In this era of globalisation and fierce competition amongst businesses, there is a need to improve advanced operations management philosophies such as just-in-time (JIT) manufacturing to enhance business performance. Literature review shows that there is no mechanism so far to identify key JIT drivers relevant to a given organisation and its production processes, and their impact on enterprise performance. The research carried out here therefore involved the development of a generic performance measurement model to identify and capture the influence of JIT practices on enterprise performance. A conceptual performance measurement model, which was designed based on comprehensive literature review and informal interviews/discussions with both academic researchers and industry practitioners describes the link between JIT drivers (Xi) and measurable performance (Y). This mathematically determined model is aimed at assisting managers in the systematic identification of the influence of key JIT drivers on enterprise performance using a multidimensional tool such as the extended balanced scorecard. The case study approach was selected as the most suitable methodology for testing and validating the conceptual model in JIT enabled production plant and was applied to the production process of Denso Manufacturing (UK) Ltd., a global automotive component manufacturer. A novel eight-step implementation procedure was designed to collect data, which were analysed and validated by design of experiments, linear mathematical modelling, computer based dynamic simulation and analytic hierarchy process tool. The performance measurement model was then successfully applied to a non-automotive component production plant (Risane Ltd.). In conclusion, the performance measurement model can now be suitably applied to JIT enabled manufacturing environments using relevant organisation specific JIT drivers and key performance indicators to optimise system performance. The contribution to knowledge is an innovative, user friendly, robust and multidimensional performance measurement model enabling industry practitioners to optimise JIT processes with substantial performance enhancement. The model could also be applied by future researchers to other operations management philosophies and industries, and at a higher level could be developed into a self-optimising software package, which will enable rapid determination of the key control parameters needed to optimise process performance just in time.

The product development process for the automotive industry is normally complicated, lengthy, expensive, and risky. Hence, a study on a new concept for Low Volume Automotive Manufacturing (LVAM), used for niche car models manufacturing, is proposed to overcome this issue. The development of a hybrid Knowledge Based (KB) System, which is a blend of KB System, Gauging Absences of Pre-requisites (GAP), and Analytic Hierarchy Process (AHP) is proposed for LVAM research. The hybrid KB/GAP/AHP System identifies all potential elements of LVAM issues throughout the development of this system. The KB System used in the LVAM analyses the gap between the existing and the benchmark organisations for an effective implementation. The novelty and differences in the current research approach emphasises the use of Knowledge Based (KB) System in the planning and designing stages by suggesting recommendations of LVAM implementation, through: a) developing the conceptual LVAM model; b) designing the KBLVAM System structure based on the conceptual LVAM model; and c) embedding Gauging Absences of Pre-requisites (GAP) analysis and Analytic Hierarchy Process (AHP) approach in the hybrid KBLVAM System. The KBLVAM Model explores five major perspectives in two stages. Planning Stage (Stage 1) consists of Manufacturer Environment Perspective (Level 0), LVAM Manufacturer Business Perspective (Level 1), and LVAM Manufacturer Resource Perspective (Level 2). Design Stage (Stage 2) consists of LVAM Manufacturer Capability - Car Body Part Manufacturing Perspective (Level 3), LVAM Manufacturer Capability - Competitive Priorities Perspective (Level 4), and LVAM Manufacturer Capability - Lean Process Optimisation Perspective (Level 5). Each of these perspectives consists of modules and sub-modules that represent specific subjects in the LVAM development. Based on the conceptual LVAM model, all perspectives were transformed into the KBLVAM System structure, which is embedded with the GAP and AHP techniques, hence, key areas of potential improvement are recommended for each activity for LVAM implementation. In order to be able to address the real situation of LVAM environment, the research verification was conducted for two automotive manufacturers in Malaysia. Some published case studies were also used to check several modules for their validity and reliability. This research concludes that the developed KBLVAM System provides valuable decision making information and knowledge to assist LVAM practitioners to plan, design and implement LVAM in terms of business organisation, manufacturing aspects and practices.

Exploitative and profit-oriented business operations are unsustainably depleting the world’s resources and extensively harm the environment. Linear production systems within the manufacturing industry are partly held responsible for this ongoing issue as materials and waste are not getting reused but dumped. An alternative to the traditional linear system that increasingly gets attention in the scientific literature is a Circular Production System within the Circular Economy framework, where waste is treated as resources and streamlined back into the production system to create closed resource loops. However, most manufacturing companies nowadays follow linear production systems and have implemented the Lean philosophy to maximize output and profits, leaving environmental aspects rather behind. This context needs to be considered, when thinking of implementing circular measures within a company. Therefore, this study focused on elaborating potentials, enablers and barriers of a Circular Production System in a Lean context. A case study has been conducted within the Swedish commercial vehicle company Scania, located in Södertälje, to gather empirical data about current lean and already ongoing circular practices in a real-life environment, and on future potential of extending circular measures. Internal benchmark studies, including observational studies and semi-structured interviews have been conducted along Scania’s industrial value chain. External benchmark studies contributed to obtain data about already ongoing CPS initiatives within the manufacturing industry. Following the empirical findings, this study suggests that potentials, enablers and barriers are categorized into system, process and product level, which are interdependent and interrelated. The research revealed that due to the many influences from departments along the value chain on the production, the system as a whole needs to be investigated. This study suggests the 4R framework (reduce, reuse, remanufacture, recycle) for implementing a cascaded use of materials. Implementing a new business model giving the product ownership back to companies would facilitate circular flows in the first place. Such a new business strategy can be supported by following more advanced design strategies, that extend the product life and maintain its performance. Lean, however, was found to bear conflict issues, but is considered still useful to some extent to reduce material inputs through more efficient processes.

The rapid rise in global population and market demands have mandated industries to introduce better and quality products to meet up their rushing needs. However, achiev-ing such goals need optimal production system and robust strategies. Exploring in depth it can be visualized that most of the manufacturing set ups suffers losses or relatively lower benefits due to improper and high wastages. Hence it is very important for man-ufacturing industries to explore the techniques which help them to improve their pro-duction system. The key techniques from Lean Manufacturing (LM) such as Value Stream Mapping (VSM) and Ishikawa diagram were explored in this work for enhanc-ing production capacity, reducing rework, reducing wastages and arriving to a well-defined optimal process flow which in turn help in achieving higher productivity. How-ever, the implementation of Lean and Value stream mapping depends on the production scale and has its own significance to different manufacturing setup. With that motive, in this thesis work the emphasis was made on exploring VSM technique for better pro-duction optimization in manufacturing sector.

The future of the aerospace industry in large part relies on two factors: (i) development of advanced damage tolerant materials and (ii) development of advanced smart sensors with the ability to detect and evaluate defects at very early stages of component service life. Laminated composite materials, such as carbon fibre reinforced plastics (CFRP), have emerged as the materials of choice for increasing the performance and reducing the cost and weight of aircrafts, which leads to less fuel consumption and therefore lower CO2 emissions. However, it is well known that these materials exhibit fragile behaviour, poor resistance to impact damage caused by foreign objects and require a relatively slow and labour intensive manufacturing process. These factors prevent the rapid expansion of composite materials in several industrial sectors at the current time. Inspired by the use of rope throughout history and driven by the necessity of creating a lean manufacturing process for composites and enhancing their impact properties, the first part of this work has shown that enhanced damage tolerance and pseudo-ductile behaviour can be achieved with standard CFRP by creatively arranging the fibres into a 3D twisted helical configuration. Through an extensive experimental campaign a new method to arrange fibre reinforcement was presented and its effect investigated. The second part of this PhD work focused on developing a new smart sensor. A spiral passive electromagnetic sensor (SPES) for damage detection on CFRP and glass fibre reinforced plastics (GFRP) is presented in this work. A range of defect types in glass and carbon composite has been considered, such as delamination, perforated holes and cracks. Furthermore, throughout this work, the SPES has been exploited as a multi-sensing device allowing the ability to detect temperature and humidity variation, presence of ice and act as an anti/de-icing device.

O movimento Lean vem crescendo significativamente no Brasil e no mundo. Os métodos enxutos para o desenvolvimento e a fabricação de produtos, do preenchimento do pedido à entrega, gerenciamento do fluxo de suprimentos, suporte a clientes e administração de toda a empresa agora são bem conhecidos e amplamente aceitos como conceito. Tal sucesso despertou o interesse das organizações em implantar o sistema de produção oriundo da Toyota. Entretanto, o que se observa é que poucas atingem resultados tão expressivos quanto os da montadora japonesa. A grande maioria não consegue garantir a sustentabilidade da manufatura enxuta em si, tanto em termos de como manter o impulso inicial, uma vez que os eventos Kaizen \"pilotos\" estão completos, quanto em como os membros da organização podem realmente desenvolver as suas capacidades de implantação do Lean. O que foi identificado é que, impulsionados pelo desempenho superior alcançado pelos produtores \"enxutos\" sobre os resultados obtidos com os modelos tradicionais do sistema de produção em massa, os fabricantes ocidentais reproduziram suas técnicas de chão de fábrica, ou seja, as partes estruturais do Lean, mas muitas vezes encontraram dificuldades para introduzir a cultura organizacional e a mentalidade pertinente a este sistema. Este trabalho propõe um conjunto de melhores práticas para a sustentação de eventos Kaizen nas implantações de Produção Enxuta buscando eliminar as lacunas identificadas entre outras propostas desse tipo e as necessidades encontradas em ambientes de Produção Enxuta reais. O conjunto de melhores práticas é baseado no levantamento bibliográfico da literatura técnica sobre o tema e na realização de pesquisa junto a uma empresa multinacional, localizada no Estado de São Paulo, reconhecidamente bem-sucedida na implantação e na sustentabilidade da Produção Enxuta em suas operações. Assim, o resultado encontrado foi o de identificação, aprimoramento e, em alguns casos, elaboração de práticas/ferramentas que facilitem a obtenção da sustentabilidade de eventos Kaizen nas implantações de Produção Enxuta. / The Lean movement has grown significantly in Brazil and worldwide. Lean methods to the development and manufacturing of products, since the order fulfillment until its delivery, through the supply chain management, the customer services and all the business administration activities are now well known and widely accepted as concepts. Such success has garnered interest from organizations in implementing the production system developed in Toyota. However, what is observed is that few achieve results as expressive as those of the Japanese automaker. The vast majority can not guarantee the sustainability of lean manufacturing itself, both in terms of keeping up the initial movement since the \"pilots\" Kaizen events are complete, as in, how members of the organization can really develop their skills of implementing Lean. What has been identified is that driven by the superior performance achieved by the lean producers over the results obtained with traditional models of the mass production system, Western manufacturers reproduced their shop floor techniques, in other words, the structural parts of Lean, but often found it difficult to introduce the organizational culture and mentality which are relevant to this system. This dissertation proposes a set of best practices for supporting Kaizen events in the implementation of Lean Production seeking to eliminate the identified gaps between other proposals found in literature and the requirements identified in real shop floor environments. The set of best practices is based on the review of technical literature on the subject and in a field research with a multinational company, located in the State of São Paulo, recognized for the successful implementation and sustainability of lean production in their operations. Thus, the result was the identification, enhancement and, in some cases, development of practices/tools to facilitate the achievement of sustainability of Kaizen events in implementations of Lean Production.

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2017-01-10T11:25:22Z No. of bitstreams: 1 Hipólito Francisco Teixeira.pdf: 832071 bytes, checksum: 3ab1fe2813b92844c74427d5f5e814e6 (MD5) / Made available in DSpace on 2017-01-10T11:25:22Z (GMT). No. of bitstreams: 1 Hipólito Francisco Teixeira.pdf: 832071 bytes, checksum: 3ab1fe2813b92844c74427d5f5e814e6 (MD5) Previous issue date: 2016-12-08 / This study and reaserch have targeted a field much explored nowadays, Lean Accounting through of the companies that implemented the filosofy of the Lean manufacturing.The Companies inside this dynamic enviroment, no predictible and competitive had looking for adopting strategies targeting their own survival and being diferent.In this way, new production Technologies and accounting control have been necessary.Lean accounting can be understood as a set of management accounting tools adapted and structured with models of specific decision to supply the decision process where They are adopting or adopted the values and the principles of the Lean Production.Considering these concepts we can definy the following question for this reasearch:With the implementations of this process of the production and the Lean accounting Cost, have the Brazilian companies obtained a good result in decreasing the level of available inventories? Did the Brazilian Companies really could delivery order from exclusively order from the clients, order – production – delivery? Did the Gross margins of the products and net income reflect te high financial investments in trainning that justified the spent time in this changing culture of work? Other question from this work to be considered is if the companies had improved and set their internal accounting system for given right support in this Lean Manufacturing. We should recognize the existence of a new Field of knowledge rising from renewed enterprising practices in managment accounting. In this direction those new practices need of future development and new evidences for the future, as well new systems e collecting of new results / Esta pesquisa teve por alvo o campo de estudo denominado Lean Accounting (LA) aplicado as empresas que adotam os procedimentos de Produção Enxuta (PE). As empresas neste ambiente competitivo e muito imprevisivel têm procuradoadotar decisões e procedimentos voltadosa valorizar sua própria continuidade e diferencial para se expor perante ao mercado. Neste sentido novas tecnologias de produção e controles contábeis são necessários. Lean Accounting (LA) ou Contabilidade Lean ou “enxuta” pode ser entendida como um conjunto de ferramentas de contabilidade gerêncial adaptadas e estruturadas com modelos de decisão específicos para suprir o processo decisório de empresas que estão adotando os princípios e valores da produção lean ou “enxuta”.Considerando estas premissas definimos algumas paridades e medições para a questão central desta pesquisa, com a implementação dos processos de produção e a contabilidade de custos Lean, averiguando se a empresa brasileira obteve resultados de performance quanto a efetiva diminuição de estoques disponíveis e bem como a teoria puxada dos clientes.Dentro destes parametros serão averiguado os resultados de produtos e lucros auferidos se realmente refletiram os altos investimentos financeiros e no tempo dispendido em treinamentos justificando esta mudança extrema de Cultura.Outra questão, fruto deste trabalho a ser e analisado, é se a empresa brasileira em questão adequou os controles contábeis para dar suporte ao Lean Manufacturing. Neste caso observou-se que após 5 anos de adoção da produção enxuta, as empresas implementaram ferramentas, práticas e técnicas de Lean Accounting em graus variados. Neste sentido deve-se reconhecer a existência de um campo novo de conhecimento emergindo de práticas empresariais renovadoras em Contabilidade Gerencial

Made available in DSpace on 2016-04-25T18:39:50Z (GMT). No. of bitstreams: 1 Luis Fernando da Silva Barros.pdf: 882837 bytes, checksum: 329312604854ef526c813ee7cbeb175a (MD5) Previous issue date: 2012-09-27 / This study aims to apply the value stream costing, the lean accounting costing methodology, pursuing identify its benefit and compare it with the traditional costing methodology. Also, the study sought to identify the information need for the value stream costing and how that information could be structured to enable the value stream costing. In order to answer those questions this study was based on a case study of an electrical manufacture products and solutions company. In Brazil, the lean accounting studies related are still in the beginning, mainly if taken into account the number of empirical research, which are very few. Based on that, this study has its relevance as it will serve as a basis for future studies, as well as in contributing to the expansion of knowledge about the concepts of lean accounting and its costing methodology: The value stream costing. Thus, the first question asked to direct this research is: What benefits can a company have using the costing value stream costing methodology? To answer the first question, it was necessary to apply a cost model based on the value stream costing and with that comes a second question which guided the research: What are the data and information required to enable the value stream costing? As a result of this study, were identified and assessed the benefits of value stream costing and identified the necessary information for the application of this costing methodology / Este estudo teve como objetivo aplicar o custeio do fluxo de valor, a metodologia de custeio da contabilidade enxuta, buscando identificar seus benefícios e compara-la com o custeio tradicional. Também se procurou identificar as informações necessárias e como estas poderiam ser estruturadas para viabilizar o custeio do fluxo de valor. Para responder a estas questões de pesquisa, o trabalho baseou-se em um estudo de caso em uma empresa do ramo de produtos e soluções para gestão da energia elétrica. No Brasil, os estudos relacionados com a contabilidade enxuta ainda estão em seus primeiros passos, principalmente, se for levado em conta que as pesquisas empíricas realizadas são praticamente nulas. Diante disso, além servir de base para futuros estudos, a presente pesquisa tem sua relevância ao contribuir na expansão do conhecimento sobre os conceitos da contabilidade enxuta e sua metodologia de custo gerencial: O custeio do fluxo de valor. Assim sendo, a primeira pergunta formulada para direcionar esta pesquisa é: Quais os benefícios que podem ter uma empresa utilizando a metodologia de custeio do fluxo de valor? Para responder a primeira questão, foi necessária a aplicação de um modelo de custeio baseado na metodologia do fluxo de valor, e com isso surge uma segunda pergunta que serviu de direcionador da pesquisa: Quais os dados e informações necessárias para viabilizar o custeio do fluxo de valor? Como resultado da pesquisa, foram identificados e avaliados benefícios do custeio do fluxo de valor, bem como levantados as informações necessárias para a aplicação desta metodologia de custeio

A capacidade de customização de produtos é considerada atualmente um fator de competitividade muito importante para a sobrevivência das empresas. A interferência dos clientes na concepção e na fabricação dos produtos está cada vez mais intensa. Dentre as várias estratégias de customização, a tipologia de produção Engineer to Order (ETO), na qual o cliente é envolvido nas fases de design e desenvolvimento do produto, é considerada a mais complexa e ineficiente. Embora o número de organizações classificadas como ETO seja bastante elevado e os problemas associados a esta tipologia sejam bem conhecidos, não existem registros consolidados na literatura sobre qual é a melhor abordagem de gestão das cadeias produtivas destes ambientes. Além disso, as práticas de gestão sugeridas por alguns pesquisadores consideram a tipologia ETO um sistema homogêneo, no qual todas as empresas recebem as mesmas abordagens. No entanto, dentro do universo ETO existem empresas com diferentes tipos de customização. Algumas empresas fabricam produtos completamente novos, desenvolvidos para clientes específicos. Outras empresas fornecem produtos com estrutura híbrida, na qual alguns componentes são padronizados e outros são customizados. A grande diferença entre os sistemas produtivos ETO exige que cada ambiente receba uma abordagem específica para o seu modelo de negócio. Com o intuito de preencher esta lacuna, o presente trabalho propõe uma classificação da tipologia ETO com recomendações das melhores práticas de manufatura para cada subtipologia ETO definida. A classificação proposta foi baseada em estudos de caso com implementações de projetos de melhoria em diferentes ambientes ETO. / The ability of customizing products is considered a very important competitive factor for the survival of nowadays companies. The power of customers influence on products conception and manufacturing is increasing. Among the various customization strategies, the Engineer to Order (ETO) production typology, in which customers are involved at product design and development stages, is considered the most complex and inefficient. Although there are many organizations classified as ETO and the problems associated with this typology are very known, there is a lack of agreement in literature about the best practices for the value chain management of these environments. Furthermore, the practices suggested by some researchers consider the ETO typology as a homogeneous system where all the companies receive the same approach. However, the companies of the ETO universe show different customization approaches. Some companies produce products completely new and designed for specific customers. Other companies provide products with a hybrid structure which is formed by standardized and customized components. The big difference found between all kinds of ETO production systems implies that specific approaches have to be applied for each business model. In order to fill this gap, this work offers a classification for the ETO typology with some recommendations of the best manufacturing practices for each ETO sub typology defined. The proposed classification was based on cases of improvement projects implemented in different ETO environments.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-08-08T18:02:17Z No. of bitstreams: 1 Dissert Isadora A Ferreira.pdf: 2076406 bytes, checksum: 9c23c4be7077b5a0bb8b05e2c5f69337 (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-08-29T14:03:28Z (GMT) No. of bitstreams: 1 Dissert Isadora A Ferreira.pdf: 2076406 bytes, checksum: 9c23c4be7077b5a0bb8b05e2c5f69337 (MD5) / Made available in DSpace on 2017-08-29T14:03:28Z (GMT). No. of bitstreams: 1 Dissert Isadora A Ferreira.pdf: 2076406 bytes, checksum: 9c23c4be7077b5a0bb8b05e2c5f69337 (MD5) Previous issue date: 2017-04-05 / O Sistema Toyota de Produção (STP), baseado no pensamento enxuto (lean thinking), tem se consolidado um dos mais eficientes sistemas de manufatura para empresas de base industrial. Por outro lado, é importante considerar que a mudança para um novo sistema de produção gera distintas reações por parte dos colaboradores envolvidos, indo desde o apoio irrestrito a resistências confessas ou veladas. A literatura científica destaca a importância de se desenvolver um processo de gerenciamento das mudanças eficaz capaz de sustentar as ações implantadas e auxiliar na formação de uma nova cultura organizacional. O presente estudo investiga a implantação do lean manufacturing em uma empresa de base industrial produtora de dispositivos eletroeletrônicos, visando a identificar as percepções dos distintos grupos de colaboradores envolvidos no processo (alta direção, gestores e nível operacional), evidenciando as abordagens favoráveis e resistentes a sua implantação. Para realização desta pesquisa foi realizado o levantamento secundário dos dados através da revisão da literatura e a coleta de dados primários através da realização de entrevistas. 56% dos funcionários envolvidos com a produção participaram da pesquisa e a amostra foi segmentada em quatro grupos: operadores, líderes de equipe, grupo tático e cúpula estratégica. A avaliação dos dados foi realizada através do uso da estatística descritiva com a utilização de histogramas e, através da diferença entre as médias das respostas obtidas nas perguntas com a utilização da escala Likert. Os resultados indicaram que, apesar de algumas diferenças observadas nas percepções dos grupos, existe um alinhamento entre todos sobre a importância do lean manufacturing na atividade produtiva, a melhoria da comunicação, das condições de trabalho, o aumento da autonomia e a eficácia dos treinamentos realizados. Apesar da percepção positiva, foram identificadas durante as entrevistas insatisfações e potenciais melhorias em relação a esses aspectos. A liderança é apontada pelos entrevistados como um dos principais pontos de melhoria para o sucesso da implantação. Os principais gaps observados entre os grupos foram em relação aos treinamentos, motivação da empresa para implantação do lean, entendimento da estratégia da mudança e o aumento da pressão no trabalho. / Toyota Production System (TPS) is based on lean thinking and has proven to be one of the most efficient manufacturing systems in industrial organizations. In contrast, is also important to consider that a production model change may engender different reactions by those involved and some of them may show resistance during the process. Many researches have shown the importance of developing an effective management change process to sustain implemented actions and support a new culture creation. This study aims to investigate lean manufacturing implementation in an electronics manufacturing company to identify the different perceptions of groups involved (operational and management positions) in the process and analysis favorable and resistive approaches related to the change. In this study, secondary data were collected through literature review and interviews were performed to collect primary data. 56% of company employees participated in this survey and the samples were divided into four groups: production staff, team leaders, tactical group and strategic group. The results were analyzed by descriptive statistics (histograms) and the difference of means was used to analyze Likert scale questions. The results showed that despite some differences among each group’s perceptions, all groups agree on the importance of lean in production system, communication process, working conditions, workers autonomy and training efficiency. Although the perceptions were positive, some dissatisfactions and improvement opportunities were identified during the interviews. Leadership is mentioned as an important improvement point. Training, team motivation to implement the change, change strategy understanding and work pressure increase were the main gaps between the groups identified in this study.