Diss. (sammanfattning) Uppsala : Univ., 2007. / Härtill 4 uppsatser.

<p><p>The company is currently in a stage of improvement and has therefore taken the help of students at School of Engineering, Jonkoping University. The current production is batch, production layout is fixed. A bottleneck is created after the first station which leads to large efficiency loss.  </p><p>The meaning of this report was to provide a layout suggestion with balanced workstations to a new production line. The conditions were that the production line would be one-way, driven by customers order and meet a demand of 40 products per week.  </p><p>In order to achieve a result, different methods and tools have been used, these have been time studies, video recording, case studies and interviews with assemblers and supervisor. Theoretical background has been helpful for the choice of methods and work implementation.  </p><p>The result of this work was a series of solutions based on the company’s strategy and the methods that has been used. Solution A uses three stations with the idea to create a suction through the flow and smooth line balancing. Solution B also had three stations with the basic concept to be able to adjust the number of stations. The number of stations can be selected when the demand change between two, three or six stations. The last Solution C meaning was to create a production line where the operations of the same character had their own place. This solution has five stations, creating a large efficiency loss.  </p><p>The conclusion is that Layout proposal B is best for the company. This is because it is the most flexible proposal when it is possible to adapt to a demand from 20- 100 products /week. Proposal for methods development and opportunities for improvement in production can be found in the conclusion and discussion. </p></p>

The company is currently in a stage of improvement and has therefore taken the help of students at School of Engineering, Jonkoping University. The current production is batch, production layout is fixed. A bottleneck is created after the first station which leads to large efficiency loss.   The meaning of this report was to provide a layout suggestion with balanced workstations to a new production line. The conditions were that the production line would be one-way, driven by customers order and meet a demand of 40 products per week.   In order to achieve a result, different methods and tools have been used, these have been time studies, video recording, case studies and interviews with assemblers and supervisor. Theoretical background has been helpful for the choice of methods and work implementation.   The result of this work was a series of solutions based on the company’s strategy and the methods that has been used. Solution A uses three stations with the idea to create a suction through the flow and smooth line balancing. Solution B also had three stations with the basic concept to be able to adjust the number of stations. The number of stations can be selected when the demand change between two, three or six stations. The last Solution C meaning was to create a production line where the operations of the same character had their own place. This solution has five stations, creating a large efficiency loss.   The conclusion is that Layout proposal B is best for the company. This is because it is the most flexible proposal when it is possible to adapt to a demand from 20- 100 products /week. Proposal for methods development and opportunities for improvement in production can be found in the conclusion and discussion.

In this paper I analyse the first use of work studies in Swedish hospitals, between 1944 and 1960. The overall purpose of the study is to increase the knowledge of how Taylorism was introduced in the Swedish welfare state. The operational purpose is to increase the knowledge of how tayloristicwork studies influenced the health service and its employees, and how the health service influenced the tayloristic methods and the engineers who conducted the work studies.In the early 1940s, the shortage of trained staff and raising costs became motivations for rationalising Swedish healthcare. The idea of using work studies as a method of rationalisation was driven by the state, in contrast both to early attempts in the US as well as when Taylorism was introduced in Swedish industry. This "push" from the state, rather than a "pull" from hospitals and the fact that only five engineers were working on work studies in the entire healthcare sector, are the reasons why work studies did not produce any measurable economic results. To be able to use work studies at the hospitals, the engineers made major changes to the original tayloristic methods. All movement studies were scrapped, and four out of ten rationalisation proposals were not based on traditional Taylorism. All groups, except doctors, were studied but a difference can be seen from 1955 when rationalisation proposals were directed only at the supportfunctions. The reason for this was that the engineers worked on behalf of the regional councils, which steered the engineers away from direct care and towards support functions such as laundry. The professional identity of Swedish engineers after the First World War focused on cooperation, neutrality, problem solving and fact-based decisions. The same professional identity can be seen for the engineers in the healthcare sector, who also actively used their professional identity as an argument why their work could contribute to the healthcare system and its rationalisation. After 1960, Taylorism gained more ground in Swedish healthcare and the work studies most likely played a role in this, but it was not until hospitals were more industrialised that Taylorism was widely disseminated in the healthcare sector. It is, therefore, hard to say that it was the work studies that led to the industrialisation of hospitals in Sweden.

The aim of this report is to analyse the use of the capacity at the CNC (computer numerical control) cutters and show how the level of set up time for these cutters at Stålöv AB. This assignment is concrete whereas there are no subjective questions to this matter and there are only cold figures presented. Production economy is getting more important as the competition hardens and there are several different ways to increase productivity and efficiency in a company. In order to increase productivity and efficiency work studies are used to, through an analysis, find developments in methods that result in improved work methods and to establish the time that are used. Increased production of different parts and customer driven production in combination with increased demands on rationalisation of capital have led to an enlarged interest for shorter set up times in the production. To point out the use of capacity and the set up time of the cutters at Stålöv AB we used frequency studies. Frequency studies are work measure methods based on random observations on predetermined events to calculate the relative occurrence of these events. The purpose is to present the objective cold figures that show the use of capacity for all machines and totally. The compilation of the seven CNC cutters shows that the use of capacity reaches 33 %. The lack of machine operators is the single largest reason, 45 % of the total use of capacity. The set up time reaches 6 % totally of the 36 hours of observation of the machines. The study of the separate CNC cutters shows that the result follows the result of the compilation of all machines; the main reason why the use of capacity is low depends on the lack of machine operators. This means that if the demand increases there will not be enough operators to meet this demand. If using SMED, the set up time percentage share of the total use of capacity are too large, but the production of prototypes that supplies great value to the company may justify the set up times. By using Total Productive Maintenance (TPM), based on the elimination of breakdowns and defective products, the stability in production and the use of capacity may increase.

<p>The aim of this report is to analyse the use of the capacity at the CNC (computer numerical control) cutters and show how the level of set up time for these cutters at Stålöv AB. This assignment is concrete whereas there are no subjective questions to this matter and there are only cold figures presented.</p><p>Production economy is getting more important as the competition hardens and there are several different ways to increase productivity and efficiency in a company. In order to increase productivity and efficiency work studies are used to, through an analysis, find developments in methods that result in improved work methods and to establish the time that are used. Increased production of different parts and customer driven production in combination with increased demands on rationalisation of capital have led to an enlarged interest for shorter set up times in the production.</p><p>To point out the use of capacity and the set up time of the cutters at Stålöv AB we used frequency studies. Frequency studies are work measure methods based on random observations on predetermined events to calculate the relative occurrence of these events. The purpose is to present the objective cold figures that show the use of capacity for all machines and totally.</p><p>The compilation of the seven CNC cutters shows that the use of capacity reaches 33 %. The lack of machine operators is the single largest reason, 45 % of the total use of capacity. The set up time reaches 6 % totally of the 36 hours of observation of the machines.</p><p>The study of the separate CNC cutters shows that the result follows the result of the compilation of all machines; the main reason why the use of capacity is low depends on the lack of machine operators. This means that if the demand increases there will not be enough operators to meet this demand.</p><p>If using SMED, the set up time percentage share of the total use of capacity are too large, but the production of prototypes that supplies great value to the company may justify the set up times.</p><p>By using Total Productive Maintenance (TPM), based on the elimination of breakdowns and defective products, the stability in production and the use of capacity may increase.</p>