Mémoire (M.P.M.O.)--Université du Québec à Chicoutimi, 1996. / En tête du titre: Université du Québec, mémoire présenté à l'Université du Québec à Chicoutimi comme exigence partielle de la maîtrise en gestion des PMO. CaQCU Document électronique également accessible en format PDF. CaQCU

Thesis (M. Arch.)--University of Detroit Mercy, 2006. / "1 May 2006". Includes bibliographical references (p. 200-202).

Thesis (M.Arch.)-University of KwaZulu-Natal, Durban, 2008.

Thesis (Ph. D.)--West Virginia University, 1999. / Title from document title page. Document formatted into pages; contains x, 148 p. : ill. (some col.). Includes abstract. Includes bibliographical references (p. 120-131).

Thesis (M.Arch.)--University of Detroit Mercy, 2010. / Includes bibliographical references (p. 101-102).

Thesis--University of Chicago. / Includes bibliographical references (p. 244-251).

This study investigates the implementation of supermarket-based scheduling of parts at a South African exhaust manufacturing plant. The study firstly investigates the requirements the manufacturer had to contend with in ensuring a valuable contract was won. The nature of the contract is such that it warrants building of a new facility. The design of the facility and the manufacturing processes is of importance as some Lean techniques are employed during these early stages. The research takes the form of a case study and data is collected mainly through interviews with staff, but also from direct observations on the shop-floor. Interviews were conducted with: - key project leaders responsible for the original design and commissioning of the facility; - production managers and technical staff currently operating the plant; and - shop-floor personnel involved in daily production and logistics operations within the plant. The as-built facility and procedures are compared with literature found on the topic of Lean manufacturing. Various findings are recorded, both on conforming to and not conforming to typical Lean theory. Potential changes are suggested in the following areas: - a Pull strategy is proposed to coincide with the appointment of a so-called pacemaker station; - a pacemaker would need to be further supported by a production leveling strategy; - although quality delivered to the customer is reported as very high, potential improvements are still possible by introducing an "at source" approach to reduce rework; and - finally, a Total Productive Maintenance (TPM) program will serve to reduce downtime even further.

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No description available.

published_or_final_version / Business Administration / Master / Master of Business Administration