En la empresa que es motivo de esta investigación se evidencian tiempos perdidos en la línea de conversión Línea 60 que pertenece al área de producción; Estas pérdidas de tiempo, que se contabilizan en S/. 4’ 639,858 al año, se encuentran vinculadas a la falta de control, estandarización de actividades y falta de competencias en la parte operativa que garanticen la obtención de mayores y mejores indicadores de producción. El objetivo de esta investigación fue describir una propuesta metodológica para el establecimiento del lean manufacturing, a través de algunas de sus herramientas como el SMED, 5S, Takt time, Mantenimiento autónomo y JIT y, con el apoyo del estudio de tiempos y diagrama de precedencias, establecer planes de acción y estándares de operación. Con esta implementación se logró una reducción de tiempos improductivos del orden del 10% llegando a obtener un ahorro trimestral de S/. 633,318.82. / In the company that is the reason for this investigation are evidenced times lost in the line of conversion Line 60 that belongs to the area of production; These losses of time, which are accounted for in S/. 4’ 639,858 a year, are linked to the lack of control, standardization of activities and lack of competencies in the operative part that guarantee the obtaining of greater and better production indicators. The objective of this research was to describe a methodological proposal for the establishment of lean manufacturing, through some of its tools such as SMED, 5S, Takt time, autonomous maintenance and JIT and, with the support of the time study and precedence diagram, to establish action plans and Standards of operation. With this implementation, a reduction of unproductive times of the order of 10% was achieved, obtaining a quarterly saving of S /. 633,318.82. / Tesis

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / The waste and reprocess problem in Peruvian apparel companies is greater than expected. After reviewing a history of losses and reprocesses, an innovative technical solution based on a combination of Lean Manufacturing and Agile tools is presented herein. This innovative proposal is implemented in the areas of cutting, embossing, and sewing in an apparel company. Value Stream Mapping results before and after implementing the proposed model are compared. The major achievement of this model is the significant reduction in loss percentage after two weeks of implementation.

El presente artículo describe la aplicación de “Lean” como mejora de los procesos productivos de una fábrica dedicada a la elaboración de chocolates y confituras, donde se identificó que existía un problema de demanda insatisfecha. El primer paso para la reversión de este escenario fue realizar un análisis de las causas-raíz. Al aplicarse algunas herramientas se identificaron diferentes motivos que fueron causantes del problema. Para confirmar esta información y orientar el análisis hacia una causa puntual, se calculó el TAKT-time del proceso productivo tradicional. Con el cuello de botella plenamente identificado, el paso siguiente fue realizar el análisis de los mudas que podrían hallarse a lo largo del proceso. Como propuesta, se planteó un modelo de producción esbelta conformado por un conjunto de mejoras que impactaron en la eliminación de desperdicios y reducción del TAKT-Time, lo cual implicó nivelar el flujo de producción y desaparecer el cuello de botella.

Made available in DSpace on 2014-06-12T17:36:47Z (GMT). No. of bitstreams: 2 arquivo2144_1.pdf: 3689249 bytes, checksum: 7378f3faccd343c4b89312617b63f1a6 (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2010 / As empresas utilizam diferentes sistemas de produção, tipos de processos produtivos e leiautes, mas todas estão sempre em busca de reduzir os custos. Para isso, utilizam muitas ferramentas de gestão, muitas delas de origem japonesas, como o Mapeamento do Fluxo de Valor (MFV) e o sistema kanban. Este trabalho tem o objetivo de descrever e classificar os sistemas de produção, os tipos de processos produtivos e de leiaute, apresentar a ferramenta MFV e o sistema kanban e, realizando um estudo de caso, apresentar a aplicação destas ferramentas na prática, de forma a facilitar a utilização das mesmas por gestores. O estudo apresenta uma fábrica com sistema tradicional de produção, um processo em lotes e um leiaute misto, englobando o leiaute funcional e células lineares e funcionais. Foram calculados, para a empresa estudada, um lead time de 68,59 dias, um tempo de processamento de 0,92 segundo, um takt time de 0,66 segundo e uma eficiência de fluxo de 1,78 x 10-5%. Com o desenvolvimento de um de fluxo de valor futuro, obteve-se a redução do lead time para 15,64 dias e o aumento da eficiência de fluxo para 7,84 x 10-5%, o que representa uma melhoria de 338%. O presente trabalho descreve a adaptação da teoria do sistema kanban à prática, apresentando o cálculo utilizado para definição do número de kanbans de produção, o design estabelecido para o cartão, a definição do quadro porta-kanban e o funcionamento do sistema. A pesquisa apresenta as dificuldades encontradas para a realização do MFV e do sistema kanban, pela escassez e dificuldade de levantamento dos dados de produção necessários e mostra a possibilidade de adaptação da teoria à prática, assim como a importância dos profissionais conhecerem as teorias das ferramentas de gestão para melhor aproveitarem o que elas têm a oferecer

The major objective of present study is to find out the sources which cause higher Work in Process (WIP) in the production line. In which a detailed analysis is performed in the area of inventory, reorder point, Takt time, and Kanban. All the analyses are based on the data obtained from the company’s ERP system and have been used to run some scenarios during the analysis.Lots of problems are responsible to cause higher WIP. But current report only focuses and concentrates in leveling the work load, implementing pull system, suggesting reorder point and Takt time.The current situation is described through Value-stream Map (VSM) and the impact cost matrix is used to show the impact of each problem in the production line in terms of costs. In the analysis chapter, root cause method has been used in order to show the cause and effect of higher WIP. Detailed analyses together with explanations are listed by orders. Therefore, three major suggestions are proposed and the future VSM is plotted to show the effect and change of the suggestions which helps to improve the current situation by eliminating the waste.

As the effort of today’s industries to continuously move towards lean production, pull production system has been developed as one possible solution of lean. It is popularly known in the industry world, and is indeed a proven technique to achieve substantial savings on inventory, production cost incurred by manufactures all over the world. However, a careful understanding of pull production systems is required to access its suitability to a particular production setup. It is necessary to develop a proper way to implement pull production systems.             This study is based on a real life scenario in a leading driveline manufacturing company. The production system is studied in detail as regard to its production characteristic. A theoretical review is first made as research foundation. A careful analysis study within the company is conducted with all the existing constrains to figure out improvement opportunities. Eventually, from the applicability point of view, proposals of future pull production system implementation have been developed. The objective of the proposals is to minimize the identified weaknesses of the current system, including long lead time, low flexibility and unconnected flow.

Currently, there is a monthly breach with its vehicle delivery policy. This policy refers to said company, it refers to a minimum of 92% of units towards the points of sale. However, in the last quarter of 2017 and the semester of 2018, it has only been met from 82% to 90%. These are 5% -10% that have not come to meet in each month, but also directly to the profitability of the company. On the one hand, storage costs are increased by each car that does not arrive or dissatisfaction is generated by the customer, this is the problem of 3 main causes, which is the installation time of radios, installation of alarms and more vehicles that are not served in the damage assessment area. As a root cause, we have the first, since, on the one hand, a bottleneck is generated by the lack of car attention and, on the other hand, represents 20% of the monthly sales of the case study, For what needs to be done to reduce this bottleneck and increase the capacity of the vehicles in this area, the damage is detailed, two lines of evaluation are carried out. This type of triage, we ensure a standardized work, since there was a group of vehicles waiting with different types of damage in the same operating line. Also, the delivery of vehicles on time is improved to 95% and the times of the areas of installation of radios, installation of alarms and damage assessment are reduced by 42.85%, 51.42% and 50% respectively.

Boule Medical AB producerar hematologiinstrument och tillbehör för blodcellsräkning och är en del av koncernen Boule Diagnostics AB. Företaget verkar på en global marknad med kontor i Sverige, USA, Mexiko och Ryssland. Instrumentproduktionen är idag uppdelad i manuella monteringsstationer. Syftet med examensarbetet var att förbättra Boule Medical AB:s instrumentproduktion genom att föreslå hur flödet på produktionen kunde taktas. Detta för att möjliggöra en övergång till kundorderstyrd produktion och för att framöver kunna minska behovet av färdigvarulager. Arbetet innehåller en analys av nuläget, i form av en processbeskrivning, en värdeflödesanalys och spaghettidiagram över produktionens olika processer. Även en studie av relevanta delar inom LEAN-teori och intern data på Boule Medical AB användes för att stadga och presentera lösningsförslagen. Arbetet resulterade i fyra olika layoutförslag som grundar sig på ett och samma flöde, vilket är ett taktat flöde på 21 minuter som löper i ett pull-system för den senare delen av produktionen. Den totala produktionen styrs i helhet av ett push-pullflöde, där en andel delmontage produceras i batcher. / Boule Medical AB is a producer of hematology systems and accessories for blood cellcount and is a part of the concern Boule Diagnostic AB. The company operates in a global market with offices in Sweden, The US, Mexico and Russia. The instrument production is today performed in several manual assembly stations. The purpose of this essay was to recommend improvements on Boule Medical AB's instrument production by suggesting how the flow of production could be paced. This was performed to enable a transition to a customer-based production and to reduce existing excess inventory of finished products. The work contains a situation assessment, in form of a process description, a value stream map and spaghetti diagrams of different processes. A study of relevant parts of the LEAN theory and internal data at Boule Medical AB was also used to strengthen and present the solution proposals. The work resulted in four different layout proposals based on one defined flow, which is a paced flow of 21 minutes running in a pull-system for the latter part of the production process. By contrast, the whole production is controlled by a push-pull flow, where a proportion of sub-assemblies are produced in batches.

High quality within a Lean production system begins with standardised work, which creates stable processes able to generate predictable output. If nonconformity from the standard procedures occurs, routines are needed to analyse, correct and prevent the nonconformity from occurring again. In that way, the nonconformity can be a trigger for continuous improvements toward more stable processes. In takted production lines, where the operator follows a standard sequence with tasks set to be completed within the takt time, a nonconformity leads to downtime in the operator’s sequence, and no value is added. With short takt time, the nonconformity leads immediately to line stop and the nonconformity will be detected. With long takt time it is often possible to catch up in the sequence before the nonconformity stops the whole line. Thus, as a consequence the problem will be hidden. The aim of this study is to investigate how downtime and nonconformities can be tracked and measured in a Lean production system with long takt time, as well as investigate how this data can contribute to improvements. The study has been carried out as a case study of an assembly line at Atlas Copco Rock Drills division of Underground Rock Excavation in Örebro. Within this case study semi-structured interviews were performed to investigate needs from data collection and improvement processes. Beside the case study at Atlas Copco, external case studies have been performed to gather information about other companies’ processes. Participating companies for external case studies has been RUAG Space, AstraZeneca, Väderstad-Verken and Saab Aerostructures. The result of the study generated three different processes, one for collecting data about nonconformities and related downtime and two parallel processes to use the data for improvements. The data collection process shows how the downtime can be tracked to support investigated needs. The downtime data is also complemented with information about key factors that affect the accuracy of the downtime measurements. The different type of downtimes that are gathered from the process is the deviations total recovery time, recovery time affecting production and downtime for the entire production line. Together with the time measurement the nonconformities is categorised and described with attributes and text to make a thoroughly analysis possible. Analysis tools proposed for the gathered data is pareto analysis, trends, calculation of cost of poor quality and identification of areas with overcapacity. Also, the result shows how some classic TPM-indicators can be used in the analysis. The gathered data can then be used in two developed improvement processes, one for reactive improvements and one for proactive improvements. The reactive process aims to in a systematic manner find corrective and preventive actions for detected nonconformities with high impact on the production. The nonconformities are handled one by one like the procedure for many deviation systems for product quality assurance. The proactive improvement process focuses on patterns in historical data about major nonconformity areas. Together with high level KPI:s and SMART goals to support high level goals, the nonconformity areas helps to identify which activities to carry out in order to fulfil the goals. / Inom Lean utgår stor del av kvalitetsarbetet från att standardisera arbetssätt för att sträva mot stabila processer som genererar förutsägbara resultat. Om en avvikelse från den fördefinierade standarden upptäcks måste det finnas metoder för att analysera och åtgärda avvikelsen för att förhindra att den sker igen. På så vis kan avvikelser bidra till att verksamheten kontinuerligt förbättras. I taktade produktionssystem, där operatörer utgår från en standardsekvens som ska utföras inom takttiden, leder avvikelser till stopptid i det värdeskapande arbetet. Är takttiden kort ger stopptiden snabbt konsekvensen att takten inte kan hållas vilket ger stopp för hela produktionslinan. Således visar takten direkt om avvikelse förekommit. För långa takttider finns dock ofta möjlighet att arbeta ikapp stopptid inom takten. Därmed döljs avvikelser och den kontinuerliga förbättringen uteblir. Denna studie syftar därför till att undersöka hur stopptid och avvikelser kan följas upp vid produktion med långa takttider inklusive hur insamlad data kan användas vid förbättringsarbete. Studien har bedrivits som fallstudie vid Atlas Copco Rock Drills ABs division Underground Rock Excavation i Örebro där även interna semi-strukturerade intervjuer genomförts för att samla in data om behov kring stopptidsuppföljning och förbättringsarbete. Detta har kompletterats med externa fallstudier där processjämförelser genomförts vid RUAG Space, AstraZeneca, Väderstad-Verken samt Saab Aerostructures. Resultatet från studien ledde till tre framtagna processer, en för insamling av avvikelsedata samt två parallella förbättringsprocesser. Datainsamlingsprocessen visar hur stopptid och avvikelseinformation kan samlas in för att erhålla efterfrågad data och vad som påverkar mätningens noggrannhet. Stopptid som mäts i processen är total åtgärdstid, åtgärdstid som påverkat produktion samt stopptid för linan. Genom att mäta dessa tider tillsammans med att kategorisera data och sammanlänka med attribut möjliggörs exempelvis paretoanalyser av avvikelseområden, analys av trender, beräkning av kvalitetsbristkostnad samt lokalisering av överkapacitet. Dessutom redovisas hur klassiska TPM-nyckeltal kan integreras i analysen. Insamlad avvikelsedata kan sedermera användas i två förbättringsprocesser, en reaktiv förbättringsprocess och en proaktiv förbättringsprocess. Den reaktiva förbättringsprocessen syftar till att genom ett systematiskt arbetssätt skapa förebyggande åtgärder åt enskilt allvarliga stopp. Den proaktiva förbättringsprocessen visar hur data för övergripande avvikelseområden kan bidra till det långsiktiga strategiarbetet genom integrering av företagets övergripande KPI:er och SMART målsättning. De framtagna modellerna är generella nog att användas i de flesta verksamheter med taktade flöden men speciellt framtagen från behov för produktion med långa takttider.

A master thesis within mechanical engineering performed by two student has been conducted at Scania in Oskarshamn. The purpose has been to investigate if Discrete Event Simulation using ExtendSim can be applied to increase Scanias assembly productivity. The projectiles was to investigate how the buffer systems could be managed by vary the amount of buffers and their transport speed. The assembly line takt times with regard of their availability was also investigated. The method of approach was to build a simulation model to gaining valid decision making information regarding these aspects. Process stop data was extracted and imported to ExtendSim where the reliability library was used to generate shutdowns. Comparing 24 sets over 100 runs to each other a median standard deviation of 0,91 % was achieved. Comparing the total amount of assembled cabs over a time period of five weeks with the real timedata a difference of 4,77 % was achieved. A difference of 1,85 % in total amount of shutdown time was also achieved for the same conditions. The biggest effect of varying buffer spaces was for system 6A. An increasement of up to 20 more assembled cabs over a time period of five weeks could then be achieved. By increasing all the buffertransports speeds by 40 % up to 20 more assembled cabs over a time period of ve weeks could be achieved. A push and pull system was also investigated where the push generated the best results. A 22 hour decreasement of total shutdown time and an increasement of 113 more assembled cabs over a time period of ve weeks could be achieved.