The interest on lean production is mostly based on the empirical evidence that it improves the company’s competitiveness. However, the implementation of lean manufacturing harbours enormous difficulties due to a broad-spectrum of variables, compounded by lack of standardised mechanisms within organisations of analysis and measure of value-adding capabilities. The purpose of this study was to understand from both a management and employees’ perspective, the relative importance of key success factors, specifically training, for successful implementation of the lean principles and to understand the impact of training on employees perceptions of the lean programme. A quantitative research methodology was conducted in a packaging manufacturing company and data, collected using a questionnaire from a sample size of 54 employees, was analysed using SPSS software. Employees were found to have developed good perceptions about the impact that training had in their own jobs and also perceived that the lean program overall added value in their organisation. Employees considered training and management commitment as the most critical factors for a successful lean implementation. For lean implementation to be successful employees must be given training that is relevant to their work and senior management of the organisation must show (display) commitment towards the lean program being implemented by making necessary resources (time, funds ) available for lean activities. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2012.

The integration of automated ore pre-concentration and waste disposal functions into the hard rock metal mining system, prior to treatment by conventional grinding and flotation, is proposed as a novel interpretation of Mine-Mill Integration for improving the economics and environmental impact of exploiting deep, low-grade or otherwise marginal mineral deposits. The proposed approach seeks to reject coarse, barren waste from the ore stream as early as possible in the mining cycle, and safely dispose of it as backfill underground. The concept is proposed as a Lean Manufacturing approach to hard rock mining, as an alternative to improving the economics of mining simply by increasing the mining rate. Lean Manufacturing philosophy seeks to design out overburden, smooth production, and eliminate waste from the system. It is suggested that the introduction of these systems into the hard rock mining process addresses all three of these areas of Lean thinking, and is thus an important approach to be considered for surface or underground mines wishing to simultaneously improve efficiency, economics and environmental performance, thus increasing the life, and the sustainability of the operation. The application of integrated mining, processing and waste disposal systems, where appropriate, is proposed as a strategy for the development of efficient new mining operations, or alternately the expansion of production at existing mines. Technologies specific to the success of the approach such as automated ore pre-concentration systems, composite fill preparation and delivery systems, as well as continuous mechanized mining methods are explored. The impacts and benefits of applying these integrated technologies to the mining system are defined and quantified through research, testwork, engineering design and systems analysis. Custom geo-metallurgical evaluation tools incorporating mineralogical, metallurgical, geophysical and geotechnical methods have been developed to allow the assessment of ores in terms of their potential for the adoption of the proposed approach. A computerized parametric evaluation model has also been developed to quantify the potential impacts and benefits using data from this testwork. A wide range of case studies have been investigated with positive results, and important conclusions are drawn towards the potential for application of the concept as a generalized case.

Thesis (M.S.)--Rochester Institute of Technology, 2009. / Typescript. Includes bibliographical references (leaves 69-72).

Thesis (M.S.)--State University of New York at Binghamton, Thomas J. Watson School of Engineering and Applied Science, Department of Systems Science and Industrial Engineering, 2009. / Includes bibliographical references.

In this paper, a sequence of implementation steps will be developed through the application of axiomatic design. This sequence will provide a design methodology for lean production which connects manufacturing system design objectives to operation design parameters. / Lean Aerospace Initiative

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / Os sistemas de saúde, assim como na indústria necessitam de uma eficiente gestão dos processos para atendimento da demanda, precisando de ferramentas que possam auxiliar os gestores na tomada de decisão. Os hospitais e os laboratórios de análises clínicas exercem um papel importante na área da saúde afetando de 60 a 70% das decisões médicas, além disso, esse setor tem passado por várias mudanças ao longo do tempo com a implementação de máquinas modernas, que transformaram as áreas de análise em um processo produtivo. A partir dessas mudanças os gestores que antes tinham formação apenas em áreas médicas, agora absorvem uma nova função: de gestores. Neste contexto, o lean healthcare uma das vertentes do lean manufacturing, surge para auxiliar os gestores da área de saúde a minimizar erros e defeitos no processo, eliminar desperdícios, tornar os processos mais ágeis e flexíveis, aumentando a eficiência e a satisfação dos clientes. Este estudo teve como objetivo propor um modelo de gestão para o lean em laboratórios de análises clínicas, a fim de promover melhorias no processo produtivo deste setor. Primeiramente foi realizado um estudo para construir a estrutura teórica desta pesquisa, buscas pelas bibliografias já existentes sobre o assunto alinhadas ao tema, utilizando-se a metodologia Proknow-C. Em seguida, foi elaborado o modelo, por meio de um trabalho de campo em um laboratório de análises clínicas, realizando visitas com análise e observação de todo o processo. As pesquisas bibliográficas com o cruzamento de vários trabalhos também fizeram parte da elaboração do modelo. O mesmo foi elaborado em quatro fases: a Fase 1 aborda a preparação de todos os envolvidos no processo, a Fase 2 o mapeamento do processo, a Fase 3 onde são desenvolvidos os planos de melhoria e a Fase 4 onde são medidas, monitoradas e sustentadas as melhorias e transformações. O modelo permite a visualização e análise do processo, com isso, os pontos de desperdícios são identificados e melhorias podem ser desenvolvidas, por meio do redesenho de processo e eliminação de atividades que não agregam valor. A avaliação foi realizada por três especialistas na área, os quais o consideram em condições de implementação. Alguns pontos foram destacados como fortes: a sequência, ciclo essencial que deve ser seguido com todas as fases e estágios para implementação; possui informações detalhadas, e apresentadas de forma simples; as ferramentas utilizadas são simples e de fácil entendimento para todos os funcionários. / Health systems, as well as in industry, need an efficient management of the processes to meet the demand, needing tools that can help managers in decision making. Hospitals and clinical laboratories play an important role in health, affecting 60-70% of medical decisions. In addition, this sector has undergone several changes over time with the implementation of modern machines, which have areas of analysis in a productive process. From these changes managers who previously had only medical training, now absorb a new function: managers. In this context, lean healthcare is one of lean manufacturing's roots. It helps health managers minimize errors and defects in the process, eliminate waste, make processes more agile and flexible, increasing efficiency and customer satisfaction. This study aimed to propose a management model for lean in clinical analysis laboratories, in order to promote improvements in the productive process of this sector. Firstly, a study was carried out to construct the theoretical framework of this research, searching for existing bibliographies on the subject in line with the theme, using the Proknow-C methodology. Next, the model was elaborated, through a field work in a laboratory of clinical analyzes, making visits with analysis and observation of the whole process. The bibliographical researches with the crossing of several works were also part of the elaboration of the model. The same was elaborated in four phases: Phase 1 covers the preparation of all involved in the process, Phase 2 process mapping, Phase 3 where improvement plans are developed and Phase 4 where they are measured, monitored and sustained improvements and transformations. The model allows the visualization and analysis of the process, with which the points of waste are identified and improvements can be developed, through process redesign and elimination of activities that do not add value. The evaluation was carried out by three specialists in the field, who consider it in conditions of implementation. Some points were highlighted as strong: the sequence, essential cycle that must be followed with all stages and stages for implementation; has detailed information, and is presented in a simple way; the tools used are simple and easy to understand for all employees.

Publicación a texto completo no autorizada por el autor / La empresa a evaluar se dedica al diseño, confección y comercialización de prendas de vestir para bebés y niños. La empresa tiene problemas de retrasos con la fecha de entrega de los pedidos de sus clientes. Por tal motivo, se ha diseñado una propuesta de mejora. La cual se ejecutará mediante la aplicación de herramientas de Lean Manufacturing, tomando como punto de partida una herramienta de diagnóstico de la situación actual de los procesos productivos, como lo es la herramienta Value Stream Mapping, luego de analizar la situación de la empresa se hallará el área crítica. En dicha área se evalúa las causas de los problemas encontrados para determinar la herramienta más adecuada a aplicar para la solución de éstas, en este caso será la herramienta 5’S. Estas herramientas propuestas buscan optimizar el proceso productivo, logrando la disminución de los desperdicios y el incremento de la productividad. Todo ello con la finalidad de asegurar la competitividad de la empresa en el mercado del sector de confecciones. / Tesis

La investigación del presente documento tuvo como objetivo mejorar el proceso de reparación de equipos pesados. Lean manufacturing fue la base técnica del estudio, estas herramientas surgen de la filosofía japonesa que pretende eliminar todo tipo de desperdicio que se presenta en las distintas etapas de los procesos con la finalidad de tener procesos limpios y eficientes, bajo los dos pilares que ejerce la empresa, seguridad y calidad. Este trabajo muestra el proceso de análisis de identificación de las causas raíz del problema dentro del proceso de reparación, y busca proponer una solución alternativa para la empresa en estudio. Se detalla la información teórica necesaria para entender las etapas del proceso de reparación de equipos pesados, así también, se indica una breve descripción de la empresa y de su proceso de producción. Se utilizó el VSM para la definición del proceso a evaluar, la elección de los parámetros de medición, y el análisis de base datos de registro de la empresa en el año 2017 y hasta julio 2018; para poder identificar las causas raíz que originan la demora en la entrega de equipos reparados, y proponer una alternativa de solución que mejore el nivel de cumplimiento de entrega a tiempo y satisfacer la demanda actual. Esta alternativa está basada en la utilización de herramientas de balance de línea y heijunka para la eliminación de mudas. Finalmente, se han calculado el VAN y TIR para determinar la viabilidad de la inversión de la propuesta de mejora. / The purpose of the investigation of this document was to improve the repair process of heavy equipment. The lean manufacturing was the technical basis of this study; these tools arise from the Japanese philosophy that tries to eliminate the type of waste that occurs in the different stages of the processes in order to have clean and efficient processes, under the two pillars that exercises the company, safety and quality. This work shows the process of analyzing the identification of the root causes of a problem within a repair process andman seeks an alternative solution for the company in the study. The theoretical information is detailed to understand the stages of a process of repairing heavy equipment, as well as a brief description of the company and its production process. The VSM is used for the definition of the evaluation process, the choice of measurement parameters, and the analysis of the company database in the year 2017 and until July 2018; to be able to identify the root causes that originate the delay in the delivery of repaired equipment, and propose a solution alternative to improve the compliance level of a time and satisfy the current demand. This alternative is based on the use of line balance tools and heijunka for the elimination of wastes. Finally, the NPV and the IRR have been calculated to determine the viability of the investment of the improvement proposal. / Tesis

Publicación a texto completo no autorizada por el autor / Describe las fases necesarias para una implementación exitosa y eficaz de la filosofía Lean Manufacturing en una empresa dedicada a la producción de pinturas y derivados, describiendo las principales herramientas Lean, así como su aplicación e implementación en este tipo de industria. La unidad de análisis es la empresa QROMA S.A., una empresa dedicada a la fabricación y comercialización de pinturas, productos químicos y derivados. Sin embargo, este estudio solo se enfoca a QROMA S.A. división de Pinturas. Considerando las características del presente estudio, el tipo de investigación es experimental de campo, con un grupo experimental y un grupo de control. En este caso, la población es igual al tamaño de la muestra, debido a la limitada información que se tiene de los procesos y la gran variabilidad en los datos. En total QROMA S.A., división de pinturas, se encuentra formada por alrededor de 700 trabajadores en la gerencia de operaciones, desde operarios, supervisores, ingenieros, y personal de áreas de soporte (control de calidad, mantenimiento, almacenes e ingeniería). El procedimiento para la toma de datos inicia con la observación de la situación actual de QROMA S.A., división de Pinturas, se aborda a los dueños del proceso, los supervisores y personal que dan soporte a la planta (ingeniería, almacenes, mantenimiento, contabilidad y finanzas) a los cuales se les explica el objetivo de la investigación y posteriormente se lleva a cabo una breve entrevista con cada uno de los implicados, posteriormente se recopila información de los principales indicadores de desempeño y los procedimientos de operación en planta. Para el procesamiento de la información, se recopila la información obtenida de las diferentes áreas y se contrasta con la situación que propone Lean Manufacturing en esta empresa. / Trabajo de suficiencia profesional

Purpose - The purpose of the study was to determine the drivers of employee engagement in a lean manufacturing environment during a period of change. It also highlighted the importance of employee engagement with regards to the improvement of organisational performance especially in a lean manufacturing environment during the change. Design/methodology/approach – The most frequently mentioned drivers of employee engagement in relation to change and a lean environment were identified through a literature study. The potential drivers that emerged were vision, leadership, communication, immediate supervisory behaviour, team collaboration and training/career development. An empirical study was then carried out to study the impact of these factors on affective commitment, volunteerism and sportsmanship, the latter two are components of organisational citizenship behaviour. A survey with a questionnaire was conducted amongst 86 employees in a lean manufacturing organisation, which was undergoing change. The data analyses included descriptive statistics, correlations and multiple regression analysis. Findings – It was observed that all the six identified drivers of employee engagement namely: Vision, Leadership, Communication, Immediate Supervisor Behaviour, Team Collaboration and Training and Career Development explained 61.2 per cent of the variance in the employee engagement. However, the variables that had the biggest impact on employee engagement were the articulation of the organisational change Vision, Team Collaboration and Immediate Supervisor Behaviour. Practical implications – The results of the study emphasise that special focus and effort must be placed on factors affecting Vision, Team Collaboration and Immediate Supervisor Behaviour as they have shown significantly higher influence on employee engagement in a lean manufacturing environment during a period of change.