Made available in DSpace on 2015-04-23T12:43:00Z (GMT). No. of bitstreams: 1 leandro.pdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Previous issue date: 2012-10-11 / This work had as guideline the concepts of lean manufacturing and their application in a food industry of Entorno de Brasília . On-site was used a practical research as methodology procedure, focusing on the production process of 2 kg packing in the vegetables plant. Also was created a continuous flow in the bottleneck to reduce wastes related to time, increasing productivity once that production result was not reaching the estimated capacity. / Este trabalho teve por objetivo aplicar os princípios da manufatura enxuta em uma indústria de alimentos na região do Entorno de Brasília. Utilizando-se dos procedimentos metodológicos de pesquisa intervencionista e de eventos kaizen, definiu-se o foco de atuação na família de produtos de envase de vegetais, mais especificamente em latas de 2 kg de milho verde e ervilha. Criou-se um fluxo contínuo no processo puxador de esterilização por autoclaves com o intuito de reduzir os desperdícios em relação ao tempo, aumentando assim a produtividade do processo de produtivo, considerado este de baixa eficiência por não conseguir atingir a sua capacidade teórica de produção

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.

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.

Estágio realizado na XC Consultores, Lda. - e orientado pelo Eng. Luís Barros / Tese de mestrado integrado. Engenharia Industrial e Gestão. Faculdade de Engenharia. Universidade do Porto. 2013

Trabalho realizado na Bi-Silque - Produtos de comunicação Visual S.A., orientado pelo Engenheiro Abel Maia / Tese de mestrado integrado. Engenharia Mecânica. Faculdade de Engenharia. Universidade do Porto. 2012

This dissertation aims to contribute to the discourse on the future of manufacturing in Sweden. It is argued that the real threat does not come from lower wages in Eastern Europe and Asia. Rather it comes from an inability to make the most of existing manufacturing systems. The joint contribution of the underlying studies that this dissertation is based on provides compelling support for corroborating this line of thought. More important, however, is that in addition to showing that there is room for improvement, a lot of input is provided on how to act creatively for enhanced performance. The discussion on how to act mainly focuses on three research issues. First, enhancing continuous improvement capability. The continuous improvement abilities considered most important for Swedish manufacturers to develop are pointed out. That is, the ability to adopt a systematic and strategic approach to continuous improvements, the ability to lead the way towards continuous improvements, and finally the ability to involve customers and suppliers in continuous improvements. Furthermore, the likely positive performance impact of accomplishing this is clarified. Second, adopting the principles of lean manufacturing. Rather than reinforcing Taylorism, it is shown that lean manufacturing seems to contribute to the creation of sustainable work systems in Sweden. However, a broad process of change awaits the many companies that might aspire to transform their operations in this direction. In order to reap the full potential of this strategy, the work organisation, as well as management accounting and remuneration systems, must change, not only manufacturing processes. Third and finally, making more effective outsourcing decisions. It is shown that any positive effects of outsourcing manufacturing are more likely to be realized if concurrent initiatives are taken to develop the capability of the manufacturing function. The analysis also indicates a potential for taking a more strategic approach to outsourcing, i.e., outsourcing in order to increase focus on core manufacturing activities and take advantage of the supplier’s higher innovation capability. Moreover, a potential for selecting suppliers more appropriately is also indicated, such as by trying to achieve greater economies of scale. The chosen methodological approach has been to combine two large-scale surveys of representative samples of Swedish engineering industry companies with two multiple case studies. The surveys measured continuous improvement behaviours, lean manufacturing and outsourcing, and provides descriptive statistics as well as tests of theoretical assumptions. The case studies provide a deeper understanding of researched issues. One was designed to illustrate how the Balanced Scorecard may enhance the continuous improvement capability level, and the other, to hearing some voices of the empirical field. / QC 20100525

The purpose of this thesis is to develop a model for assessing cost effectiveness of applying lean tools. The model consists of eight phases: it starts by understanding customers' requirements using Voice of Customer (VOC) and Quality Function Deployment (QFD) tools. In phase 2, the current state of plant is assessed using lean profile charts based on Balanced Scorecard (BSC) measures. In phase 3 and phase 4, identification of critical problem(s) and generating of improvement suggestion(s) are performed. Phase 5 provide evaluation of the cost effectiveness of implementing the suggested lean methods based on life cycle cost analysis (LCCA) and phase 6 prefers the right alternative based on multiple criteria decision making (MCDM). In phase 7 the selected alternative is supposed to be implemented and finally the user should monitor and control the process to make sure that the improvement is going as planned. The model was verified successfully using a case study methodology at one Swedish sawmill called Södra Timber in Ramkvilla, one part of Södra group. Results obtained from the study showed that the production and human resources perspectives are the most critical problem areas that need to be improved. They got the lowest scores in the lean profile, 63% and 68%, respectively. Using value stream mapping (VSM) it was found that the non value added (NVA) ratios for the core and side products are 87.4% and 90.4%, respectively. Using the model, three improvement alternatives were suggested and evaluated using LCCA and MCDM. Consequently, implementing 5S got the highest score, second came redesigning the facility layout. However, it was estimated that 4.7 % of NVA for the side product would be reduced by redesigning the facility layout. The recommendations were suggested for the company to improve their performance. The novelty of the thesis is based on the fact that it addresses two main issues related to lean manufacturing: firstly, suggesting lean techniques based on assessment of lean profile that is based on BSC and QFD, and secondly assessing the cost effectiveness of the suggested lean methods based on LCCA and MCDM. This thesis provides a generalized model that enables the decision-maker to know and measure, holistically, the company performance with respect to customer requirements. This will enable the company to analyze the critical problems, suggest solutions, evaluate them and make a cost effective decision. Thus, the company can improve its competitiveness.

<p>The purpose of this thesis is to develop a model for assessing cost effectiveness of applying lean tools. The model consists of eight phases: it starts by understanding customers' requirements using Voice of Customer (VOC) and Quality Function Deployment (QFD) tools. In phase 2, the current state of plant is assessed using lean profile charts based on Balanced Scorecard (BSC) measures. In phase 3 and phase 4, identification of critical problem(s) and generating of improvement suggestion(s) are performed. Phase 5 provide evaluation of the cost effectiveness of implementing the suggested lean methods based on life cycle cost analysis (LCCA) and phase 6 prefers the right alternative based on multiple criteria decision making (MCDM). In phase 7 the selected alternative is supposed to be implemented and finally the user should monitor and control the process to make sure that the improvement is going as planned. The model was verified successfully using a case study methodology at one Swedish sawmill called Södra Timber in Ramkvilla, one part of Södra group. Results obtained from the study showed that the production and human resources perspectives are the most critical problem areas that need to be improved. They got the lowest scores in the lean profile, 63% and 68%, respectively. Using value stream mapping (VSM) it was found that the non value added (NVA) ratios for the core and side products are 87.4% and 90.4%, respectively. Using the model, three improvement alternatives were suggested and evaluated using LCCA and MCDM. Consequently, implementing 5S got the highest score, second came redesigning the facility layout. However, it was estimated that 4.7 % of NVA for the side product would be reduced by redesigning the facility layout. The recommendations were suggested for the company to improve their performance. The novelty of the thesis is based on the fact that it addresses two main issues related to lean manufacturing: firstly, suggesting lean techniques based on assessment of lean profile that is based on BSC and QFD, and secondly assessing the cost effectiveness of the suggested lean methods based on LCCA and MCDM. This thesis provides a generalized model that enables the decision-maker to know and measure, holistically, the company performance with respect to customer requirements. This will enable the company to analyze the critical problems, suggest solutions, evaluate them and make a cost effective decision. Thus, the company can improve its competitiveness.</p>

Pour faire face aux contraintes économiques (demande de plus en plus importante pour de la personnalisation de masse, globalisation et réduction des coûts...), le développement de stratégies de production " Juste À Temps ", ou " Lean Manufacturing " impose la réorganisation de l'entreprise sur les activités génératrices de valeur en suivant une logique de chaîne de valeur pour éviter tout gaspillage. Cette stratégie conduit de fait à un recentrage métier et une extension de la chaîne de valeur. L'entreprise est donc amenée à développer des stratégies de collaboration (Bare et Cox, 2008 ; Davis, 1987) et doit disposer d'un SI Lean (réponse au plus juste), agile pour réagir aux fluctuations et aléas, ouvert pour assurer un partenariat avec ses fournisseurs, ses clients et ses partenaires et, enfin, interopérable pour faciliter la communication entre les différents systèmes et concilier ces différentes facettes métiers. Or, le SI de l'entreprise est constitué d'une multiplicité de logiciels (l'ERP (Enterprise Resource Planning), le MES (Manufacturing Execution System), le PLM (Product Life-cycle Management), le SCM (Supply Chain Management)...). Chaque système vise à répondre à un objectif donné pour une facette métier, et est développé selon des spécifications métier propres échappant le plus souvent à toute standardisation. Ceci engendre une redondance, une hétérogénéité et une augmentation du volume d'information, d'où des risques d'incohérence, de rigidité du SI et notamment une grande difficulté de communication dans le cadre de collaboration interentreprises. Pour répondre à ces aléas, il importe de définir un SI agile et interopérable et de réorganiser les processus pour supporter la chaîne de valeur de l'entreprise. C'est dans cet objectif que nous proposons de développer un Lean ESB (Enterprise Service Bus), socle d'une Architecture Orientée Services, doté d'une couche sémantique métier. Nous avons défini quatre modules du Lean ESB : * Le module de médiation définit les échanges d'information entre les différents métiers et entre le métier et la technologie pour assurer le fonctionnement des autres modules. * Le module de chorégraphie dynamique permet de composer les services industriels pour définir les processus selon les besoins de production spécifiés par le client. * Le module de routage intelligent organise les ressources de l'atelier pour définir des processus en flux tirés. * Le module de monitoring et gouvernance permet de contrôler la performance de la production et la qualité des produits.

Continuous improvement as a business philosophy and quality management strategy has become the choice of many organisations world-wide. It is a concept filled with the promise for excellence in quality, customer service distinction and business efficiencies. Continuous improvement philosophies like Lean Manufacturing, promote tools, techniques and a culture of quality values that have the potential to create a dynamic business environment, capable of seizing opportunity, predicting failures and surpassing competition. Why then, are these organisations that are so vehemently pursuing continuous improvement initiatives with concerted efforts not reaping the rewards that have been successfully achieved by a monumental few great organisations? According to the literature study, failure to implement continuous improvement (CI) programs successfully stems from a lack of focus on the soft side of continuous improvement efforts. The soft issues that are considered vital to successful implementation include an employee’s quality cultural values and an organisations soft key success factors for CI implementation. This study focused on how these soft variables have an impact on employee attitudes such as job satisfaction, employee commitment, intentions to quit and work success. The theoretical research conducted in this study focused on continuous improvement cultural values and the key soft success factors for CI implementation impact on work related attitudes like job satisfaction, employee commitment, intentions to quit and work success. The empirical study was conducted on 149 employees in a multi-national manufacturing company. A questionnaire was distributed throughout the entire company to verify how the theoretical and empirical data compared. The study concluded that the specific cultural value of shared vision and goals was a significant predictor of all four work related attitudes, whilst other cultural values of purpose and continuous improvement also proved to be significant predictors. The study concluded that key soft success factors like leadership, training and development and job security were significant predictors of employee commitment, whilst communication and job security were significant predictors of job satisfaction. Thus, work related attitudes like employee commitment is greater when employees identify and exhibit favourable quality cultural values and also when employees perceive that their organisation possess essential key soft factors for successful CI implementation. Incorporating these findings into recommendations will allow for organisations implementing CI programs, to develop the soft issues of CI that have a beneficial impact on work related attitudes that lead to successful and sustainable continuous improvement efforts. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.