Autoliv koncernen är ett högteknologiskt globalt företag med ca 42 000 anställda i 32länder världen över. Företagets vision är att drastiskt reducera trafikolyckor, trafikskadoroch olyckor med dödlig utgång. Examensarbetet utfördes på koncernens dotterbolagAutoliv Sverige AB i Vårgårda (ALS) med syftet att hitta förbättringar, som germöjligheter till en effektivare godsmottagning och utökad kapacitetsutnyttjande. ALSproducerar i huvudsak airbags och specialkomponenter och har ca 1000 anställda.Examensarbetet inleddes med en förundersökning på godsmottagningen. De metoder somanvändes har varit intervjuer, enkäter och andra uppföljningsblanketter. Enkätsvaren ochanalyserna gav information om de problem, som påverkar materialflödet pågodsmottagningen och vilka veckodagar som arbetsbelastningen var extra tungt ochstressigt. Dessutom genomfördes också transportanalys avseende inleveransfönster för attstämma av hur väl leverantörer och transportörer följer dessa.Resultatet av förundersökningen presenterades företagets referensgrupp för att besluta omexamensarbetets fortsatta inriktning. Gruppen beslutade att den fortsatta analysen skullefokusera på de svenska leverantörerna och de tre slingrutterna i Sverige. Analysenbekräftade att slingbilarna i dagsläget inte utnyttjas optimalt och har således outnyttjadkapacitet kvar, som varierar mellan 1/3 och 2/3 av lastutrymmet. Företaget kommer attarbeta vidare med optimeringsfrågan och i möjligaste mån komplettera med flera svenskaleverantörer och finslipa transportsträckorna efter att examensarbetet avslutats, vilketkommer med stor sannolikhet att resultera i kostnadsbesparingar.I samband med analys av godsmottagningen konstaterades behovet av att generelltförbättra medarbetarnas förstående för orsak och verkan av sitt handlande så att alla kanse verksamheten i ett bredare perspektiv. Det kan exempelvis handla om att förstå vilkakonsekvenser en bristfällig upphandling kan innebära för godsmottagning ochproduktionen. Organisationen är ett team där alla ska arbeta mot ett gemensamt mål ochförsöka förstå varandras arbetssätt, processer och arbetssituation. Ledning, styrning ochuppföljning är viktigt för att bland annat kunna se hur leverantörssamarbetet fungerar.Företaget har utomordentligt bra dokumentation i form av standarder hur samarbetet skase ut, men frågan är hur väl regelverket efterlevs i verkligheten.Författaren rekommenderar att ALS fullföljer uppföljning av leverantörssamarbetet ochåtgärdar de affärsrelationer som inte är tillfredsställande. Trimning av leveransfönster ärockså en möjlighet för att kunna skapa ett jämnare materialflöde, vilket dock måsteharmonisera med produktionens JIT-filosofi (Just In Time). I samband med denna analysrekommenderas också en genomgång av eventuella justeringsbehov av bemanningen pågodsmottagningen. Optimering av slingbilarna är nödvändigt för att kunna uppnåkostnadsbesparingar dels genom att upprätta mer effektiva transportsträckor och delsgenom att maximera lastvolymer genom att i möjligaste mån komplettera med flersvenska leverantörer.

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A medium size manufacturing company spends about half of their revenues on purchases. This has recently contributed to that procurement gained a more significant role as it is important to minimize cost in order to remain a profitable and competitive company. Time is of great importance in order to gain competitive advantages in today's market. Lead time should be short and businesses have to be able to respond to customers' requests and needs at the right time. For a company to deliver to their clients’ needs on-time, reliable suppliers are of the highest importance.If a selected supplier does not deliver on time to the company. It could come to affect the company's end customers by delays and possibly lead to large costs for the company. Delays in return could lead to dissatisfied customers. Delivery service should be measured in a supply chain. The supply chain contains of six key areas which are delivery time, delivery reliability, delivery precision, service, information and flexibility. One of the most common indicators to measure delivery service is delivery precision. Delivery precision is defined as a measure of the delivery if an order takes place on the agreed date of delivery. It is also important that the correct quantity is delivered.The purpose of this study is to identify the reasons for shortcomings in delivery service and provide suggestions for improving the measurement methods of the incoming delivery service. In order to improve delivery service the current situation should be mapped with measuring points. This is to determine where the problem in the inbound logistics can occur and where the biggest problems are today. A case study has been conducted on Alimak Hek to examine how companies generally can deal with different problems and different ways of measuring delivery service.Data collection in form of interviews, observations and data collection the business system have been conducted from different measuring points at Alimak Hek and its suppliers to create an understanding of where problem areas in the inbound logistics can be, and how delivery service can occur measured. To identify different ways to measure delivery service and to increase the understanding of the subject recent literature, journals and articles have been studied. Thirty four suppliers to Alimak Hek have been the basis for the study.Results from the study show that Alimak Hek had a number of different reasons for late deliveries from suppliers, reasons such as: unconfirmed delivery date, intake of transport, the order is not executed in accordance with the lead time, transport time varies, receiving and transport time is included in delivery performance measurement. Some of the reasons have been measured quantitatively in order to find out how much they have influenced the delivery service, while others only can be carried out in a qualitative way. Regarding delivery service the suppliers should be measured with regard to its terms of delivery, goods receipt is to be measured by its own performance measurement. The recommended measurement of the delivery service is made by measuring delivery precision, flexibility and quality. / <p>Validerat; 20160826 (global_studentproject_submitter)</p>

Atlas Copco Craelius har vid årsskiftet 2011-2012 genomfört en flytt av större delar avlagret då en ökad produktion med tiden har medfört att lagret blivit för litet.Hanteringen av ankommande gods och plock av artiklar till monteringen har inteutvecklats i samma takt som företaget och är därför i behov av modernisering. Idagsläget placeras allt ankommande gods på gården och registrerades sedan i turordningi affärssystemet Movex. Detta sätt att arbeta medför att då det kommer stora volymerankommande gods tar det lång tid innan allt registreras. Atlas Copco Craelius har pgaav detta arbetssätt ingen möjlighet att veta vilka artiklar som finns bland det gods somblir stående i väntan på att läggas in i lager och registreras. Därför vill Atlas CopcoCraelius ta fram ett nytt arbetssätt som gör det möjligt att veta vad som har kommit såfort som möjligt för att sedan kunna lagerlägga och registrera i turordning.På grund av sättet som lagret har arbetat har det inte funnits några möjligheter att mätahur lång tid det tar att lägga in ankommande gods eller hur lång tid det tar från att ettplock kommer ut till lagret tills det att plocket levereras till monteringen. Atlas CopcoCraelius är därför i behov av att implementera nya arbetssätt som gör det möjligt attinför KPI:er (Key Performance Indicator) .Arbetet är fokuserat på att förbättra flödet genom lagret till produktionen genom att tafram nya arbetssätt och KPI:er för godsmottagningen och produktionsteknikerna somansvarar för plocken samt för plockarna. Arbetet har delats in i tre faser för att skapa entydlig struktur. Dessa faser är dokumentation av nuläget, benchmarking med andraföretag samt framtagning av nya arbetssätt och KPI:er.När dokumentationen i första fasen blivit klar och därmed kan fungera som en bas förbenchmarking utfördes studiebesök och dokumentering på två andra företag för attkunna undersöka vilka områden som var i behov av förbättring genom benchmarking.Denna benchmarking ligger sedan tillsammans med idéer och önskemål från anställdatill grund för utformandet av de nya arbetsrutinerna som denna rapport presenterar.

Företaget i denna studie bedriver en lagerverksamhet åt ett detaljhandelsföretag och är i dagsläget i enexpansionsfas då detaljhandelsföretaget öppnar upp nya butiker. Företaget planerar för ett nytt lager iframtiden men fram tills att ett nytt lager står klart ställer det tillfälligt högre krav på de nuvarandefem lager företaget förfogar över. Eftersom driftchefen upplever att containerlossningarna tar för långtid att utföra genomfördes denna studie i syfte ge underlag för företaget att kunna korta nerlossningstiderna för containrarna. Målet för studien var att utreda förbättringsmöjligheter pålossningsprocesserna samt kostnadsskillnaden mellan olika containerlossningar.Företagets godsmottagning har kartlagts genom en fallstudie som baserades på intervjuer ochobservationer. Kartläggningen visar bland annat att godsmottagningen har åtta portar för inkommandegods och att fem av dem är utrustade med transportband. Det framgick också att företaget användertvå olika lossningsprocesser. Den ena används i portar med transportband och den andra i portar utantransportband (öppna portar). Tidsstudier genomfördes på båda lossningsprocesserna på åtta olikacontainrar, för att bland annat studera hur lossningstiderna för olika containrar skiljer sig åt.Tidsstudierna genomfördes också för att studera hur utförandetiden för de olika aktiviteterna ilossningsprocessen påverkas av containrarnas innehåll.Efter tidsstudierna har kostnaderna för containerlossningarna beräknats. Resultaten visar attkostnaderna varierade mellan de olika containrarna och att det kostade företaget mellan 1 258 kr och5 453 kr. Kostnaderna för containerlossningarna delades även upp och studerades på lägre nivåer, detvill säga kostnad per färdigställd europapall samt kostnad per låda som lossades. Analysen avresultaten visar att containerlossningarna vid öppna portar generellt är billigare för företaget dålossningsprocessen kräver mindre ompackning och färre godsmottagare, trots att de innehöll fler ochtyngre lådor.I kombination med analysen av tidsstudierna, intervjuerna, observationerna och kartläggningen har sjuproblemområden för lossningsprocesserna identifierats. Dessa är hur lådorna är packade icontainrarna, fyllnadsgraden i containrarna, informationen om antal lådor på europapall, platsbrist,olika arbetsstrategier, placering av plastmaskiner samt de planerade lossningstiderna. Effekterna avdessa problemområden är bland annat att godsmottagarna behöver spendera onödig tid på att leta,sortera och packa om lådor samt att de vid olika tillfällen blir stillastående.För att åtgärda problemområdena rekommenderades företaget till att genomföra olika förändringar.Främsta rekommendationen var att företaget skulle fokusera på att förbättra samarbetet medleverantörerna för att kunna få mer information och påverka hur lådorna packas i containrarna.Anledningen till rekommendationen var att många av de problemområden som identifierades kanundvikas genom det förbättrade samarbetet med leverantörerna. Vidare rekommenderades företagettill att implementera ett standardiserat arbetssätt samt undersöka möjligheten till att flyttaplastmaskinerna för att minska onödiga aktiviteter samt minska körsträckorna. Företagetrekommenderades även till att se över containerlistorna så att informationen alltid stämmer överensmed företagets system samt att skapa ett artikelregister så att godsmottagarna vet antalet lådor och hurde ska packas på europapallarna. / The company in this study stocks products for a retail company and is currently in an expansion phaseas the retail company opens new stores. The company plans for a new warehouse in the future, butuntil a new warehouse is built and the current five warehouses the company is operating must copewith the increased demand. The operation manager thinks that the container unloading takes too long,therefore, the purpose of this study was to provide the company with basis to shorten the unloadingtimes. In this study, we aimed to investigate the potential for improvement in the unloading processesand the cost difference between different container unloading’s.The company's goods reception has been mapped through a case study, which was based oninterviews and observations. The mapping shows that the goods reception has eight ports, and five ofthem are equipped with conveyor belts. The company also uses two different unloading processes.One unloading process in ports with conveyor belts and the other in ports without conveyor belts(open ports). Time studies were conducted on both unloading processes on eight different containers,to include, among other things, how the unloading times for different containers differ. The timestudies were also conducted to study how various activities in the unloading process was affected bythe contents of the containers.After the time studies, the costs for unloading the containers have been calculated. The results showthat the costs vary between the different containers. The cost was 1 258 SEK at the lowest and 5 453SEK at the highest. The study also included the cost per completed Euro-pallet and the cost per boxthat was unloaded. Analysis of results shows that containers unloaded at open ports are generallycheaper for companies as the unloading process requires less repackaging and fewer workers, eventhough the containers contained more and heavier boxes.With analyses of the time studies, interviews, observations, and mapping, seven problem areas for theunloading processes were identified, which are how the boxes are packed in the containers, the degreeof filling in the containers, information about the number of boxes on Euro-pallets, lack of space at thegoods receiving area, different work strategies, placement of plastic machines, and planned unloadingtimes. The effects of these problem areas are that the workers must spend unnecessary time searching,sorting, and repackaging the boxes and that workers are stationary on various occasions.To address the problem areas, we recommended the company to implement various changes. The firstrecommendation was that the company should focus on improving the collaboration with the suppliersto be able to get more information and influence how the suppliers pack the boxes in the containers. Itis also the main recommendation for the company because many of the identified problem areas thecompany can avoid by improved collaboration with the suppliers. Also, the company wasrecommended to implement a standardized working method and investigate the possibilities formoving plastic machines to reduce unnecessary activities and driving distance. The company was alsorecommended to check the container lists so that the information always matches with the companysystem and to create an article register so that the workers know the number of boxes and how to packthem in the Euro-pallets.

<p>This master thesis was carried out at ELFA, one of the largest catalogue distributors of electronics in northern Europe. ELFA offers a wide selection of products such as measuring instruments, fuses and screwdrivers. </p><p>The master thesis handles the possibilities of an increase in the internal flow of products. The background to this problem is ELFA’s acquisition of two new companies, which brought the product range in the warehouse from 55 000 to 80 000 products. This increase brought a bigger flow through all the functions of the company. To be able to keep the expense at today’s level, an increase in capacity was wished for, without any increase in workforce, which resulted in that the efficiency had to increase. While mapping the flow, the function for unpacking and registering of the goods was discovered to be the bottleneck of the flow and therefore focus was set on this part for a deeper mapping. The goods deliveries to ELFA are uneven, not only between days but also during the hours of the day. This causes problem when there during some periods are overcapacity and during other are there not enough capacity to be able to keep the goals that are set. Making better use of the available capacity in the unpacking function is thus necessary. It is therefore important to even out the flow. </p><p>The analysis of the bottleneck resulted in a couple of proposals for improvement. These include higher demands on suppliers and proposals for a better use of the capacity in the bottleneck. The higher demands on suppliers mainly address their packing and marking of their products. To that comes demands on suppliers to deliver in a smaller delivery window and more accurate deliveries in time. The suggestions for even out the flow mainly consist of making the selection process of products with shortage better to be able to make a separate buffer for these products. These would then be taken care of before the products without a shortage. The other buffer, with products without a shortage, would fill the purpose of even out the flow. In addition, other smaller proposals have also been presented in the purpose of increasing the capacity. If the proposals that have been presented are carried out in full, the writers believe that a significant increase in the capacity is possible and will solve the problems that today limits ELFA in their work.</p>

This master thesis was carried out at ELFA, one of the largest catalogue distributors of electronics in northern Europe. ELFA offers a wide selection of products such as measuring instruments, fuses and screwdrivers. The master thesis handles the possibilities of an increase in the internal flow of products. The background to this problem is ELFA’s acquisition of two new companies, which brought the product range in the warehouse from 55 000 to 80 000 products. This increase brought a bigger flow through all the functions of the company. To be able to keep the expense at today’s level, an increase in capacity was wished for, without any increase in workforce, which resulted in that the efficiency had to increase. While mapping the flow, the function for unpacking and registering of the goods was discovered to be the bottleneck of the flow and therefore focus was set on this part for a deeper mapping. The goods deliveries to ELFA are uneven, not only between days but also during the hours of the day. This causes problem when there during some periods are overcapacity and during other are there not enough capacity to be able to keep the goals that are set. Making better use of the available capacity in the unpacking function is thus necessary. It is therefore important to even out the flow. The analysis of the bottleneck resulted in a couple of proposals for improvement. These include higher demands on suppliers and proposals for a better use of the capacity in the bottleneck. The higher demands on suppliers mainly address their packing and marking of their products. To that comes demands on suppliers to deliver in a smaller delivery window and more accurate deliveries in time. The suggestions for even out the flow mainly consist of making the selection process of products with shortage better to be able to make a separate buffer for these products. These would then be taken care of before the products without a shortage. The other buffer, with products without a shortage, would fill the purpose of even out the flow. In addition, other smaller proposals have also been presented in the purpose of increasing the capacity. If the proposals that have been presented are carried out in full, the writers believe that a significant increase in the capacity is possible and will solve the problems that today limits ELFA in their work.

The aim of this report is to investigate how the work handling at the department for arriving goods at EFG in Tranås is working, as well as how it could be improved and made more effective. EFG is a corporation who process and sell office furniture. The company is working with a project concerning delivery precision, the subject is therefore particularly interesting from the perspective of delivery accuracy. The number of orders has increased notably during the fall of 2005 and the spring of 2006. This has led to new demands at the department for arriving goods and the topic is as a result of that important also from this point of view. Interviews and investigations have been conducted at location since no written material earlier has been made in the topic. A description of the main flows at the department and how they are being handled has been the results of those investigations. The amount of material arriving is to great to be handled without problems. Large quantities are received in intervals in the current situation. Those quantities demands storage which are impossible to house in the existing storerooms in the building. The goods must be moved several times and the handling becomes unnecessarily inconvenient. It is impossible to carry out the quality controls in a fashionable manner as a result of this, simply as there is no time for it, which may lead to faults ad problems further on in the refinement process. The result of the analysis shows that a combination of measures could be appropriate to prevent this. The measures include the introduction of a new identification system to make the registration of goods easier and faster. It is also recommended to buy the goods loaded on EUR-pallets, which means that no reloading will be necessary. Finally EFG is proposed to increase their cooperation with their suppliers and order smaller and more frequent deliveries.

<p>The aim of this report is to investigate how the work handling at the department for arriving goods at EFG in Tranås is working, as well as how it could be improved and made more effective. EFG is a corporation who process and sell office furniture. The company is working with a project concerning delivery precision, the subject is therefore particularly interesting from the perspective of delivery accuracy. The number of orders has increased notably during the fall of 2005 and the spring of 2006. This has led to new demands at the department for arriving goods and the topic is as a result of that important also from this point of view.</p><p>Interviews and investigations have been conducted at location since no written material earlier has been made in the topic. A description of the main flows at the department and how they are being handled has been the results of those investigations. The amount of material arriving is to great to be handled without problems. Large quantities are received in intervals in the current situation. Those quantities demands storage which are impossible to house in the existing storerooms in the building. The goods must be moved several times and the handling becomes unnecessarily inconvenient. It is impossible to carry out the quality controls in a fashionable manner as a result of this, simply as there is no time for it, which may lead to faults ad problems further on in the refinement process. The result of the analysis shows that a combination of measures could be appropriate to prevent this. The measures include the introduction of a new identification system to make the registration of goods easier and faster. It is also recommended to buy the goods loaded on EUR-pallets, which means that no reloading will be necessary. Finally EFG is proposed to increase their cooperation with their suppliers and order smaller and more frequent deliveries.</p>