Abstract  Nowadays we travel much more than we did before, this is mainly due to how easy it has become to get to different places. Traveling took a break during the corona pandemic but  has now recovered a lot. Among these means of transport, we have cruise ships that are becoming increasingly common due to greater demand. The result of this is leading to more and larger ships with more passengers. Today, there are evacuation theories and analyzes on how an evacuation should be carried out to save as many lives as possible. However, these theories lack spatial communication to passengers which can have devastating consequences.The work is for the completion of a bachelor's degree in information design with a focus on spatial design. The purpose of the study was to study how the room can support an existing evacuation plan and how an evacuation system can be developed to lead people away from danger. The purpose is also about human spatial needs and how space can be developed to facilitate an evacuation.This was carried out in collaboration with Tallink Silja Line, which is the Baltic Sea's largest shipping company with its head office in Stockholm. Tallink works actively to improve safety on board its vessels. In order to get a clear picture of the problems and the passengers' needs, site analyzes, interviews, questionnaires & behavioral mappings have been carried out. These methods are then combined with theories of visual communication and crowd management to develop a design proposal that orients passengers when evacuating fire on cruise ships.Using theories from information design and human behavior, a wayshowing system has been built in order to increase the orientability of cruise ships. The system is built after site analysis on a specific ship but aims to work in a larger context.

Denna rapport utgår från en fallstudie på Jensen Sweden och syftar till att förkorta ledtiderna i verksamhetens produktion. Några av problemen som finns i verksamheten är återkommande materialbrist och att produktionen drivs av en subjektiv styrning. Beläggningen i produktionen är ojämn och olika avdelningar är resurseffektiva utan fokus på helheten.Ovanstående problem ger upphov till multitasking som har en rad negativa effekter och som dessutom genererar mycket produkter i arbete. Följden av detta blir långa ledtider och att upptäckten av produktionsavvikelser försvårars.Lösningarna som presenteras i rapporten syftar till att bryta ner takten för ingående produktionsmoment och en struktur tas fram för hur den dagliga styrningen kan bedrivas. Med hjälp av ett Gantt-schema visualiseras beläggningen i produktionen i förhållande till kapaciteten. Detta Gantt-schema visualiserar även den kritiska kedjan. Flexibla team införs för att balanserna kapaciteten och skapa en jämn beläggning mellan stationerna. En viktig parameter för att inte göra systemet för komplext är att minimera antalet order i produktionen. Företaget arbetar med kundspecifika projekt och metoderna som används i rapporten är tänkta att kunna appliceras på företag med liknande produktionsprocesser. / This report is based on a case study at Jensen Sweden and aims to shorten lead times in their production system. Some of the problems are recurring material shortages and that the production planning is driven by a subjective management. The stocking density in the production is uneven and different departments are resource efficient without any focus on the product flow as a whole.The above problems cause multitasking that has a number of negative effects and in addition generate a lot of work in progress. The effect will be long lead times which complicate the discovery of manufacturing deviations.The solutions presented in this report are aimed at breaking down the tact of the incoming production activities, further a structure on how to control the daily management is suggested. Using a Gantt-chart, the stocking density in production relative to the capacity is visualized. The Ganttchart also visualizes the critical chain. Flexible teams are introduced in order to balance the capacity and occupancy between the stations. An important parameter to decrease the complexity of the system is to minimize the number of orders in production. The company is working with customer-specific projects and the intention of the methods used in the report is that they should be to be applicable to companies with similar production processes.

A produção enxuta tem sido um dos principais paradigmas de gestão da produção implantados nas indústrias nos últimos tempos. Sua filosofia e ferramentas aplicam-se a muitos dos diversos tipos de sistemas produtivos. Um dos principais elementos é a busca pela estabilidade dos processos e operações, exigindo a aplicação do nivelamento da produção, como forma de programação nivelada e controle produtivo. Para que este nivelamento seja corretamente operacionalizado e efetivado, utiliza-se a gestão visual - característica dos sistemas enxutos. Com isso, a programação é evidenciada por meio do quadro de nivelamento - Heijunka box. Utilizando as referências encontradas na literatura e acrescentando-se o conhecimento gerado por meio de pesquisa-ação em um sistema produtivo particular, este trabalho apresenta um modelo de sistema de nivelamento da produção para um sistema híbrido de coordenação de ordens de produção. É também apresentada uma aplicação parcial deste sistema. / Lean production is one of the most famous production management paradigms being implemented in the industries recently. Its philosophy and tools shall apply to the most diverse types of production systems. One of its major components is the search for stability in the processes and operations, requiring the application of production leveling, as a programming base and production control. In order to have this leveling correctly used and effective, it is also used the visual management - characteristic of lean systems. This way, the scheduling is shown by the framework for smoothing Heijunka box. Using the references found in the literature and adding the knowledge built by the action-research in a particular productive system, this work shows a model of production leveling to a hybrid system for coordinating production orders. It is also shown a partial application of this system.

A gestão à vista possibilita a disponibilização da informação correta, no momento adequado e no formato mais conveniente. Apesar desta disponibilização de informação neste formato ter se mostrado tão importante no âmbito da gestão de operações, ainda não existe um Framework que especifique como conceber dispositivos visuais e como utilizá-los a fim de incorporá-los na rotina do dia-a-dia das empresas. Assim este estudo propõe um Framework de nove etapas para gerir dispositivos visuais, com aplicação em ambientes administrativos. O trabalho apresenta o Framework desenvolvido que é baseado nas quatro fases do ciclo PDCA e composto por nove etapas, as quais têm como principal objetivo garantir a concepção de dispositivos visuais que estejam alinhados com os objetivos operacionais da empresa e sejam eficazes na disponibilização e troca de informações no ambiente em que estão inseridos. A avaliação do Framework se deu em uma empresa do ramo da construção civil, especificamente em dois processos com viés administrativo. Com estas aplicações o Framework se mostrou eficaz para a concepção e operação de dispositivos visuais, sendo ele a principal contribuição teórica deste estudo. / Visual management facilitates information exchanging at the right time and in the most convenient format. Although this information availability has proved to be important in operations management, there is still no Framework that specifies how to design visual devices and how to use them in order to incorporate them into Companies day-to-day routine. Thus, this study proposes a nine-step Framework for managing visual devices, focusing on administrative environments. The study presents the developed Framework that is based on the PDCA cycle and consists of nine-steps, which have as main objective to guarantee the visual devices design aligned with the Company operational objectives and are effective in provide and exchange information in the environment in which they are inserted. The validation of this Framework occurred in a construction company, in two administrative processes particular. With these applications, the Framework proved to be effective for the design and operation of visual devices, being the Framework the main theoretical contribution of this study.

A comunicação por meio de dispositivos visuais tem tomado cada vez mais espaço na gestão na construção civil, tornando, assim, a gestão visual uma importante estratégia de comunicação de curto alcance com base na veiculação de informações de forma cognitivamente mais eficiente. Apesar do número crescente de práticas de gestão visual em empreendimentos de construção relatadas na literatura, a aplicação dessas práticas em canteiros de obras ainda é muito limitada. Além disso, pesquisas sobre o processo de elaboração e implementação de dispositivos de gestão visual são relativamente escassas. As contribuições teóricas mais recentes têm focado principalmente na definição de taxonomias para as práticas de gerenciamento visual existentes ou nos impactos de dispositivos visuais concebidos para propósitos específicos, tal como no planejamento e controle da produção. Além disto, a introdução de dispositivos visuais é muitas vezes vista como algo intuitivo e baseado no senso comum, sem considerar a demanda por informações de forma sistemática ou os modelos mentais de potenciais usuários. De fato, a produção de alguns dispositivos visuais requer uma grande quantidade de trabalho não-visual que não é devidamente reportado, sendo, muitas vezes, negligenciado por pesquisas sobre este tema O presente trabalho tem por objetivo desenvolver um modelo para concepção de dispositivos visuais considerando a necessidade de trabalho não-visual, sendo dado foco ao contexto da gestão da produção na construção civil. Design Science Research foi a abordagem metodológica adotada nesta investigação, a qual foi dividida em duas fases distintas. A Fase 1 consistiu na realização de cinco de caso breves, de caráter descritivo, em cinco empresas de outros setores que tinham boas práticas em gestão visual, e de um estudo empírico em um canteiro de obras, no qual foram implementadas melhorias em alguns dispositivos visuais. A Fase 2 contou com um estudo empírico de caráter descritivo em uma empresa construtora, abrangendo, além do canteiro de obras, os departamentos técnicos e gerenciais da empresa. Além do modelo proposto, as principais contribuições desta são: (a) o refinamento dos constructos relacionados à gestão visual na construção civil a partir de um contraponto entre o conhecimento já consolidado na área e o conhecimento explorado em outras áreas de pesquisa, tais como neurociência, ciências sociais e computação; (b) a definição de requisitos para dispositivos visuais na gestão do canteiro de obras; e (c) a formulação de diretrizes para concepção e implementação de dispositivos visuais na construção civil, que podem ser usadas como referência para empresas que pretendem desenvolver ou aperfeiçoar o gerenciamento visual para apoiar a gestão da produção. / Communication through visual devices has increased in construction management, thus making visual management an important short-range communication strategy based on the transmission of information in a cognitively more efficient way. Despite the increasing number of visual management practices in construction projects reported in the literature, the application of these practices in construction sites is still very limited. In addition, research into the process of designing and implementing visual management devices is relatively scarce. The most recent theoretical contributions have focused mainly on defining taxonomies for existing visual management practices or on the impacts of visual devices designed for specific purposes such as production planning and control. Moreover, the introduction of visual devices is often seen as something intuitive and based on common sense, without considering systematically the demand for information or the mental models of potential users. It should be noted that the designing of some visual devices requires a great deal of non-visual work that is often hidden, and is often neglected by research initiatives on this subject. The aim of this research work is to devise a model for conceiving visual devices considering the need for non-visual work, focusing on the context of production management in construction Design Science Research was the methodological approach adopted in this investigation, which was divided into two phases. Phase 1 consisted of five short case studies in five companies from other sectors, which had good practices in visual management, and one empirical study in a construction site, in which some improvements in visual devices were implemented. In Phase 2 a descriptive case study was carried out in a construction company, including not only visual management practices from construction sites, but also from technical and managerial departments of the organization. In addition to the proposed model, the main contributions of this investigation were: (a) the refinement of constructs related to visual management in construction, by confronting knowledge that is already consolidated in this field, and knowledge explored in other research areas, such as neuroscience, social sciences, and computing; (b) the definition of requirements for visual devices in the management of construction sites; and (c) the formulation of guidelines for the design and implementation of visual devices in construction, which could be used as a reference for companies that intend to develop or improve visual management systems for production management.

This thesis is one part of a lean project initiated by Luvata Sweden AB in Finspang casting department. The primary goal of that project is to increase the production efficiency, reduce costs and improve the quality of the copper coil. The aim of this thesis is to develop standardized work in casting department at Luvata Sweden AB Finspang. The research is based on lean thinking and organized in three steps. FIRST STEP: This step implies value stream mapping (VSM) of the current manufacturing process. VSM technique is applied in order to create an overview of the entirety production flow in a casting department, to visualize non-value added activities and to identify process wastes. SECOND STEP: By using lean tools as: Waste Management, SMED and Visual Management, thesis work intends to clean the production process. 7 Wastes or seven forms of Muda were studied at Luvata Finspang. The source of 5 wastes were identified and reduced/eliminated. SMED (single minute exchange of dies) analysis was carried out for a changeover during a casting montage in order to reduce the changeover time and streamline the montage process. Spaghetti diagram was applied particularly to inspect the best location for all montage materials, equipments and tools in a casting floor. Ensuring the efficient implementation of Waste Management and SMED practices Visual Management technique was used. This mean expresses the information about production process, its real-time status and results in a way that could be understood by operators in a shop floor. It is important to clean a production process before the standardized work can be developed, since the purpose of standardized work is to represent the best practice: method and sequence for each process. THIRD STEP: The last thesis step focuses on developing standardized work sheets as a steering tool for operators to follow the best practice while executing their tasks in each work center (melting, casting, rolling) and during the casting montage. The standardized work sheets are designed to show the approved way to perform the specific procedures and are expected to motivate operators to perform theirs job in the common way. That would consequently reduce high variation in operators performance. It would probably take several years before any reasonable improvements could be observed. However the developed standardized work sheets are already placed in the shop floor and successfully used by operators this is my small contribution to a big improvement project!

A implantação de um sistema de produção enxuta (PE) é complexa e requer ênfase na gestão das operações de manufatura, visto que as mesmas costumam concentrar parte substancial das perdas em um sistema produtivo. Esse trabalho relata o desenho de gestão do processo operacional na implantação do modelo enxuto na planta de uma empresa do ramo de autopeças de atuação global, na qual o uso da PE era uma política corporativa. Este desenho teve duas etapas marcantes: a transformação física de 5 linhas de produção em 55 células de manufatura; a criação de condições favoráveis à melhoria contínua, por meio do desenho do processo de gestão do processo operacional destas 55 células. Este trabalho se foca na segunda etapa, a de gestão do processo operacional e no detalhamento da estruturação deste, no qual um elemento chave foi o desenvolvimento das lideranças . As etapas seguidas, boas práticas usadas e dificuldades encontradas podem servir de referência para outras empresas envolvidas com a implantação da PE. / The implementation of a lean production system (LPE) is complex and requires emphasis on the operations manufacturing management, since the same focus often substantial losses in a productive system. This paper describes the design operating management process in an implementation lean model in a branch company plant from auto parts global operations, in which the use of the PE was a corporate policy. This design had two milestones: the physical transformation of 5 production lines in 55 manufacturing cells, the creation of conditions to continuous improvement through the managing process design of these cells 55. This paper focuses on the second stage, the management of the operational process and the details of this structuration, in which a key element was the development of leaders. The steps, best practices used and difficulties encountered can serve as a benchmark for other companies involved with the implementation of the LEP.

Byggbranschen är en tillverkningsindustri som skiljer sig från andra tillverkningsindustrier.Hårda krav på slutprodukten, tillfälliga fabriker och en varierande efterfrågan görbyggbranschen till en unik bransch. För att balansera alla intressenter och samtidigt tillgodosebefolkningen med tak över huvudet och en god infrastruktur ställs branschen inför många ochsvåra utmaningar.Likt alla tillverkningsindustrier så strävar även byggbranschen mot högre kvalitet. Högrekvalitet på produkten samt processen. Det visar sig att ökad kvalitet minskar totalkostnad, gerbättre arbetsmiljö samt är bättre för klimatet. För att erhålla högre kvalitet i verksamhetenanvänds olika typer av kvalitetsverktyg. I den här rapporten utreds hur visuell styrning, somkvalitetsverktyg, bidrar till ökad kvalitet och gemenskap.Visuell styrning handlar om att utnyttja människans visuella inlärningsförmåga och inteendast utnyttja den auditiva. Fenomenet finns runt oss hela tiden, t.ex. trafikskyltar, menyerpå restauranger, reklamskyltar osv. Men att på djupet granska och optimera verktyget för detavsedda ändamålet har visat sig ge goda effekter på arbetsmiljön, processen ochslutprodukten.Examensarbetet är uppbyggt av en litteraturstudie, intervjuer, enkäter och observationer.Syftet med arbetet är att ge en bild av den upplevda effekten av kvalitetsverktyget ochundersöka om det finns förbättringsområden.Utifrån resultatet används visuell styrning i mindre utsträckning vid mindre projekt menverktyget är uppskattat bland både yrkesarbetare och tjänstemän. Det konstateras dock atteffekterna av verktyget är ett resultat av engagemanget bakom användandet. Hälften avtjänstemännen önskar mer utbildning och stöd i visuell styrning men de poängterar också attanvändandet måste vara projektanpassat och att användaren hittar ett eget arbetssätt som dentrivs med. / The construction industry is a manufacturing industry that differs from other manufacturingindustries. Hard demands on the end product, temporary factories and varying demand makethe construction industry a unique industry. To balance all stakeholders while at the same timesupplying the people with roof over their heads and a good infrastructure, the industry facesmany and difficult challenges.Like all manufacturing industries, the construction industry is also aiming for higher quality.Higher quality of the product as well as the process. It turns out that increased quality reducestotal cost, provides better work environment and is better for the climate. In order to obtainhigher quality in the business, different types of quality tools are used. This report investigateshow visual management, such as quality tools, contributes to increased quality andcommunity.Visual management involves human visual learning ability and not only utilizing the auditory.The phenomenon is around us all the time, for example traffic signs, menus in restaurants,billboards, etc. However, in-depth review and optimization of the tool for the intendedpurpose has been shown to have a good impact on the work environment, process and endproduct.The project work is based on a literature study, interviews, questionnaires and observations.The purpose of the work is to provide a picture of the perceived effect of the quality tool andto investigate if there are improvement areas.Based on the results, visual control is used to a lesser extent in smaller projects, but the tool isappreciated by both officials and craftsman. However, it is noted that the effects of the toolare the result of the commitment behind the use. Half of the officials want more education andsupport in visual management, but they also point out that the use must be project-orientedand that they also find a custom way of working.

A implantação de um sistema de produção enxuta (PE) é complexa e requer ênfase na gestão das operações de manufatura, visto que as mesmas costumam concentrar parte substancial das perdas em um sistema produtivo. Esse trabalho relata o desenho de gestão do processo operacional na implantação do modelo enxuto na planta de uma empresa do ramo de autopeças de atuação global, na qual o uso da PE era uma política corporativa. Este desenho teve duas etapas marcantes: a transformação física de 5 linhas de produção em 55 células de manufatura; a criação de condições favoráveis à melhoria contínua, por meio do desenho do processo de gestão do processo operacional destas 55 células. Este trabalho se foca na segunda etapa, a de gestão do processo operacional e no detalhamento da estruturação deste, no qual um elemento chave foi o desenvolvimento das lideranças . As etapas seguidas, boas práticas usadas e dificuldades encontradas podem servir de referência para outras empresas envolvidas com a implantação da PE. / The implementation of a lean production system (LPE) is complex and requires emphasis on the operations manufacturing management, since the same focus often substantial losses in a productive system. This paper describes the design operating management process in an implementation lean model in a branch company plant from auto parts global operations, in which the use of the PE was a corporate policy. This design had two milestones: the physical transformation of 5 production lines in 55 manufacturing cells, the creation of conditions to continuous improvement through the managing process design of these cells 55. This paper focuses on the second stage, the management of the operational process and the details of this structuration, in which a key element was the development of leaders. The steps, best practices used and difficulties encountered can serve as a benchmark for other companies involved with the implementation of the LEP.

A gestão à vista possibilita a disponibilização da informação correta, no momento adequado e no formato mais conveniente. Apesar desta disponibilização de informação neste formato ter se mostrado tão importante no âmbito da gestão de operações, ainda não existe um Framework que especifique como conceber dispositivos visuais e como utilizá-los a fim de incorporá-los na rotina do dia-a-dia das empresas. Assim este estudo propõe um Framework de nove etapas para gerir dispositivos visuais, com aplicação em ambientes administrativos. O trabalho apresenta o Framework desenvolvido que é baseado nas quatro fases do ciclo PDCA e composto por nove etapas, as quais têm como principal objetivo garantir a concepção de dispositivos visuais que estejam alinhados com os objetivos operacionais da empresa e sejam eficazes na disponibilização e troca de informações no ambiente em que estão inseridos. A avaliação do Framework se deu em uma empresa do ramo da construção civil, especificamente em dois processos com viés administrativo. Com estas aplicações o Framework se mostrou eficaz para a concepção e operação de dispositivos visuais, sendo ele a principal contribuição teórica deste estudo. / Visual management facilitates information exchanging at the right time and in the most convenient format. Although this information availability has proved to be important in operations management, there is still no Framework that specifies how to design visual devices and how to use them in order to incorporate them into Companies day-to-day routine. Thus, this study proposes a nine-step Framework for managing visual devices, focusing on administrative environments. The study presents the developed Framework that is based on the PDCA cycle and consists of nine-steps, which have as main objective to guarantee the visual devices design aligned with the Company operational objectives and are effective in provide and exchange information in the environment in which they are inserted. The validation of this Framework occurred in a construction company, in two administrative processes particular. With these applications, the Framework proved to be effective for the design and operation of visual devices, being the Framework the main theoretical contribution of this study.