• Refine Query
  • Source
  • Publication year
  • to
  • Language
  • 68
  • 53
  • 31
  • 21
  • 11
  • 7
  • 5
  • 2
  • 1
  • 1
  • 1
  • 1
  • 1
  • Tagged with
  • 211
  • 132
  • 56
  • 52
  • 40
  • 37
  • 37
  • 32
  • 26
  • 25
  • 24
  • 23
  • 21
  • 20
  • 19
  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
11

Från idé till verklighet - Framgångsfaktorer för implementering av kaizen-förbättringar : En kvalitativ fallstudie på Scania AB / From idea to reality - Successfactors for the implementation of kaizen-improvements : ​A qualitative case study at Scania AB

Lilja, Nellie, Kormos Bremberg, Isabella, Hesselbom, Frida January 2020 (has links)
Background and problems: ​In a market with increased competitiveness, it's important for companies to achieve superior performance. Thus by being quick at meeting new market conditions and customer needs. To achieve superiority, kaizen is a suitable tool to use. The kaizen-philosophy comprises to constantly make improvements in everyday work and require commitment from all parties in a company. Some improvements work advantageously occasionally while others give good and long lasting effects. It may be difficult for organizations to maintain the results of kaizen improvements and the effects may diminish some time after implementation. Generally for companies that work according to the philosophy is that some improvements are implemented without adequate guidance and resources. This results in frustration since the improvements do not remain successful. Whether a kaizen-improvement implementation is successful has many influencing factors. In order to investigate this problem, Scania has been studied in regard of the company's good experience in applying the kaizen-philosophy. Previous research and literature have been investigated in order to support and analyze the topic. Thus, this study's research question is "What factors affect success and survival in implementation of a kaizen-improvement?". 5 Purpose:​ The purpose with this case study is to create a profound understanding of underlying factors which are critical for implementing kaizen-improvements and its further survival. Thus to understand what characterizes an successful implementation of kaizen-improvements. By successful kaizen improvement is meant an improvement that is standardized and becomes a beneficial part of the company. Method: ​This thesis is based on a qualitative research strategy. The research design is a single case study with semi-structured interviews as a method for the empirical material that has been collected. Conclusion: ​In the implementation process ten successfactors were identified in three different areas where Scania experienced difficulties with kaizen. In the first area, difficulties were due to cheating in the preparation stage. Here, the following successfactors were identified: An accurate and favourable current situation analysis, communication of the current situation and a good competence assessment. The second area was due to difficulties in implementing new working methods. Here, the following successfactors were identified: Communication of goals, employee training and favourable follow-up. The last area was due to difficulties in motivation employees. Here, the following successfactors were identified: Commitment and participation, responsibility, avoiding guilt and good leadership.
12

Aplicação da técnica de eventos Kaizen na implantação de produção enxuta: estudo de casos em uma empresa de autopeças / Application of the Kaizen events technique to implement lean production: case study in an auto parts company

Reali, Luiz Paulo Penalva 06 October 2006 (has links)
As estratégias para tornar as empresas mais competitivas apontam para a necessidade de redução de custos de produção e melhoria da qualidade dos produtos. Nesta direção o trabalho apresentado visa a incorporação dos princípios Lean de como diminuir os custos de produção e melhorar a qualidade dos produtos baseada na utilização dos elementos da manufatura enxuta através da técnica de eventos Kaizen. O uso isolado de ferramentas como o mapa de fluxo de valor fornece direção clara do que melhorar e possibilita enxergar o todo. Porém, ela não dá a receita de como transformar ou como fazer com que as pessoas contribuam para atingir os estados futuros. Existe a necessidade de transformar os processos e, também, as pessoas que neles trabalham. É preciso dar poder às pessoas para contribuir. A técnica de eventos Kaizen preconiza o comprometimento das pessoas e em muitos casos tem início de forma rápida e positiva, mas em pouco tempo as pessoas envolvidas esmorecem, pois os resultados na forma de lucros e melhoria substancial da qualidade não aparecem. Os eventos são realizados de forma isolada com utilização dos recursos em situações que aparentemente não são os pontos críticos do sistema. Em outras situações, as ferramentas aplicadas nos eventos não estão claramente entendidas pelos participantes e não conseguem resolver o problema focado. Por fim, nos eventos eficazes, os resultados não são sustentados por falta de acompanhamento das ações implantadas, ou mesmo, dos indicadores relacionados ao desempenho da área. Neste panorama, após uma revisão teórica dos principais elementos que levam uma organização a tornar-se Lean, o trabalho busca verificar se fatores como processo decisório de onde aplicar a técnica, assim como, os indicadores de monitoramento implicam na eficácia e sustentação dos resultados dos eventos. A verificação foi realizada através da análise e estudo de uma seqüência de eventos realizados de 2002 a 2005 na unidade escolhida, gerando algumas recomendações para se melhorar o processo decisório baseando-se em indicadores financeiros relevantes e um diagnóstico da área avaliada. / The strategies to transform companies more competitive direct to enhance the regional market, production cost reduction and quality improvement. It is clear the necessity of studying effective ways to accomplish these targets. In this direction this dissertation intend to study a technique that reduces the production costs and improve the quality levels based on the implementation of lean concepts through a Kaizen events technique. The isolated use of tools like value stream mapping gives a clear view of the whole picture but does not give the direction of how implement the future state and more important make the people committed allowing them contribute for the change. There is a need for change the process as well as the people. To accomplish this, the Kaizen technique can help or not depending how it is implemented. At first the technique really stimulates people to participate and get involved but soon the events do not give the expected results and the people involvement decrease. The events are realized in areas not relevant and the events are not sustained due to lack of monitoring process. In this scenario after a theory review of the lean journey, the dissertation verified if factors such as decision process on where to apply the technique and how to measure the improvement reached influence on the effectiveness and sustainability of the events’ results. It ended up with recommendations of a decision process based on financials metrics and a lean diagnosis of the evaluated area in order to really identify the business problem as well as the priority to address it solution.
13

Desenvolvimento de um modelo de análise e projeto de layout industrial, em ambientes de alta variedade de peças, orientado para a Produção Enxuta / Development of a model to analyze and design lean manufacturing oriented industrial layout

Silva, Alessandro Lucas da 08 September 2009 (has links)
Este trabalho busca apresentar um modelo de análise e projeto de layout industrial para empresas que estão implantando ou já implantaram os conceitos da Produção Enxuta. O modelo desenvolvido foca empresas de manufatura discreta em ambientes com uma alta variedade de produtos. O desenvolvimento do modelo foi elaborado com base na literatura técnica e na experiência prática em projetos de layouts desenvolvidos em diversas empresas. O objetivo principal desse trabalho foi desenvolver um modelo de fácil utilização que auxilie as pessoas envolvidas no projeto do arranjo físico. Esse modelo concebido utiliza ferramentas e conceitos da Produção Enxuta para analisar e projetar o novo layout, e como tal, não considera o layout como uma variável independente no sistema produtivo. Fatores como gestão visual, qualidade, fluxo contínuo, complexidade de programação da produção, entre outros, foram levados em consideração na construção do modelo. Este também incorpora uma metodologia de implantação do arranjo físico projetado em situações brown field, ou seja, com a fábrica em funcionamento. Esse ponto é de extrema importância pois alterações do layout podem incorrer em interrupções no fluxo produtivo e, conseqüentemente, em falhas na entrega dos produtos aos clientes. Por último, esse trabalho apresenta a metodologia 3P Kaizen, uma metodologia de projeto de layout industrial desenvolvida pela Toyota e utilizada em situações de projeto de novas fábricas ou de novas linhas de produção. / This work aims to show a model to analyze and design an industrial layout for companies that are implementing or have implemented lean manufacturing concepts. The model developed has a focus in discrete manufacturing companies in environments of high variety of products. The development of the model was based on the experience of layouts projects developed in many companies. The main aim of this work is to create an easy model of application that help people that are involved in the design of the facilities resources. This model utilizes tools and concepts of lean manufacturing to analyze and design a new layout, without considering the layout as an independent variable of production system. Aspects like visual management, quality, continuous flow, etc., were considered in the construction of the model. The layout design model presents also a methodology to implement a new layout projected in brown field situations, where the factory activities do not need to stop its activities. This point is very important because changing in the position of facilities resources can cause interruption in the flow of products. At last, this work shows the 3P Kaizen, a Japanese methodology, developed by Toyota, to design a layout of a new factory or a new production line.
14

Desenvolvimento de um modelo de análise e projeto de layout industrial, em ambientes de alta variedade de peças, orientado para a Produção Enxuta / Development of a model to analyze and design lean manufacturing oriented industrial layout

Alessandro Lucas da Silva 08 September 2009 (has links)
Este trabalho busca apresentar um modelo de análise e projeto de layout industrial para empresas que estão implantando ou já implantaram os conceitos da Produção Enxuta. O modelo desenvolvido foca empresas de manufatura discreta em ambientes com uma alta variedade de produtos. O desenvolvimento do modelo foi elaborado com base na literatura técnica e na experiência prática em projetos de layouts desenvolvidos em diversas empresas. O objetivo principal desse trabalho foi desenvolver um modelo de fácil utilização que auxilie as pessoas envolvidas no projeto do arranjo físico. Esse modelo concebido utiliza ferramentas e conceitos da Produção Enxuta para analisar e projetar o novo layout, e como tal, não considera o layout como uma variável independente no sistema produtivo. Fatores como gestão visual, qualidade, fluxo contínuo, complexidade de programação da produção, entre outros, foram levados em consideração na construção do modelo. Este também incorpora uma metodologia de implantação do arranjo físico projetado em situações brown field, ou seja, com a fábrica em funcionamento. Esse ponto é de extrema importância pois alterações do layout podem incorrer em interrupções no fluxo produtivo e, conseqüentemente, em falhas na entrega dos produtos aos clientes. Por último, esse trabalho apresenta a metodologia 3P Kaizen, uma metodologia de projeto de layout industrial desenvolvida pela Toyota e utilizada em situações de projeto de novas fábricas ou de novas linhas de produção. / This work aims to show a model to analyze and design an industrial layout for companies that are implementing or have implemented lean manufacturing concepts. The model developed has a focus in discrete manufacturing companies in environments of high variety of products. The development of the model was based on the experience of layouts projects developed in many companies. The main aim of this work is to create an easy model of application that help people that are involved in the design of the facilities resources. This model utilizes tools and concepts of lean manufacturing to analyze and design a new layout, without considering the layout as an independent variable of production system. Aspects like visual management, quality, continuous flow, etc., were considered in the construction of the model. The layout design model presents also a methodology to implement a new layout projected in brown field situations, where the factory activities do not need to stop its activities. This point is very important because changing in the position of facilities resources can cause interruption in the flow of products. At last, this work shows the 3P Kaizen, a Japanese methodology, developed by Toyota, to design a layout of a new factory or a new production line.
15

Lean & Kaizen -dröm eller verklighet? : En kvalitativ studie med kundperspektiv i fokus / Lean & Kaizen –is it dream or reality?

Pettersson, Svetlana January 2011 (has links)
This qualitative study involves the implementation of Lean and Kaizen methods in a Swedish service industry. Lean philosophy is based on a method to achieve more with less. In practical terms this means that the use of an organization's resources is improved. The origin of Lean is the Toyota Production System. Now, Kaizen methods give managers and employees a better more efficient system to reach their goals within the organization or company. The distinguishing feature of the Kaizen approach is that, contrary to Lean management, it is led from the top but driven from below. In this respect Lean &amp; Kaizen are complementary and provide two sides of the same efficiency coin. This study was conducted using semi-structured interviews and secondary data. The implementation of Lean is described within a Swedish company, UBC, which today manages more than 600 condominiums. UBC was founded in 1931 and part of the operation is still under construction. The reason why UBC chose to implement Lean &amp; Kaizen was to be more competitive than other similar companies. The new management came in 2009 and elected new strategies and reorganization with an aim to improve efficiency. With the help of the study, which is controlled by the frame of reference, I managed to identify all the elements that appeared in Lean and Kaizen implementation. In all scenarios these were both positive and negative. A conclusion is that to succeed with this implementation everyone should be involved. Managers, employees and even customers must understand that they work within a tough financial framework and that the management has chosen new ways to succeed. The selected route is not the easiest to go and is more reminiscent of a mountain road than a straight motorway, but eventually with perseverance this road can lead to a better life for all participants. / <p>inte koplat analys modell</p>
16

Aplicação da técnica de eventos Kaizen na implantação de produção enxuta: estudo de casos em uma empresa de autopeças / Application of the Kaizen events technique to implement lean production: case study in an auto parts company

Luiz Paulo Penalva Reali 06 October 2006 (has links)
As estratégias para tornar as empresas mais competitivas apontam para a necessidade de redução de custos de produção e melhoria da qualidade dos produtos. Nesta direção o trabalho apresentado visa a incorporação dos princípios Lean de como diminuir os custos de produção e melhorar a qualidade dos produtos baseada na utilização dos elementos da manufatura enxuta através da técnica de eventos Kaizen. O uso isolado de ferramentas como o mapa de fluxo de valor fornece direção clara do que melhorar e possibilita enxergar o todo. Porém, ela não dá a receita de como transformar ou como fazer com que as pessoas contribuam para atingir os estados futuros. Existe a necessidade de transformar os processos e, também, as pessoas que neles trabalham. É preciso dar poder às pessoas para contribuir. A técnica de eventos Kaizen preconiza o comprometimento das pessoas e em muitos casos tem início de forma rápida e positiva, mas em pouco tempo as pessoas envolvidas esmorecem, pois os resultados na forma de lucros e melhoria substancial da qualidade não aparecem. Os eventos são realizados de forma isolada com utilização dos recursos em situações que aparentemente não são os pontos críticos do sistema. Em outras situações, as ferramentas aplicadas nos eventos não estão claramente entendidas pelos participantes e não conseguem resolver o problema focado. Por fim, nos eventos eficazes, os resultados não são sustentados por falta de acompanhamento das ações implantadas, ou mesmo, dos indicadores relacionados ao desempenho da área. Neste panorama, após uma revisão teórica dos principais elementos que levam uma organização a tornar-se Lean, o trabalho busca verificar se fatores como processo decisório de onde aplicar a técnica, assim como, os indicadores de monitoramento implicam na eficácia e sustentação dos resultados dos eventos. A verificação foi realizada através da análise e estudo de uma seqüência de eventos realizados de 2002 a 2005 na unidade escolhida, gerando algumas recomendações para se melhorar o processo decisório baseando-se em indicadores financeiros relevantes e um diagnóstico da área avaliada. / The strategies to transform companies more competitive direct to enhance the regional market, production cost reduction and quality improvement. It is clear the necessity of studying effective ways to accomplish these targets. In this direction this dissertation intend to study a technique that reduces the production costs and improve the quality levels based on the implementation of lean concepts through a Kaizen events technique. The isolated use of tools like value stream mapping gives a clear view of the whole picture but does not give the direction of how implement the future state and more important make the people committed allowing them contribute for the change. There is a need for change the process as well as the people. To accomplish this, the Kaizen technique can help or not depending how it is implemented. At first the technique really stimulates people to participate and get involved but soon the events do not give the expected results and the people involvement decrease. The events are realized in areas not relevant and the events are not sustained due to lack of monitoring process. In this scenario after a theory review of the lean journey, the dissertation verified if factors such as decision process on where to apply the technique and how to measure the improvement reached influence on the effectiveness and sustainability of the events’ results. It ended up with recommendations of a decision process based on financials metrics and a lean diagnosis of the evaluated area in order to really identify the business problem as well as the priority to address it solution.
17

Critical Success Factors for Sustaining Kaizen Event Outcomes

Glover, Wiljeana Jackson 03 May 2010 (has links)
A Kaizen event is a focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe. Kaizen events have been widely reported to produce positive change in business results and human resource outcomes. However, it can be difficult for many organizations to sustain or improve upon the results of a Kaizen event after it concludes. Furthermore, the sustainability of Kaizen event outcomes has received limited research attention to date. This research is based on a field study of 65 events across eight manufacturing organizations that used survey data collected at the time of the event and approximately nine to eighteen months after the event. The research model was developed from Kaizen event practitioner resources, Kaizen event literature, and related process improvement sustainability and organizational change literature. The model hypothesized that Kaizen Event Characteristics, Work Area Characteristics, and Post-Event Characteristics were related to Kaizen event Sustainability Outcomes. Furthermore, the model hypothesized that Post-Event Characteristics would mediate the relationship between Kaizen Event and Work Area Characteristics and the Sustainability Outcomes. The study hypotheses were analyzed through multiple regression models and generalized estimating equations were used to account for potential nesting effects (events within organizations). The factors that were most strongly related to each Sustainability Outcome were identified. Work Area Characteristics learning and stewardship and experimentation and continuous improvement and Post-Event Characteristics performance review and accepting changes were significant direct or indirect predictors of multiple Sustainability Outcomes and these findings were generally supported by the literature. There were also some unanticipated findings, particularly regarding the modeling of Sustainability Outcomes result sustainability and goal sustainability, which appear to illustrate potential issues regarding how organizations define and track the performance of Kaizen events over time and present areas for future research. Overall, this study advances academic knowledge regarding Kaizen event outcome sustainability. The findings also present guidelines so that practitioners may better influence the longer-term impact of Kaizen events on their organizations. The research findings may also extend to other improvement activities, thus presenting additional areas for future work. / Ph. D.
18

Från Japanskit till Framgångssaga : En studie om kaizen

Thörnell, Anja, Widén, Maria January 2009 (has links)
<p>I en allt mer globaliserad värld ökar konkurrensen då fler företag ska tävla om de kunder som efterfrågar de produkter som erbjuds. Den ökande globaliseringen medför dock inte enbart negativa effekter för företag. En ny möjlighet ges till att lära sig av andra mer framgångsrika företag och ta del av vad som utmärker dem. Det japanska begreppet <em>kaizen </em>anses vara en del av vad som ligger bakom de japanska företagens framgångar och deras starka position på den internationella marknaden. Men vad är då <em>kaizen</em>? Detta är en av de frågor som vi försöker besvara i denna uppsats där begreppets ursprung, användningsområde samt vilka effekter som kan uppnås genom <em>kaizen </em>undersöks. Vi belyser även hur <em>kaizen </em>kan implementeras inom ett svenskt tillverkningsföretag.</p><p>Denna undersökning har bedrivits genom en kvalitativ metod där ett antal semistrukturerade intervjuer har genomförts. Uppsatsen har en hermeneutisk utgångspunkt då olika texter har studerats och tolkats. Då det under forskningens gång ständigt tillkommit ny information, som varit av betydelse för oss att undersöka närmare, har vi använt oss av en abduktiv strategi där vi växlat mellan att studera vår referensram och empiri.</p><p>Genom denna undersökning har vi insett att <em>kaizen </em>saknar en klar definition och dess olika benämningar är lika många som de förslag som finns på hur det kan implementeras. En gemensam översättning av ordet <em>kaizen </em>har vi dock funnit i form av ständiga förändringar till det bättre. <em>Kaizen </em>har ett tydligt samband med det produktionssystem som Toyota har utvecklat samt det som i västvärlden benämns som lean production. Divisionen Products inom det trucktillverkande företaget Atlet AB i Mölnlycke genomgår nu ett förändringsarbete där deras tolkning av lean production, vid namn Atlet Operations System, införs. Systemet består av en rad verktyg och metoder som implementeras med syfte att öka företagets effektivitet och där ett av de framtida verktyg som de avser att använda är <em>kaizen</em>.</p><p>Vi har även kommit fram till att <em>kaizen </em>kan ses som en mentalitet eller ett tankesätt som genomsyrar det japanska samhället. De tankar som råder har lett till utvecklandet av en mängd olika metoder och verktyg som kan hjälpa ett företag att bli mer effektivt och minska sitt ickevärdeskapande arbete. Då andra företag började intressera sig för japanernas överlägsenhet inom produktion krävdes en mer konkret bild av <em>kaizen</em>s innebörd. Detta erhölls genom att dokumentera de metoder som utvecklats ur tankesättet. Dessa metoder har därefter exporterats världen runt, bland annat i form av boken the Toyota Way, men även under det mer västerländska namnet lean production. Trots att samma metoder implementeras av de företag som befinner sig utanför Japan ställer vi oss frågande till om <em>kaizen </em>verkligen kan tillämpas fullt ut. Detta då vi anser att <em>kaizen </em>består av så mycket mer än metoder, det är ett tankesätt och en mentalitet som har formats utifrån den kulturella bakgrund som härstammar från Japan.</p>
19

Från Japanskit till Framgångssaga : En studie om kaizen

Thörnell, Anja, Widén, Maria January 2009 (has links)
I en allt mer globaliserad värld ökar konkurrensen då fler företag ska tävla om de kunder som efterfrågar de produkter som erbjuds. Den ökande globaliseringen medför dock inte enbart negativa effekter för företag. En ny möjlighet ges till att lära sig av andra mer framgångsrika företag och ta del av vad som utmärker dem. Det japanska begreppet kaizen anses vara en del av vad som ligger bakom de japanska företagens framgångar och deras starka position på den internationella marknaden. Men vad är då kaizen? Detta är en av de frågor som vi försöker besvara i denna uppsats där begreppets ursprung, användningsområde samt vilka effekter som kan uppnås genom kaizen undersöks. Vi belyser även hur kaizen kan implementeras inom ett svenskt tillverkningsföretag. Denna undersökning har bedrivits genom en kvalitativ metod där ett antal semistrukturerade intervjuer har genomförts. Uppsatsen har en hermeneutisk utgångspunkt då olika texter har studerats och tolkats. Då det under forskningens gång ständigt tillkommit ny information, som varit av betydelse för oss att undersöka närmare, har vi använt oss av en abduktiv strategi där vi växlat mellan att studera vår referensram och empiri. Genom denna undersökning har vi insett att kaizen saknar en klar definition och dess olika benämningar är lika många som de förslag som finns på hur det kan implementeras. En gemensam översättning av ordet kaizen har vi dock funnit i form av ständiga förändringar till det bättre. Kaizen har ett tydligt samband med det produktionssystem som Toyota har utvecklat samt det som i västvärlden benämns som lean production. Divisionen Products inom det trucktillverkande företaget Atlet AB i Mölnlycke genomgår nu ett förändringsarbete där deras tolkning av lean production, vid namn Atlet Operations System, införs. Systemet består av en rad verktyg och metoder som implementeras med syfte att öka företagets effektivitet och där ett av de framtida verktyg som de avser att använda är kaizen. Vi har även kommit fram till att kaizen kan ses som en mentalitet eller ett tankesätt som genomsyrar det japanska samhället. De tankar som råder har lett till utvecklandet av en mängd olika metoder och verktyg som kan hjälpa ett företag att bli mer effektivt och minska sitt ickevärdeskapande arbete. Då andra företag började intressera sig för japanernas överlägsenhet inom produktion krävdes en mer konkret bild av kaizens innebörd. Detta erhölls genom att dokumentera de metoder som utvecklats ur tankesättet. Dessa metoder har därefter exporterats världen runt, bland annat i form av boken the Toyota Way, men även under det mer västerländska namnet lean production. Trots att samma metoder implementeras av de företag som befinner sig utanför Japan ställer vi oss frågande till om kaizen verkligen kan tillämpas fullt ut. Detta då vi anser att kaizen består av så mycket mer än metoder, det är ett tankesätt och en mentalitet som har formats utifrån den kulturella bakgrund som härstammar från Japan.
20

Implementering av PDCA i ett byggföretag : En metod att förbättra arbetsprocesser

Assadi, Pedram, Pero Vesterlund, Daniel, Hårstad, Niklas January 2015 (has links)
Genom ett eget utformat dokument av författarna baserat av PDCA-metoden, visar studiens utfall att implementering av innovationsteknik är fullt möjligt i ett byggföretag som Garant Bygg &amp; Bad. PDCA-dokumentet främjar dessutom innovationsförmågan i förbättringsprocesser i det valda företaget. Till en början bör byggföretag fokusera på små förbättringar i innovationsarbetet, vilket är möjligt med PDCA-dokumentet. För att uppnå optimalt resultat av förbättringsverktyget PDCA anser författarna att vissa specifika punkter är avgörande. Dessa sammanfattas nedan: Ledarskap. Ett tydligt ledarskap är nyckeln för att möjliggöra implementeringen av förbättringsdokumentet. Ledningen måste visa vilja, engagemang samt tydlighet. Det måste dessutom finnas en vilja till innovation från ledningen, att ta sig an problem och finna lösningar till dem. Detta eftersom ledningen har störst påverkan på medarbetarna och kan motivera dem. Hög delaktighet i innovation. Vi tror att PDCA-dokumentet kommer bidra till högre delaktighet bland medarbetarna då fler blir involverade i olika testprojekt. Det är viktigt att organisationen måste inse fördelarna med att jobba med förbättringsprocesser, vilket ska resultera i värdeskapande. Konkreta mål och delmål. Organisationen måste använda konkreta mål och delmål som ska uppfyllas gemensamt. På så sätt blir det enklare att skapa hög delaktighet och även viljan till innovation. Dessutom blir ledarskapet tydligare om vad som ska uppfyllas med PDCA-dokumentet. Kultur. Det måste skapas en företagskultur som tillåter nya arbetssätt och delaktighet. Det ska även finnas en uppmuntran i kulturen att ta sig an nya förbättringsprojekt för att behålla förbättringsprocesser kontinuerligt. Förstå PDCA-dokumentet och dess filosofi. För att förstå PDCA-dokumentet och dess filosofi är det nödvändigt med en introduktion av dokumentet och dess syfte. Om filosofin bakom metoden är förklarad kommer implementeringen av PDCA i organisationen att bli lättare.

Page generated in 0.5316 seconds