgivarna upplevt att amorteringskraven bidragit till en mer standardiserad arbetsprocess. Däremot fanns det inget stöd för att amorteringskraven varit svåra att lära sig eller att implementera i arbetet med bolånerådgivning. / For most people, housing is the biggest investment in life, and it is financed by mortgages. However, this entails macroeconomic risks as a result of high debt ratios and reduced consumption. To reduce these risks, amortization requirements were introduced in 2016 and 2018. The amortization requirements can be seen as a minor regulation for the banks, but it is considered by many to be a complex regulation. Advisors in Swedish banks are the ones responsible for lending to private individuals and have therefore had to adapt to the new rules. The purpose of the study is to investigate how the amortization requirements has affected mortgage advisors in terms of stress, standardized work process and learning. This is with the reason to examine investigate whether it was considered stressful to have to adapt to the amortization requirements. Furthermore, the consequences of the introduction of the amortization requirements for the work of mortgage counselors were examined, whether, as a growing number of regulations became more standardized. Finally, it was studied whether the amortization requirements were perceived as difficult to learn or implement in the mortgage advisors daily work. Through a quantitative research, advisors have responded to a survey based on the purpose of the study. Previous studies have focused to a greater extent on the financial consequences of the amortization requirements and how they have affected the housing market. The purpose of the study is thus interesting to investigate from a professional perspective.   The results of the study showed a link between the introduction of the amortization requirements and an increased stress level of the advisers. The result also supports previous research in that the advisers considered that the amortization requirements contributed to a more standardized work process. However, there was no support for the fact that the repayment requirements were difficult to learn or implement in the work of mortgage counseling.

The global market is very competitive due to fast changes in complex business environments and to survive or expand the business, organizations must embrace organizational change. However, adapting to change is not always easy, where organizations may experience obstacles and resistance along the way. Organizations may also experience that it is very hard to implement lean successfully, due to lack of know-how but especially resistance. The traditional way is to blame the blue-collars for the disturbing circumstances but in modern times the wind has changed its course where the managers themselves can be a contributor for implementation failures. Therefore, the aim of the research is to investigate what advantages that can be obtained by implementing a certain change initiative. Furthermore, to determine where resistance occurs and how to eliminate or reduce them. The change initiative in this research is implemented by conducting a case study in a Small Medium Enterprise (SMEs), where the main goal is to reduce the changeover time of a machine, by finding improvement suggestions using the Single Minute Exchange of Die (SMED) methodology. The results generated several improvement opportunities and gave an indication that there is a huge potential for improvements and elimination of waste during a typical changeover. The positive outcomes of implementing these improvement opportunities could theoretically reduce the changeover time, which directly reduces the overall cost but higher responsiveness, flexibility and efficiency can also be obtained. However, the evidence tells a story where the organization could experience obstacles during the implementation of the improvement suggestions, due to several factors. Surprisingly, the evidence points out that one root problem for resistance is difficulties of describing the underlying reason of the change initiative to the blue-collars. Moreover, there is in fact resistance and lack of awareness of the SMED methodology among the blue-collars and the managers, where fear of the unknown is another root problem for resistance.

AB Furhoffs Rostfria is a company with its base in Skövde. They are specialists in the manufacturing of stainless-steel parts, such as plumbing products, floor wells and sinks. In addition to manufacturing their own products, the company also has a subcontract to manufacture other companies’ products. The department where this bachelor thesis will be conducted has a subcontract to manufacturing radar cones and treats only the production of the most frequent manufactured radar cones. The department consists of seven manufacturing steps and three additional steps for one of the details. The purpose of the bachelor thesis is to create a simulation model that shows how potential improvement proposals would meet the expected increase of the order intake of the radar cones by streamlining the current production flow. In order to achieve this, a simulation model has been created in which the improvement proposals have been implemented. The improvement proposals that have been tested are based on the data that has been collected through production engineering methods. The frame of references describes the theory that constitutes the foundation for the chosen methods. In addition, areas within discrete event simulation, lean production and improvement work have been studied from other works in the literature review. These areas can in some way relate to the work and conclusions of this project. The empirical study was conducted by using observations according to genchi genbutsu, conversations and interviews with operators, spaghetti diagrams of the operators and the product flow as well as time studies according to the continuous method. These methods have formed the basis for both the creation of the simulation model, where the current situation is reflected, and for the development of the future state simulation model. The future state simulation model shows the implementation of the improvement proposals that increases efficiency and production volume throughout the system. The empirical study resulted in a visual overview of the production flow, standard times, the identification of waste as well as improvement proposals. When all the improvement proposals were implemented, the hourly production was increased by 26.6% and the lead time was reduced by 21.1%. With these improvements, the company can increase their production and profit significantly. / AB Furhoffs Rostfria är ett bolag som är baserade i Skövde. De är specialister inom tillverkning av produkter i rostfritt stål, såsom rörprodukter, golvbrunnar och diskbänkar. Förutom tillverkning av egna produkter har företaget en legotillverkning för att tillverka andra företags produkter. Avdelningen där detta examensarbete har genomförts är en legoproduktion av radarkonor och examensarbetet har endast behandlat produktionen av de mest producerad radarkonorna. Processen består av sju tillverkningssteg och tre ytterligare steg för en av detaljerna. Syftet med examensarbetet är att skapa en simuleringsmodell som visar hur potentiella förbättringsförslag kan möta den förväntade orderökningen av radarkonorna genom att effektivisera det nuvarande produktionsflödet. För att uppnå detta har en simuleringsmodell skapats där förbättringsförslagen har implementerats. De förbättringsförslag som har utarbetats bygger på data som har samlats in genom produktionstekniska metoder. Den teoretiska referensramen beskriver den teori som utgör grunden för de valda metoderna. Dessutom har områden inom diskret händelsesimulering, lean produktion och förbättringsarbete studerats från andra arbeten i litteraturstudien. Dessa områden kan på något sätt relatera till arbetet och slutsatserna i detta projekt. Den empiriska studien genomfördes genom att använda observationer enligt genchi genbutsu, konversationer och intervjuer med operatörer, spagettidiagram av operatörerna och produktflödet samt tidsstudier enligt den kontinuerliga metoden. Dessa metoder har utgjort grunden för både skapandet av simuleringsmodellen, där den nuvarande situationen återspeglas, och utvecklingen av den framtida simuleringsmodellen. Den framtida simuleringsmodellen visar implementeringen av förbättringsförslagen som ökar effektiviteten och produktionsvolymen i hela systemet. Den empiriska studien resulterade i en visuell översikt över produktionsflödet, standardtider, identifiering av slöseri samt förbättringsförslag. När samtliga förbättringsförslag implementerades i simuleringsmodellen ökade genomströmningen av produkter per timma med 26,6% och ledtiden reducerades med 21,1%. Med dessa förbättringar kan företaget öka sin produktion och vinst avsevärt.