Dissertação (Mestrado) - Universidade Federal de Santa Catarina, Centro Tecnologico / Made available in DSpace on 2016-01-08T21:42:13Z (GMT). No. of bitstreams: 1 108849.pdf: 2533552 bytes, checksum: 43aa439d393bafdd67216fa4c0cd57e4 (MD5) Previous issue date: 1997 / Em uma sociedade onde os consumidores estão cada vez mais exigindo por qualidade nos produtos e nos serviços, e com os mercados globalizados, dinâmicos e altamente competitivos, há uma crescente preocupação nas empresas não só em manter, mas em incrementar seu desempenho no que diz respeito a qualidade e produtividade. Devido a estes fatos, as filosofias japonesas de manufatura e administração, especialmente a Filosofia Just-in-Time (JIT), têm-se mostrado tão atrativas. O JIT é baseado no conceito de eliminação total das perdas do sistema produtivo através da estratégia de redução dos estoques. O sistema kanban age como a base do JIT, sendo a sua função direcionar a matéria prima somente quando necessário e na quantidade certa. Apesar do sistema kanban ser uma técnica simples, com a sua aplicação em diferentes situações nas quais as condições de operação da filosofia JIT não estejam plenamente concretizadas, gerou-se a necessidade de conhecer mais sobre como o sistema kanban se comporta e como pode ser otimizado na planta fabril. Assim, para que se possa obter os beneficios da utilização do kanban, o ajuste e compreensão do funcionamento do sistema kanbans é essencial. Considerando os aspectos mencionados, tem-se como objetivo deste trabalho desenvolver uma metodologia para o ajuste dos parâmetros do sistema kanban que proporcione melhores condições de operação de acordo com as metas do JIT. Objetiva-se também analisar como os parâmetros do sistema kanban influenciam no comportamento do sistema produtivo, e quais as penalidades ao sistema kanban caso as condições de operação do JIT estejam abaixo do ideal.

Intention of this work is to introdukce ideas of lean enterprise in general but also on concrete example of company BENTELER, ČR s.r.o. and take a think on influences and difficulties. Dissertation is divided into theoretical part which describing basic methods and principles of lean enterprise and practical part. In practical part I am introducing company BENTELER, ČR s.r.o. and actions to establish lean production on concrete example in plant Chrastava.

M. Tech. Business Administration / The study focuses on the implementation of "Just-In-Time" (JIT) at Sabertek. JIT is a system aimed at manufacturing and supplying only the goods needed, when needed, and in the exact quantities needed, instantaneously, with perfect quality and minimum waste. The implementation of JIT principles at a South African manufacturing firm was investigated. Various methods and results from previous JIT implementations are being discussed and an overview of the latest developments is given. This study further contains a survey on the susceptibility of a South African manufacturing firm to JIT implementation. The purpose of the study is to verify the financial impact on a company's performance through waste reduction by implementing the JIT principle. The focus of the study is to compare the profit derived from a company's production line and the decrease of waste in a JIT line, to that of a non - JIT line.

published_or_final_version / Industrial and Manufacturing Systems Engineering / Doctoral / Doctor of Philosophy

Setup time reduction Is an essential activity used to prepare the facility for just-in-time (JIT) manufacturing; the aim oZ which Is to assist In meeting the desirable manufacturing requirements of delivering low cost quality products on time. (20) The Japanese have shown that setup reduction eliminates the need for setup skills and producing In large or "economic" lot sizes. (1 ) It is usually the case that preparation and adjustments, which usually account for 95% of the setup time, can be externalised or eliminated. (1) The overall production process should be examined before setup times are reduced on existing equipment. (2) Considerations Include group technology, setup sequencing, dedicated machines identifying bottlenecks (stated by OPT) and the 80/20 rule. A training programme should be initiated where setup reduction teams, consisting of production operators, setters, foremen line supervisors and production engineers, are educated in JIT manufacturing, the changing business environment and recording and analysis methods. (31) A theoretical approach to setup reduction has been formulated by Shlgeo Shlngo. (1) During the preliminary stage Internal and external setup are not distinguished, therefore this stage involves a work/time study of the existing setup and activity categorisation. From this, potential externallsatlon or elimination of setup operations can be determined. The first stage of setup reduction involves separating internal and external operations. During this stage tooling organisation and pre-preperation activities are converted to external operations. The second stage of setup reduction involves converting internal to external setup. A simple Pareto analysis is conducted to determine time consuming activities, which are then tackled first. This stage includes equipment modification, standardisation of procedures, parallel operations and elimination of adjustments. The third stage involves streamlining setup operations by improving operations and initiating setup practise sessions. All ideas should be documented and implemented immediately. Setups should be kept in mind when buying new equipment, however it is usually more beneficial to modify existing equipment in-house. (4) Setup reduction costs are low at first for large time reductions, but costs become high yielding small returns during the final stages of the programme. (31) It may be beneficial to introduce an incentive scheme where members of setup teams receive recognition and a financial reward for implemented ideas. (34) A setup reduction programme was implemented at Viro Looks, the aim of which was to illustrate the theoretical approach to setup reduction. Setups were reduced here on a transfer machine by 67%, 60% time savings being achieved at low/no cost. A survey was performed involving 18 leading JIT companies, where it was found that the majority (14 companies) have initiated a setup reduction programme. However many of these companies have only limited experience in setup reduction and, according to the survey, require 4-6 years to reach the final stages of setup reduction.

This thesis examines how worker consent is achieved in two Japanese owned Multi National Companies (MNC) based in the North East of England: Nissan Motor Manufacturer UK and its part owned supplier company Ikeda Hoover Ltd. These companies have adopted lean, flexible work practices which proponents claim constitute a reversal of Taylorist work methods as workers are able to participate in the attainment of corporate goals. The adoption of such practices, it is claimed, will lead to a fundamental alteration in British industrial relations as worker hostility to management demands will be reduced as workers are able to 'make their own change'. This research illustrates that while Multi National companies select environments best suited to the attainment of worker consent, it cannot be assumed that the advantages they gain will be shared by component suppliers which seek to operate a Just in Time (JIT) production system through close proximity. Secondly, while large manufacturers operating JIT choose supplier companies which adopt practices similar to their own, it cannot be assumed that similarity can be maintained. This research illustrates that JIT increases pressure on suppliers and that affects work process, management style, industrial relations and worker consent within the supplier company. I will examine how through an examination of the subjective responses of workers to the political and economic environment, to employment security, to self identity, to the labour process and management style. an understanding of worker consent or resistance to self subordination can be established. Failure to discover the meanings workers attach to actions can lead to an overestimation of the genuine level of commitment to corporate goals and a failure to appreciate the heterogeneity of workers perspectives and responses and strategies. Worker consent is dependent on the legitimacy of claims that flexible, lean working practices can provide employment security.

The Volvo Trucks plant in Umeå is a highy complex manufacturing facility where the same production line handles a variety of different models. This require flexible and agile processes with high quality standards. This thesis studies the flow of material through a production line and how Volvo can use their existing manufacturing monitoring system to optimize the flow of materials. The goal with the thesis is to identify eventual problems with the flow of materials and to deliver a few proposals on how the production line can improve its productivity. The theory of LEAN, Just-In-Time and Supply Chain Management serves as the scientific reference to this project. By analyzing the flow of material, performing interviews and observing the processes a few problems are identified. The problems are analyzed and some improvements are proposed along with recommendations for further investigation.

Thesis (M.S.)--West Virginia University, 1999. / Title from document title page. Document formatted into pages; contains x, 156 p. : ill. Vita. Includes abstract. Includes bibliographical references (p. 100-106).

Thesis (Ph. D.)--University of Hong Kong, 1992.

Thesis (doctoral)--Osaka City University, 1993. / Text in English with survey material in Japanese. Includes bibliographical references (leaves 282-291).