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Zugl.: Braunschweig, Wolfenbüttel, Fachhochsch., Studienarbeit, 2006

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O Sistema Toyota de Produção (STP) está sendo amplamente implementado em várias empresas ao redor do mundo, para se atingir um alto grau de desempenho, competitividade, acelerar processos, reduzir perdas e melhorar a qualidade. Devido à concorrência de mercado, pressões por baixo preços e por influência das montadoras, este processo se tornou importante na indústria de autopeças. Este trabalho apresenta uma pesquisa-ação, cujo objetivo é analisar as dificuldades e benefícios da aplicação das principais técnicas e ferramentas da produção enxuta em uma célula de montagem manual e no processo de injeção plástica em indústria de autopeças. O estudo também analisa a atuação do coordenador do projeto na Empresa. O procedimento utilizado foi a pesquisa bibliográfica, levantamento dos dados operacionais e questionários de pesquisa. Os resultados obtidos foram: a) a identificação das principais dificuldades na implementação, b) a identificação dos principais benefícios, c) a avaliação do atendimento das expectativas de cada projeto, d) avaliação desempenho do coordenador do projeto, e) melhoria nos resultados operacionais. Os resultados obtidos neste trabalho podem servir como base para futuros trabalhos, pesquisas e aplicações. / The Toyota Production System (TPS) is being widely implemented in various companies around the world to attain a high degree of performance, competitiveness, speed up processes, reduce waste and improve quality. Due to market competition, low price pressures and the influence of the automakers, this process has become critical in the auto parts industry. This study presents an action research aiming to examine the difficulties in implementing the key techniques and tools of lean production in a cell assembly manual and the injection molding process in the auto industry. The study also analyzes the performance of project coordinator at the company. The procedure used was a literature search, survey of operational data and survey questionnaires. The results were: a) identifying the major difficulties in implementation, b) identification of the main benefits, c) the assessment of meeting the expectations of each project, d) performance evaluation of the project coordinator, e) improvement in operating results. The results of this work can serve as a basis for future work, research and applications.

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De tankar om förbättringsprocesser som tillslut har blivit konceptet Lean härstammar ifrån ”The Toyota Production System” där Kiiro Toyodas vision att alla delar av en bil skall levereras precis ”i rätt tid” står i fokus. Delarna som arbetarna behöver skall alltså vara tillgängliga precis när de behöver dem varken förr eller senare. Det tog tid innan hans vision blev realitet men ett decennium efter hans död använder hela Toyota koncernen sig utav hans idéer över hela världen. Man kan se systemutveckling som en form av produktutveckling. Troligtvis är det mesta av den mjukvara du använder köpt som en produkt. Kunder köper inte mjukvaran som utvecklats de köper en tjänst, någonting som är större än de kodrader som utgör mjukvaran, de köper ett koncept, en produkt. Allt eftersom tiden går blir det svårare och svårare att hantera förändringar i ett informationssystem. Detta på grund utav att komplexiteten växer till dess att det blir omöjligt att ha en överblick över vad som gör vad. Det är därför viktigt att man hela tiden utvecklar med tanke på att det skall vara lätt att utföra förändringar och anpassningar i framtiden. Genom att man anammar goda principer för systemutveckling för att sedan finna sätt att tillämpa dem på kan man komma en bra bit på vägen mot perfektion, men att endast titta på hur Toyota arbetar med Lean, kopiera detta tillvägagångssätt och implementera detta på ens egna företag kommer troligtvis inte att fungera. Man kan däremot lära sig principerna bakom arbetssättet för att sedan hitta egna sätt att arbeta med dessa principer. Dessa principer kallas ”De sju principerna kring Lean mjukvaruutveckling” och genom förståelse för dessa principer och en arbetsmetod som kan implementera dem anser jag med denna undersökning visat på vilken otrolig förbättringspotential ett företag kan ha så länge man är objektiv och strävar efter ständig förbättring. / Uppsatsnivå: D

Estágio realizado na General Electric e orientado pelo Eng.º João Gonçalves / Tese de mestrado integrado. Engenharia Industrial e Gestão. Faculdade de Engenharia. Universidade do Porto. 2010

<p>Date:</p><p>19^th, June, 2008</p><p>Level:</p><p>Master Thesis EFO 705, 15 credits</p><p>Authors:</p><p>Sixing Guo</p><p>China</p><p>guosixing@hotmail.com</p><p>Pasapoo Upathamwaranon</p><p>Thailand</p><p>pasapoo@hotmail.com</p><p>Title:</p><p>The Internationalization Process of Toyota in Europe: From the Perspectives of Entry Mode and Network Structure</p><p> </p><p>Tutor:</p><p>Leif Linnskog</p><p>Research Problem:</p><p>In European market, what entry mode did Toyota select? Why did they select those entry modes? And how did they manage their internal and external network structure during the entry mode evolution process? </p><p> </p><p>Purpose:</p><p>We describe and explain how Toyota conquered the European market from the perspective of entry mode and network. And we also intend to provide some useful information to the companies that want to gain experience before entering into the European market.</p><p> </p><p>Method:</p><p>We design this thesis as a case study about the entry mode of Toyota in the European market. In order to get an in-depth understanding of the research problem, the qualitative research approach is chosen. During the analysis part, all the information is derived from the secondary documents, such as website, articles and so on.</p><p>Conclusion:</p><p>After the analysis the process of Toyota developed in the European market, we found that after careful consideration about both internal and external factors, Toyota usually prefers to conquer a new market with a relevant low risk entry mode, such as exporting or licensing, in the beginning. Then, with the increase of their experience as well as the growth of network, they began to change to a higher risk level entry mode, like joint venture or wholly owned subsidiaries. During the evolution process, in order to provide an effective way of interaction between headquarters and subsidiaries, Toyota’s structure changed from time to time.</p><p>Keywords:</p><p>Internationalization, Entry mode, Toyota, Network structure</p>

<p>In 2005, Outokumpu began to implement its system of continuous improvement, OK> 1, at Avesta Jernverk. OK> 1 has not generated sufficient results on plant KPI:s. The purpose of this study is to identify the understanding,  participation and commitment regarding to OK> 1, and to suggest some actions to make OK> 1 more successful with emphasis on these three aspects. The thesis shall also determine whether there are any differences in the attitude towards OK>1 between Blue Collars and White Collars.</p><p>The study consisted of a survey, and interviews. The output from these methods were processed and analyzed and finally resulted in a SWOT – analysis and suggested actions for improving the understanding, participation and commitment towards OK>1. The thesis work also covered a literature study concerning Lean Production, to get a deeper understanding of how to implement Lean Production successfully.</p><p>The results of the survey pointed out that Blue Collars do not understand OK>1 as well as White Collars, and that they do not participate as actively as White Collars in improvement activities. To improve the results on plant KPI:s the thesis suggests following actions: <em>education, simplification of methods </em>and <em>increased feedback from the management.</em></p>