Este trabajo presenta el problema del exceso de desperdicios de etiquetas que se genera en la impresión de estos mismos. El proceso de impresión es el proceso clave de la empresa, puesto que transforma los rollos de plástico juntamente con las tintas y un error en los procedimientos produce la pérdida del material ingresado y dinero. Esto impulsa a plantear soluciones mediante técnicas Lean en la producción de etiquetas. Por lo general, los estudios se basan en otras líneas del sector plástico, tales como las tuberías, bolsas, envases, entre otros. Para enfrentar este problema, se utilizará la metodologia Lean Manufacturing adaptado a un ciclo de mejora continua formando un modelo de propuesta de solución, con técnicas como 5S de soporte, la aplicación del Mantenimiento Autónomo, Kanban y Estandarización del Trabajo. En base a una prueba piloto realizada, se obtiene una reducción de desperdicios de 7.94% y una mejora en los indicadores que están implicados en la investigación. / This work presents the problem of excessive waste of labels that is generated in the printing of these. The printing process is the key process of the company, since it transforms the plastic rolls together with the inks and an error in the procedures causes the loss of the material entered and money. This drives to propose solutions through Lean techniques in the production of labels. In general, the studies are based on other lines in the plastic sector, such as pipes, bags, containers, among others. To address this problem, the Lean Manufacturing methodology adapted to a cycle of continuous improvement will be used, forming a solution proposal model, with techniques such as support 5S, the application of Autonomous Maintenance, Kanban and Standardization of Work. Based on a pilot test, a waste reduction of 7.94% and an improvement in the indicators that are involved in the investigation are obtained. / Trabajo de Suficiencia Profesional

In today's competitive manufacturing environment, companies are constantly looking for ways to improve. Because of this, many companies are striving to become "lean" by implementing lean manufacturing, which is a difficult process. To aid in the implementation of lean manufacturing, simulation was used to reduce the trial-and-error period of lean manufacturing and find to optimum approach to implement the lean manufacturing principle. In this research, a case study of implementing level loading of the production schedule for BullFrog International, L.C. will be examined. To make it possible to implement level loading, the thermo-former machine at the beginning of the operations was improved to allow quick changeovers. The changeover time was reduced by 60% and with a few additional changes changeovers could be completely external. In order to be able to conduct simulation experiments to find the optimum production schedule, cycle times were gathered for each operation and a simulation model was developed of BullFrog International, L.C. current manufacturing operations. Historical data was gathered of previous month's sales orders and orders were divided into three different groups. Group 1 the spa orders are roughly 50% single-pump and 50% double-pump, group 2 the spa orders are roughly 60% or more single-pump spas and group 3 the spa orders are roughly 60% or more double-pump spas. Using historical data, level loading production schedules were developed using lean manufacturing principles by reducing lot sizes to the smallest possible and still preserving the correct ratios. All of these suggested production schedules were tested with the simulation model and through various experiments, the optimum production schedule were determined. The optimum production schedules were implemented and the results were recorded. The results were an average throughput increase of 49.1% in group 1, an average throughput increase of 58.7% in group 2 and an average throughput increase of 58.7% in group 3. These results support the hypothesis that level loading will increase throughput in a complex manufacturing system where there is a high mix and low volume production schedule. The results also support the hypothesis that the trial-and-error period was reduced by the use of simulation.

Since the early 1990s lean manufacturing has been employed by companies looking to reduce costs, increase efficiencies and improve quality. Academic studies of the financial benefits of lean manufacturing are mixed in their results, where some show benefit and others do not. The objective of the current work was to confirm a financial benefit of lean manufacturing, while also establishing whether such a financial advantage was sustainable. Financial data was collected for a large number of companies in the manufacturing sector, over the period from 1990 to 2010. The data were used to show correlation between inventory turns and return on assets (ROA), where turns were a measure of the leanness of a firm or an industry. A positive correlation between turns and ROA showed evidence of financial benefit from lean implementation, confirming previous results from a smaller-scale study. It was then shown that about 45% of firms studied had a competitive advantage that could be attributed to their level of leanness. Firms with a competitive advantage were compared to peer companies and it was found that about 60% are able to sustain their competitive advantage for more than 10 years.

The purpose of this study is to investigate how material flows can be more efficient through the conversion from a functional-layout to a cellular-layout. The study wants to clarify how the production layout conversion can be used by organizations who are currently utilizing the functional production layout to become more efficient. For organizations to invest time and money, they must comprehend how the investment decreases waste, and the important aspects for their decision. To fulfill the purpose two research questions (RQ) are formed, these are: RQ1: What factors impact the decision between functional and cellular layout? RQ2: How can the material flows become more efficient through the conversion from a functional-layout to a cellular-layout? To answer the research questions, a case study was conducted at an organization within the automotive industry. Moreover, the method first used was a preliminary investigation to get a broader understanding of the research area. When the field of study was established, the data collection was accomplished by interviews, observations, and document studies. Moreover, a literature review was done to build a theoretical foundation and to answer one of the research questions. The case company is an organization producing in a high-cost country currently using the functional production layout. The findings of the study suggest what is impacting the decision when converting from a functional production layout to a cellular production layout, it is especially four dimensions that must be taken into consideration, these are: type of production system, production flow, product variation and volume. Further on, the case study suggests that the conversion from a functional to a cellular production layout can reduce the travel distance for the product family by 38.8 %, reduce the lead time by 24.2 % and reduce the amount of forklift lifts needed for the product family by 66.7 % at the case company. Moreover, the implications highlight and elaborate on the benefits of a production layout conversion for increasing the efficiency of material flows within a producing organization which utilizes the functional production layout. It sheds further light on how advantageous it may be to an organization when it comes to align with lean manufacturing concepts. The study offers organizations with a functional production layout an understanding of what they need to consider when and if they intend to move from a functional to a cellular production layout, thus the study gives evidence confirming the difference between the two different layouts regarding efficiency. The limitation of the study is results of the material flows improvements, since the results might be greater at the case company in comparison to other organizations using functional production layout. The study only conducts one case study, which means that the results are not necessarily generalizable. Therefore, it could be necessary to replicate the study in other organizations and contexts to see if the same results can be reached. / Syftet med denna studie är att undersöka hur materialflöden kan bli mer effektivt genom konvertering från en funktionell layout till en cellulär layout. Studien vill förtydliga hur produktionslayoutkonvertering kan användas av organisationer som idag använder den funktionella produktionslayouten för att bli mer effektiva. För att organisationer ska kunna investera tid och pengar måste de förstå hur investeringen minskar slöseri, samt vilka aspekter som är viktiga för deras beslut. För att uppfylla syftet bildas två forskningsfrågor, dessa är: Forskningsfråga 1: Vilka faktorer påverkar beslutet mellan funktionell och cellulär layout? Forskningsfråga 2: Hur kan materialflödena bli effektivare genom konvertering från en funktionell layout till en cellulär layout? För att besvara forskningsfrågorna genomfördes en fallstudie på en organisation inom fordonsindustrin. Den första metoden som användes var dessutom en förundersökning för att få en bredare förståelse av forskningsområdet. När studieområdet inrättats skedde datainsamlingen genom intervjuer, observationer och dokumentstudier. Dessutom gjordes en litteraturgenomgång för att bygga en teoretisk grund och för att svara på en av forskningsfrågorna. Fallföretaget är en producerande organisation som producerar i ett högkostnadsland och som för närvarande använder den funktionella produktionslayouten. Resultaten av studien tyder på vad som påverkar beslutet vid konvertering från funktionellt produktionsupplägg till en cellulär produktionslayout. Det är i synnerhet fyra dimensioner som måste beaktas, dessa är: typ av produktionssystem, produktionsflöde, produktvariation och volym. Vidare tyder fallstudien på att omvandlingen från en funktionell till en cellulär produktionslayout minska transportsträckan för produktfamiljen med 38,8 %, minskar ledtiden med 24,2 % och minskar antalet gaffeltruckslyft som behövs för produktfamiljen med 66,7 % hos fallföretaget.  Dessutom framhäver och förklarar fördelarna med en produktionslayoutkonvertering för att öka effektiviteten av materialflöden inom en producerande organisation som använder den funktionella produktionslayouten. Det belyser ytterligare hur fördelaktigt det kan vara för en organisation att anpassa sig efter lean manufacturing ideologin. Studien ger organisationer med en funktionell produktionslayout en förståelse för vad de behöver tänka på när och om de har för avsikt att gå från en funktionell till en cellulär produktionslayout, därför ger studien bevis som bekräftar skillnaden mellan de två olika layouten gällande effektivitet. Studiens begränsningar gäller resultat av materialflödesförbättringarna, då resultaten kan vara bättre hos fallföretaget jämfört med andra organisationer som använder funktionell produktionslayout. Studien innehåller endast en fallstudie, vilket gör att resultaten inte nödvändigtvis är generaliserbara. Därför kan det vara nödvändigt att återskapa studien i andra organisationer och sammanhang för att se om samma resultat kan uppnås.

To handle uncertainties and variabilities in production demands, many manufacturing companies have adopted different strategies, such as varying quoted lead time, rejecting orders, increasing stock or inventory levels, and implementing volume flexibility. Make-to-stock (MTS) systems are designed to offer zero lead time by providing an inventory buffer for the organizations, but they are costly and involve risks such as obsolescence and wasted expenditures. The main concern of make-to-order (MTO) systems is eliminating inventories and reducing the non-value-added processes and wastes; however, these systems are based on the assumption that the manufacturing environments and customers' demand are deterministic. Research shows that in MTO systems variability and uncertainty in the demand levels causes instability in the production flow, resulting in congestion in the production flow, long lead times, and low throughput. Neither strategy is wholly satisfactory. A new alternative approach, multi-channel manufacturing (MCM) systems are designed to manage uncertainties and variabilities in demands by first focusing on customers' response time. The products are divided into different product families, each with its own manufacturing stream or sub-factory. MCM also allocates the production capacity needed in each sub-factory to produce each product family. In this research, the performance of an MCM system is studied by implementing MCM in a real case scenario from textile industry modeled via discrete event simulation. MTS and MTO systems are implemented for the same case scenario and the results are studied and compared. The variables of interest for this research are the throughput of products, the level of on-time deliveries, and the inventory level. The results conducted from the simulation experiments favor the simulated MCM system for all mentioned criteria. Further research activities, such as applying MCM to different manufacturing contexts, is highly recommended.

M. Tech. (Department of Logistics, Faculty of Management Sciences), Vaal University of Technology. / This study examines the influence of lean supply chain management (LSCM) on supply chain competitiveness in the steel industry in Gauteng, South Africa. The industry suffered a huge blow when imported steel took over the market and collapsed big players within the industry in South Africa.A range of problems hit the market hard, leaving companies applying for section 189 of the labour law to reduce overheads and restructure their organisations. It is evident that organisations need to change their way of thinking,heighten their supply chain strategies and adopt international standards like lean supply chain management practices to become competitive in a broader spectrum. Using a data set of 265 supply chain professionals drawn from the steel manufacturing industry in Gauteng, results showed the importance of proper implementation of LSCM woulddirectly influence SCC, leading to improved organisational performance. The collected quantitative data were analysed using the Statistical Packages for Social Sciences (SPSS version 27.0) statistical software.Techniques such as correlations and regressions were used to test the hypotheses.The results of the study showed that four lean practices, namely Just in Time, Total Quality Management, Strategic Partnership and Waste Elimination all predictthe establishment of a lean culture. However, Human Resource Management was statistically insignificant. The results further showed that Lean culture predicts the competitiveness of the steel supply chain. Thererefore, an emphasis on lean supply chain management in the steel industry is anessential contributor to its success.

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. / Universiti Malaysia Pahang and Ministry of Higher Education Malaysia

The master's thesis contains 89 pages, 21 tables, 30 figures, 41 names of used sources. The object of this work is industrial enterprises that implement projects aimed at developing the production system. The subject of the study are the organizational and management relationships that arise when implementing the concept of "lean manufacturing". The purpose of this thesis is the development of methodological approaches and recommendations for the organization of management processes for the development of the production system based on the concept of lean manufacturing using the example of JSC "Uralelectromed". In order to achieve this goal you need to solve the problem:  analyze the theoretical foundations of the lean manufacturing concept with the aim of determining the possibility of developing the production system of an industrial enterprise;  analyze the efficiency of development of the production system of JSC "Uralelectromed";  develop methodological approaches and recommendations for management processes of the development of the production system on the basis of the lean manufacturing concept using the example of Uralelectromed JSC. Practical significance is confirmed by the definition of a set of practical recommendations for the development of the industrial system of industrial enterprises in terms of analyzing the performance of the production system, planning work in eliminating the bottlenecks of the enterprise and training personnel. In the paper, the performance indicators for lean manufacturing are presented, which can complement the existing system of indicators and quantify the results of work on the development of the production system. In the thesis, methods of analysis are used, such as horizontal, vertical, comparative, graphic. The structure of this dissertation consists of reference, three chapters, conclusion, list of literature and applications. / Магистерская диссертация содержит 89 страниц, 21 таблицу, 30 рисунков, 41 наименований использованных источников. Объектом данной работы является промышленные предприятия, реализующие проекты, направленные на развитие производственной системы. Предметом исследования являются организационно – управленческие отношения, возникающие при внедрении концепции «бережливое производство». Цель данной диссертации – разработка методических подходов и рекомендаций для организации процессов управления развитием производственной системы на основе концепции бережливого производства на примере АО «Уралэлектромедь». Для того, чтобы достичь поставленной цели нужно решить задачи:  проанализировать теоритические основы концепции бережливого производства с целью определения возможности развития производственной системы промышленного предприятия;  проанализировать эффективность развития производственной системы АО «Уралэлектромедь»;  разработать методические подходы и рекомендации для процессов управления развитием производственной системы на основе концепции бережливого производства на примере АО «Уралэлектромедь». Практическая значимость подтверждается определением набора практических рекомендаций по развитию производственной системы промышленных предприятий в части анализа эффективности функционирования производственной системы, планирования работ в устранении «узких мест» предприятия и обучения персонала. В работе приведены показатели оценки работ по бережливому производству, которые могут дополнить существующую систему показателей и дать количественную оценку результатам работ по развитию производственной системы. В диссертации используются такие методы анализа, как горизонтальный, вертикальный, сравнительный, графический. Структура данной диссертации состоит из ведения, трех глав, заключения, списка использованной литературы и приложений.

On the Russian market, the Ministry of Energy of the Russian Federation and a number of large companies that are monopolists or oligopolists in various markets and areas of activity within the fuel and energy sector, such as PJSC Gazprom, PJSC NK Rosneft, PJSC NOVATEK, are responsible for the development and operation of this sphere. The activities of these companies are focused on production, transportation and export deliveries, as well as the technological development of fuel and energy resources and methods of their application. However, the development of the fuel and energy complex is impossible without state support, namely, without the participation of the Council of the Federation of the Russian Federation, the President of the Russian Federation and the Ministry of Energy of the Russian Federation. State support contributes to the receipt of subsidies, financial loans and incentives to companies in the fuel and energy complex for the effective and active development of innovative technologies and improving the standard of living of society in various constituent entities of the Russian Federation. The most effective way to develop the fuel and energy complex and apply technologies in the country for its development and increase the level of well-being are state programs. The state program is an instrument of state regulation that ensures the achievement of long-term goals and objectives by using available resources and identifies companies whose participation will contribute to the favorable implementation of the program. In addition to the fact that the process of developing a state program is laborious, it should be noted that the implementation process is complex. It is necessary to develop an effective strategy for the development and implementation of government programs, focusing on the production capabilities of participating companies, given the relevance and need for the development and implementation of government programs for society. Mandatory factors should be consumer needs and desires, which should be guided and satisfied through the implementation of state programs. For their full satisfaction, it is necessary to systematize and organize the effective and appropriate performance of all functional participants in state programs, as well as provide the necessary resources for their favorable implementation. The best way to achieve the above aspects is to use a marketing and project approach in the management and implementation of government programs, the use of tools that help to take into account all the necessary parameters, an in-depth analysis of the market, a thorough analysis of consumers and their needs, development of an implementation strategy, determination of a development vector, and most importantly, developing an effective government program. / На российском рынке за развитие и функционирование данной сферы отвечает Министерство энергетики Российской Федерации и ряд крупных компаний являющихся монополистами или олигополистами на различных рынках и направлениях деятельности в рамках ТЭК, такие как ПАО «Газпром», ПАО «НК «Роснефть», ПАО «НОВАТЭК», ПАО «Россетти», ПАО «Лукойл» и другие. Деятельность данных компаний ориентирована на добычу, транспортировку и экспортные поставки, а также технологическое развитие топливно-энергетических ресурсов и способов их применения. Однако, развитие ТЭК невозможно без государственной поддержки, а именно без участия Совета федерации РФ, Президента РФ и Министерства энергетики РФ. Государственная поддержка способствует получению субсидий, финансовых займов и льгот компаниям топливно-энергетического комплекса для эффективного и активного развития инновационных технологий и повышения уровня жизни общества в разных субъектах Российской Федерации. Наиболее действенным способом развития топливно-энергетического комплекса и применения технологий в стране для ее развития и повышения уровня благосостояния, являются государственные программы. Государственная программа — это инструмент государственного регулирования, обеспечивающий достижение перспективных целей и задач путем использования имеющихся ресурсов и определяющий компании, участие которых будет способствовать благоприятной реализации программы. Помимо того, что процесс разработки государственной программы трудоемкий, необходимо отметить, что и процесс реализации сложный. Необходимо разработать эффективную стратегию по разработке и реализации государственных программ, ориентируясь на производственные возможности компаний-участников, учитывая актуальность и необходимость разработки и реализации государственных программ для общества. Обязательными факторами должны являться потребительские потребности и желания, на которые следует ориентироваться и удовлетворять их посредством реализации государственных программ. Для их полноценного удовлетворения необходимо систематизировать и организовать эффективную и целесообразную работоспособность всех функциональных участников государственных программ, а также обеспечивать необходимыми ресурсами для их благоприятной реализации. Наилучшим способом для достижения вышеупомянутых аспектов будет применение маркетингового и проектного подхода в управлении и реализации государственных программ, применение инструментов которых способствуют учету всех необходимых параметров, глубокому анализу рынка, тщательному анализу потребителей и их потребностей, разработке стратегии реализации, определения вектора развития и самое главное, разработке эффективной государственной программы.

Главная цель работы – совершенствование проектного подхода отдела системного и бизнес-анализа. В работе приведено описание компании, структуры персонала, взаимодействие между сотрудниками, статистика по затрачиваемому времени на задачу, процесса разработки нового функционала, результаты анализа, позволяющие выявить ряд следующих проблем: значительное время тратится на обсуждение и изменение функционала членов команды проекта, имеются риски по срокам. Как следствие из указанных проблем: недооцененное время на разработку функционала влияет на сроки реализации и качество будущего функционала. Для решения данных проблем предложено усовершенствовать проектный подход, внедрив нижеприведенные мероприятия: изменение порядка постановки задачи, изменение планирования и оценки задачи, создание мотивационной системы, модернизация системы взаимодействия. Был сделан расчет по внедрению совершенствованного проектного подхода. Затраты на проект составили 291594,2 рублей, срок окупаемости составляет 11 месяцев. / The main goal of the work is to improve the project approach of the system and business analysis department. The paper contains a description of the company, the structure of personnel, interaction between employees, statistics on the time spent on the task, the process of developing new functionality, the results of the analysis, which allow us to identify a number of the following problems: considerable time is spent on discussing and changing the functionality of the project team members, there are risks in terms of timing ... As a consequence of these problems: the underestimated time for the development of functionality affects the timing of implementation and the quality of the future functionality. To solve these problems, it is proposed to improve the project approach by introducing the following measures: changing the order of setting the problem, changing the planning and assessment of the problem, creating a motivational system, modernizing the interaction system. A calculation was made to introduce an improved design approach. The project costs amounted to 291 594.2 rubles, the payback period is 11 months.