Ingeniera Civil Industrial / En la actualidad, la minería se ve enfrentada a un escenario crítico debido a la caída en el precio del cobre; menores rendimientos del mineral; agotamiento de recursos explotables y una fuerte baja de la productividad. Ante tal situación, Codelco, Corporación Nacional del Cobre de Chile, ha declarado iniciar un proceso transformador en sus procesos operacionales mediante la utilización de la filosofía Lean, filosofía que identifica las actividades que generan valor y elimina o disminuye las que no lo aporten, consideradas desperdicios. Codelco, mediante los servicios de Boston Consulting Group ha identificado los procesos críticos sobre los cuales influir para obtener la productividad deseada, siendo uno de éstos el desarrollo de ingeniería pre-inversional, proceso a cargo de la Vicepresidencia de Proyectos. Es en este punto donde surge la motivación por realizar este trabajo, con el objetivo de proponer mejoras sobre el desarrollo de ingeniería de Prefactibilidad, una de las etapas más críticas dentro del desarrollo de ingeniería pre-inversional porque establece las bases del futuro proyecto en construcción. Además, la literatura ha demostrado que buenas decisiones y definiciones en etapas conceptuales generan un gran impacto en el cumplimiento del presupuesto y manejo ante las posibles dificultades en la ejecución del proyecto. Para lograr el objetivo se ha considerado el estudio de bibliografía que incorpore herramientas de diseño, control y gestión de la filosofía Lean Management. Además, se analiza un caso de estudio de un proyecto minero, con el fin de levantar las principales problemáticas en el desarrollo de ingeniería de Prefactibilidad. El caso de estudio corresponde al proyecto Aumento de Capacidad de Tranque de Relaves de Talabre, tranque encargado de recibir los relaves de las Divisiones: Chuquicamata, Radomiro Tomic y Ministro Hales. Del caso estudiado, se realiza un diagnóstico de problemas, donde se obtienen las 2 problemáticas más relevantes dado un análisis de riesgos mediante la realización de una Matriz de Riesgos. Estas problemáticas corresponden a: falta de definiciones y estándares claves al inicio del proyecto y reuniones poco efectivas, las cuales son abordadas en la propuesta final del presente trabajo mediante el diseño de 2 herramientas basadas en la filosofía Lean Management: BEAM y Obeya Room. Estas herramientas ayudan a generar una mejor gestión integral del proyecto y son posibles de aplicar y adaptar a cualquier tipo de proyecto, con su respectiva actualización de información dada a la naturaleza del negocio. Finalmente, se proponen ciertas recomendaciones para lograr un cambio organizacional que lleve hacia una mejora en la productividad mediante la aplicación de herramientas de la Filosofía Lean Management, el cual está altamente determinado por la existencia de agentes de cambio, personas con conocimientos de las herramientas Lean, que sean capaces de motivar el cambio en la cultura organizacional, y promover la mejora continua.

The purpose of this study was to identify a customized leadership style that catalyses a successful lean management adoption process within each management tier. For establishing the aforementioned tailored style, individual behaviors from leadership styles recommended by literature to be optimal for lean adoption where studied. The behaviour individualization offered a wider set of combinations to develop a custom leadership style. Lean managers, categorized in the management tier they perform, ranked the behaviours they found to be essential with the highest score, and behaviours that are not effective in lean management ranked in the lowest positions. Further on, these results were contrasted with lean consultant’s perspectives on the matter, as they bring an external point of view to compliment and understand the context of management and lean. Literature findings where used to develop data gathering tools, as well as a comparing point between practical findings and theoretical propositions. Moreover, findings on leadership behaviors are linked to Katz’s skill managerial model. Critical Dynamic Leadership (CDL) is the leadership style suggested for lean implementation. Addressing each management tier, CDL for work-floor, CDL for middle-level and CDL for top-level management, CDL presents a set of tailored leadership styles developed for each management tier. CDL answers the behaviours leaders need to develop to foster lean, while leaving an open window for critical dynamism. Critical dynamism refers to the ability to understand the space and time context and the power of adaptability to such circumstances, having first analysed the situation critically. In a practical perspective, organizations can address these findings to have a holistic understanding on what lean represents, how it acts and what factors to take into account when facing its implementation.

Yes / The NHS will need to make real term cost savings whilst maintaining and, where possible, enhancing the quality of essential services. The require-ment for efficiency savings to enable reinvestment in quality is estimated to be up to £21.1 billion by 2014 (Department of Health, 2010; Appleby, 2009.). This requires the NHS to increase productivity by 6 percent per annum (Appleby, 2010) while the Office of National Statistics estimates that productivity1 actually fell by approximately 0.3 percent per annum over the period 1995-2008 (ONS, 2010). Productivity is highly variable within the NHS and even within trusts (NHS Institute for Innovation and Improvement, 2004). Given these pressures, the productivity of healthcare organiza-tions is an incredibly salient topic; lean management is a particular pertinent and topical issue.

No

Les travaux présentés dans ce mémoire de thèse portent sur une démarche de fusion entre le Lean Management et la mise en oeuvre d’une certification de type ISO. Nous avons qualifié cette démarche de « Lean Normalisation ». Elle propose une nouvelle façon d'aborder la mise en oeuvre des normes ISO dans une entreprise, avec six étapes inspirées des principaux concepts du Lean Management.Après un état de l’art présentant l’ISO, son historique et les diverses versions normatives, nous proposons une analyse des différentes approches et définitions du Lean Management. Cette analyse repose sur une étude bibliographique abondante du domaine depuis plusieurs années.L’étude bibliographique couplée ISO/Lean nous a permis d’identifier la problématique suivante :les tentatives de fusion entre ces deux approches n’émergent pas sur une proposition de modélisation mettant en synergie l’ISO et le Lean Management. Nous proposons, de ce fait, une approche novatrice que nous avons qualifiée de « Lean Normalisation ».Cette approche se déroule en six étapes : le Muda Documentaire, le Juste Documentaire, la Conception du Processus d’Amélioration Continue, la Qualité Exigible, le Management Visuel, et l’Animation du Système de Management de la Qualité. La mise en oeuvre de cette approche s’appuie sur une démarche projet constituée de dix jalons.Suite à l’application de notre approche dans différentes entreprises, et après avoir fait le constat de l’inefficacité des audits de certification classiques, nous ouvrons de nouveaux horizons en proposant une vision différente de l'audit fondée sur le Stress Test Organisationnel. / The research presented in this PhD thesis looks at an approach which attempts to merge Lean Management and the implementation of ISO-type certification. This method, that we have called "Lean Normalization", proposes a new way of approaching the implementation of ISO standards in a company, using six steps inspired from Lean Management concepts.Once a state of the art of ISO, its history and the different normative versions have been presented, we then analyze the different approaches and definitions of Lean Management.The bibliographic study of both ISO and Lean methods has enabled us to identify the following problem: the attempts to merge ISO and Lean do not lead to any type of formal modelling. We therefore propose an innovative approach which we call "Lean Normalization".This approach is composed of the following six steps: Documentary Muda, Right Documents,Design of the Process of Continuous Improvement, Due Quality, Visual Management and Animation of the Quality Management System. The application of our approach in companies has enabled us to highlight the ineffectiveness of conventional audit. Therefore, in the last chapter, we propose a different vision of an audit based on the Organizational Stress Test.

Cette thèse vise à proposer de nouvelles méthodes pour transformer les processus de la relation client. Elle entreprend de répondre aux défis que la révolution servicielle et digitale pose dans ce domaine aux démarches d’Excellence Opérationnelle inspirées du Lean management. La thèse postule que la conceptualisation dualiste de l’activité productive constitue la cause racine des difficultés que ces méthodes rencontrent actuellement ; elle cherche dans le pragmatisme et sa perspective non dualiste le développement de nouvelles approches. Pour ce faire, la thèse prend pour objet et propose la réécriture d’un manuel de formation à l’Excellence Opérationnelle. Elle confronte les instructions de ce manuel à l’expérience d’une intervention de transformation d’un processus client dans une société d’assurances. Elle mobilise les concepts pragmatistes pour instruire la critique du processus opérationnel existant et générer des solutions de remplacement. Le dispositif de recherche fait intervenir un praticien chercheur qui combine analyse documentaire, écoute non directive des clients, observation et analyse du travail des conseillers de la relation client et enquête coopérative avec les opérateurs pour faire émerger de nouvelles pratiques. Les trois articles de la thèse couvrent trois étapes existantes ou à introduire d’un projet d’Excellence Opérationnelle et concernent 1) la prise en compte de la complexité de la demande client 2) la définition du périmètre du processus client 3) l’équipement du conseiller client pour construire le sens des situations. / The aim of this dissertation is to propose new methods to transform the customer relationship process. It sets out to address challenges which the digital and service revolution pose to the measures for operational excellence inspired by Lean management. The dissertation assumes that the dualistic conceptualization of production activities is the root-cause of the difficulties faced by Lean management in the recent period. It therefore looks towards pragmatism and its non-dualistic perspective for the creation of new approaches. For this purpose, the dissertation holds, as subject and proposal, the rewriting of a training manual on operational excellence. This study tests the effectiveness of this training manual in the work of transforming a customer process in an insurance company. It adopts pragmatic concepts to carry out a critical assessment of the existing status and offers alternative solution proposals. The applied research device involves a practitioner-researcher who combines record analysis, non-directive listening of customers, observation and analysis of the work done by customer relation counsellors and a cooperative investigation with operators for the setting-up of new practices. The dissertation is divided into three parts that cover three existing or proposed steps in an operational excellence project. They include: 1) taking into account the complexity of the customer demand 2) identifying the scope of the customer process 3) equipping the customer counsellor in the understanding of issues.

The graduation thesis is focused on the methods which are frequently used for racionalization of organization structures in the banking sector. Thesis discribes practical examples to present racionalization organization methods, theirs practical using, compare them and assess their effectivity and relevancy for the banking sector.

Actuellement, les pratiques de Lean Management représentent un avantage compétitif pour la majorité des entreprises qui cherchent à améliorer leur performance dans un marché mondial très agressif. Le processus de mise en œuvre du Lean est très complexe ; il s'agit de se transformer en une nouvelle philosophie et de gérer l'entreprise - un changement de comportement. Ce document passe en revue la documentation relative aux pratiques de Lean Management et à l'incapacité de certaines entreprises à maintenir les résultats dans le temps, en particulier sur le décalage entre les objectifs du Lean et leurs efforts de mise en œuvre pour éliminer le gaspillage par l'amélioration des processus. La littérature a relevé plusieurs problèmes de gestion concernant ce problème, mais les principales raisons en sont, d'une part, une rupture des interfaces entre les aspects socio-techniques et, d'autre part, un besoin d'engagement réel de la part de la direction générale. Par conséquent, l'objectif de cet étude est de synthétiser et d'analyser ces difficultés Lean sur la base d'une pensée systémique dynamique et de proposer en plus, comme alternative à une proposition classique (linéarité) pour résoudre ces problèmes Leans, deux hypothèses : la contribution de la productivité qui réduit ces écarts, de manière plus globale ; en plus, sur l'approche de l'amélioration continue, qui permet de mesurer les"changements comportementaux" et encourage également la participation ; elle pose également le problème des performances chez des employés autonomes qui ont été documentés dans la documentation Lean / Currently, Lean Management Practices represents a competitive advantage for most companiestrying to raise their performance in a very aggressive global market. Lean’s implementationprocess is very complex; it means to transform into a new philosophy and managing the business- a behaviour change. This paper reviews the literature in relation to Lean managerial practicesand the incapacity for some companies to sustain the results over time; specifically about themisalignment among the Lean’s purposes with their implementation efforts to waste eliminationthrough the improvement of processes. The literature found several management issues regardingthis problem but the main reasons are firstly a breakdown interfaces between socio-technicalaspects and secondly, a need for real commitment from the top management. Consequently, thetarget of this paper is to synthesize and analyze those Lean difficulties based on dynamic systemthinking and, also, to propose two assumptions as an alternative to a conventional proposal(linearity) to solve this Leans’ problems: the contribution of productivity management whichnarrows these gaps, in a more holistic manner; in addition, based on the continuous improvementapproach as a metric to assess Lean’s "behaviour change" and also to encourage commitment; italso engages the performance dilemma throughout empowered workers that have beendocumented in the Lean literature

Basierend auf den erfolgreichen Einsätzen von Lean Management in der Automobilbranche und darauffolgend in weiteren Wirtschaftszweigen übernahmen auch immer mehr große IT-Dienstleister diese Prinzipien und Konzepte. Kaum ausgeprägt ist jedoch bisher der Einsatz von Lean Management in Unternehmen, die primär IT-Dienstleistungen für externe klein- und mittelständische Kunden anbieten. Die dazu notwendigen Produkte müssen individuell auf die Kundenanforderungen zugeschnitten sein und sind deshalb sehr heterogen und kostenintensiv. Werden die Potentiale in den Bereichen Personaleinsatz, Durchlaufzeiten und Qualität mittels der Anwendung von LM-Prinzipien ausgeschöpft, sind große Effizienzsteigerungen realisierbar. Deshalb ist es wert, gerade auch für das klein- und mittelständische Dienstleistungssegment zu überlegen, wie die Lean-Management-Prinzipien trotz dieser komplexen Problemstellung umgesetzt werden können. Zu diesem Zweck wird in der Arbeit auf Basis der leanen Grundüberlegung Vermeidung von Verschwendung ein Modell entwickelt, das das schlanke Managementkonzept mit dem Best-Practise-Framework ITIL verknüpft. Die Umsetzung dieses Modells lässt Effizienzsteigerungen, Verbesserungen in der Prozessqualität sowie die Erhöhung der Kunden- und Mitarbeiterzufriedenheit erwarten. / Based on the successful Lean Management applications in the automotive industry and, subsequently, in other sectors of the economy, a growing number of large IT service providers has adopted these principles and concepts. However, the use of Lean Management is hardly distinctive among companies that offer primarily IT services for external small and medium-sized customers. The products necessary for this must be individually tailored to customer requirements and are, therefore, heterogeneous and costly. If potential is fully utilized by applying Lean Management principles in the areas of human resource placement, lead times and quality, major gains in efficiency can be achieved. It is, therefore, worth considering how Lean Management principles can be implemented, in spite of the complex problem statement, even for the small and medium-sized service segment. Towards that end, within this paper a model is developed on the basis of the \"lean\" rationale of Waste Avoidance, which links the Lean Management concept with the Best Practice Framework of ITIL. The implementation of this model makes way for gains in efficiency, improvements in process quality, as well as increased satisfaction among customers and employees.

Föreställ dig att du arbetar på en arbetsplats som har en brist på dokumenterad information. Information kommuniceras oftast genom dagliga informationsmöten, varav en del anställda inte kan delta på dessa möten på grund av att de är på tjänstgöring. Informationen dokumenteras inte heller och utfallet resulterar i att vissa anställda saknar information för att arbeta effektivt utifrån organisationens perspektiv. Den generella arbetsinsatsen på organisationen kan ses som effektivt för den enskilda medarbetaren. Informationen och rutinerna standardiseras inte inom alla distrikt i postkontoret. Vissa rutiner utförs inte som förväntat och skapar komplikationer för andra kollegor att göra en effektiv insats inom samma distrikt, det vill säga avdelning. Organisationen har ett internt begrepp med namnet hasare vilket innebär att anställda med denna position måste arbeta i flera distrikt istället för ett enda. Eftersom organisationernas informationsflöde är kritiskt och också påverkar standardiseringen negativt, skapar det svårigheter för hasare att arbeta effektivt. Syftet med rapporten är att definiera de grundläggande orsakerna till problemet och även de lösningar som är baserade på medarbetares önskemål. Utifrån intervjuer och observation visar det sig att problemet påverkar standardiseringen av arbetet och i förlängningen även motivationen negativt för de anställda. Lösningen är en implementering av informationsmappar med relevant information till varje distrikt och även en implementering av ett teamsystem för att säkerställa att alla dokument i mappen uppdateras. Implementeringen bygger på Lean Management och offensiv kvalitetsutveckling (TQM), med målet att bygga upp en organisation på långsiktiga grunder och en delaktighet i organisationens aktiviteter. Metoden som har använts utgår från att studenten, tillsammans med organisationens medarbetare, ska generera släktskapsdiagram innehållande problemorsaker och träddiagram innehållande lösningar till problemen. Lösningsförslagen ställs därefter emot problemorsakerna för att analysera effektiviteten i lösningsförslagen. Slutsaterna är att organisationen har kvalitetsbrister i det interna informationsflödet och behöver upprätta enkel, standardiserad och lättillgänglig dokumentation som även samlas på en definierad plats. Organisationen behöver även gå igenom och uppdatera den dokumenterade informationen. / Imagine yourself working in a workplace that have a lack of documented information. Information is usually communicated through daily information meetings, as some employees can not attend on these meetings. The employees that can not attend need to do their duty during the meetings. The information is also not documented and the outcome is that some employees miss out on information and work as what is effective for themself. The overall work effort of the organization can be seen as effective for the individual employee and less effective for the whole organisation. The information and routines are not standardized within every divisions of the post office. Some routines are not performed as expected and make it harder for other colleagues to make an effective effort at the same division. The organisation have an internal concept called ”hasare” which means that employees with this position need to work in several divisions instead of one single. Because the organizations information flow is critical and also affects standardization negatively, it creates difficulties for "hasare" to work efficiently. The purpose of this paper is to define the root causes to the problem and also the solutions based of the employees visions. Based on interviews and observation, it appears that the problem has a negative effect on the standardization of the work and the motivation for employees. The solution is an implementation of folders with information to every division and also an implementation of a team system to ensure that all documents in the folder are updated. The implementation is based on Lean management and Total Quality Management, aiming to build an organization on long-term basis and participation in the organization's activities. Based on the method, the student, together with the organization's employees, will generate interrelationship diagraphs containing problem issues and tree diagrams containing solutions to the problems. To analyze the effectiveness of the solution proposals, they are placed against the problems. The conclusion is that the organization has quality deficiencies in the internal information flow and needs to establish simple, standardized and easily accessible documentation that is also placed in a defined location. The organization also needs to review and update the documented information.