Fresenius Kabi is a company specializing in clinical nutrition, infusion therapy and medicinal technology. Fresenius Kabi has two production facilities in Sweden, one in Brunna and one in Uppsala. The production facility in Brunna supplies the facility in Uppsala with the raw materials needed to create ampules of anesthetics, bags of parental nutrition, vitamin solutions and many other medicinal products. Fresenius Kabi has recently made a big investment in a software program called PAS-X which is designed to store and control the flow of information during production of the company’s various products. This information is currently written by hand on paper in batch protocols and stored for up to 10 years as part of the company’s quality assurance. The problem with PAS-X and the motivation behind this thesis project is that the production and production information therein is not optimized to be controlled electronically. The production layout and processflow have been largely adapted with manual information storage in mind, making a direct transition to electronic storage problematic. This project was ordered by the PAS-X project group at Fresenius Kabi where the goals were to analyze the production layout and production flow and subsequently rearrange the production layout and revise the process using a LEAN methodology. By identifying and eliminating areas of waste and also standardizing the production of one of the company’s main products, SMOFKabiven, this thesis and the work behind it was able to theoretically reduce transportation distance during key moments by 65 %, the time to complete selected operations by 40 % and manpower necessity by 50 % in 75 % of analyzed work operations.

This thesis integrates Lean construction (LC) with the organisational assessment method ofmaturity models (MM) and delivers an original contribution to knowledge in the form of avalidated innovative organisational framework to measure the current state of LC maturity,which is called Lean Construction Maturity Model (LCMM). This framework provides andsupports organisations towards the development of greater maturity and subsequentlyenhances the awareness and understanding of LC. The aim of this research was to enableorganisations to measure the gap between their current state and where they want to be interms of embedding LC. Accordingly, the research addressed this aim further by providingbusinesses with support and guidance in their LC maturation process in particular inmeasuring sought improvement in their journey towards greater maturity in LC. The studywas conducted as a qualitative mixed-method design in order to discover and achieve a richunderstanding of the phenomenon of LC maturity from LC key informants and best fulfil theresearch aim. Consequently, a phenomenological approach was utilised, with focus groups(FGs) as the primary study, combined with a group interview as well as individual interviewsas supplementary components. To ensure validity, three different approaches weredeployed: first the triangulation of three different methods to collect the data, second a richand thick-description, and finally the validation of the developed framework by memberchecks in the form of interviews and a FG. The major findings of this research are: thesuccessful integration of MMs and LC achieved through the development of the proposedframework, and the simplification of LC into 11 Key Attributes that explain LC in a simplerand better way than before. This framework defined a LC maturity assessment methodutilising five maturity levels, 11 Key Attributes, which have been described through 60Behaviours, Goals & Practices, and 75 Ideal Statements that more mature organisations willexemplify. Finally, the most important consequence of this work is the enabling oforganisations to obtain a systemic and holistic overview of their current state of LC maturityand providing them with support in their maturation.

This thesis seeks to find out which factors affect the decision to implement “lean” within manufacturing firms, and thus to build on the theory of lean implementation-driving factors. The research problem addressed, is the lack of literature regarding driver factors for lean implementation, and the potential applicability of strategic decision making (SDM) literature to the subject.   The thesis has been designed as a multiple case study of six manufacturing companies that have implemented lean, three of which are leaders in the market with longer lean experience. To gain a wider perspective on the topic, these case studies have been supplemented with an additional three pilot interviews with lean consultancy firms.                Based on our findings, this study comes to conclusions concerning the relevance that individual, organizational, and external factors have on the decision to implement lean. It also shows the influence that various factors not mentioned in previous literature have on the decision to implement lean (such as “following the trend” and organizational age). This study also reveals the dissimilarities between factors influencing strategic decision making and those influencing lean implementation, such as governmental regulations and objectives of sustainability. Finally, this paper includes suggestions for further research within the topic.

Made available in DSpace on 2014-06-11T19:30:09Z (GMT). No. of bitstreams: 0 Previous issue date: 2008-06-20Bitstream added on 2014-06-13T20:39:46Z : No. of bitstreams: 1 fernandes_st_me_guara.pdf: 826161 bytes, checksum: 1d2c98dc42fcc4f9ab290957112eccca (MD5) / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / Este trabalho apresenta a aplicação do Lean Six Sigma em um estudo de caso na indústria metalúrgica. O Six Sigma e o Lean Manufacturing são dois processos de melhoria utilizados por diversas empresas. Atualmente, a integração destes processos é um desafio para estas empresas, que buscam uma maneira mais eficiente de reduzir seus desperdícios e se adaptarem às necessidades de seus mercados consumidores. O trabalho teve como finalidade demonstrar a aplicabilidade do Lean Six Sigma em um problema logístico real de transporte de produtos entre as unidades de uma indústria metalúrgica. As etapas usadas para a solução do problema seguem o ciclo DMAIC – Definir, Medir, Analisar, Melhorar e Controlar. A dissertação apresenta detalhadamente a abordagem integrada dos processos de melhoria Lean Manufacturing e Six Sigma, seus conjuntos de ferramentas, bem como os resultados obtidos no estudo de caso. / This work presents the application of Lean Six Sigma in a case study of the metallurgic industry. The Six Sigma and the Lean Manufacturing are two processes of improvement used by many enterprises. Currently the integration of these processes is a challenge for these companies, which search a way more efficient to reduce their wastes and to adapt to the needs of their markets. The work had as purpose to demonstrate the applicability of the Lean Six Sigma in a real logistical problem of the transportation of goods among units of the metallurgic industry. The stages used for the solution of the problem follow the DMAIC cycle – Define, Measure, Analyze, Improve and Control. The dissertation presents in details the integrated approach of the improvement processes Lean Manufacturing and Six Sigma, their tools set, as well the results obtained in the case study.

Submitted by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2018-04-19T19:08:45Z No. of bitstreams: 2 DISSERTAÇÃO ELLEN SEGADILHA_REVISÃO FINAL_.pdf: 1594859 bytes, checksum: 54ef3c18b30fab0a3f3373b62c9089bc (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2018-04-19T19:09:00Z (GMT) No. of bitstreams: 2 DISSERTAÇÃO ELLEN SEGADILHA_REVISÃO FINAL_.pdf: 1594859 bytes, checksum: 54ef3c18b30fab0a3f3373b62c9089bc (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Made available in DSpace on 2018-04-19T19:09:00Z (GMT). No. of bitstreams: 2 DISSERTAÇÃO ELLEN SEGADILHA_REVISÃO FINAL_.pdf: 1594859 bytes, checksum: 54ef3c18b30fab0a3f3373b62c9089bc (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Previous issue date: 2017-12-11 / To elaborate proposals and projects of Marketing requires, above all, creativity and innovation, for this, we need to be attentive to what the market demands and be willing to change. In this sense, the proposal of this project is to improve resources with the objective of eliminating waste of time, ideas, unnecessary waiting and other activities that do not add value to the customer that contract our services. For this, we will use Lean Office as a tool that will make us think in a lean way and eliminate wastes in our daily activities that directly impact our deliveries, increasing our competitiveness and efficiency on the FIEAM System. / Elaborar propostas e projetos de Marketing requer, sobretudo, criatividade e inovação, para isto, precisamos estar atentos ao que o mercado exige e estar disposto a mudanças. Neste sentido, a proposta deste projeto é aperfeiçoar recursos com o objetivo de eliminar desperdícios de tempo, ideias, esperas desnecessários e outras atividades que não agregam valor ao cliente que contratam nossos serviços. Para isto, usaremos como ferramenta o Lean Office que nos fará pensar de forma enxuta e eliminar desperdícios em nossas atividades diárias que impactam diretamente nas entregas, aumentando a competitividade e eficiência do Sistema FIEAM.

M. Ing. / According to Taque (2005: 30), current lean manufacturing can be presented as ineffective due to a lack of guidelines for establishing and implementing the application thereof. In this project, guidelines for the implementation of lean manufacturing were developed using data collected from multiple sources. One of these sources were company visitations conducted at Desta Power Matla (DPM) in Johannesburg and Bosch SA in Brits. In addition, interviews were conducted with an expert in the field of lean manufacturing, ECSA-accredited professionals in the field, academics in industrial engineering and workers who use lean manufacturing. The significance of this study lies in assisting employees in understanding lean manufacturing production and then developing and implementing guidelines for its implementation. The study also brings to the fore the role of the individual worker in acquiring knowledge about and an understanding of lean manufacturing guidelines. This will ultimately enable companies to implement lean manufacturing production successfully. The results emerging from the data were used to develop guidelines for lean manufacturing production.

Comme la plupart des entreprises industrielles, la société Paul Hartmann a d’abord déployé l’approche Lean en production. L’implémentation des bases du Lean Office est décidée par l’application de la méthode Office Excellence (Kugel, 2010) dans le service support des approvisionnements. Or, cette méthode utilisée depuis 2002 par de grandes entreprises allemandes, est non testée scientifiquement. Notre recherche propose de tester cette méthode par étude de cas unique et d’évaluer sa complétude par rapport à la base conceptuelle du Lean Office. Une première contribution est la précision des concepts et des méthodes d’implémentation par une revue de la littérature. Et l’analyse longitudinale de cinq années se traduit d’abord par un constat d’échec ; la recherche-action devient alors recherche-intervention ingénierique. Les dynamiques et les difficultés rencontrées permettent, après des allers-retours constants avec la littérature, de proposer un construit méthodologique original, à l’usage des praticiens : LeanOffice@SCM. C’est une méthode d’implémentation mixte, avec une approche managériale en parallèle, et une approche opérationnelle en mode séquentiel. / Like most industrial companies, the Paul Hartmann company firstly deployed the Lean approach in factories. The implementation of Lean Office basic principles is decided through the Office Excellence method (Kugel, 2010) in the procurement support department. This method applied in some major German companies since 2002 has not been scientifically tested yet. Our research aims at testing this method with a unique case study approach and evaluating its completeness in comparison to the Lean Office’s concept base. A first contribution is made through a literature review for defining this Lean Office’s concept base. The five year-case study starts with a failure; the action-research moves to an intervention-research. After systematically challenging the case study learnings with the literature, our constructivist approach enables proposing an original Lean Office implementation method for practitioners’ use: Lean Office@SCM. It is a mixed approach made of a managerial part in parallel, and an operational one insequences.

Matsvinn är ett aktuellt ämne och mycket arbete utförs för att på olika sätt hantera följder av detta. Syftet med denna studie är att studera problemen angående matsvinn utifrån ett lean management perspektiv. Studien är avgränsad till ”ICA nära Bredaryds” kött- och charkavdelning. Genom att identifiera de bakomliggande orsakerna till matsvinn samt undersöka hur grundläggande principer inom lean kan hantera dessa, försöker studien forma långsiktiga strategier i syfte att minska matsvinnet i livsmedelsbutiker. De två huvudorsakerna till matsvinnet som identifierats i studien är variation i kundernas efterfrågan samt variation i personalens arbetsmoment. För att hantera variationen i kundernas efterfrågan bör tankesättet “lean thinking” implementeras. Genom att arbeta med “lean thinking”-cykeln och kontinuerligt eliminera slöseri samt utveckla systemet så att det blir av dragande karaktär kommer kundernas variation att delvis kunna hanteras vilket i sin tur minskar matsvinnet. För att hantera variationen i arbetsmomenten bör standardiserade arbetssätt implementeras. Då all personal arbetar på samma sätt kommer variationen i utförandet av olika arbetsmoment att minska vilket i sin tur genererar ett minskat matsvinn. / Food waste is today a subject of large interest and a lot of work is currently being done to handle this issue. The aim of this study is therefore to give a contribution to the problem solving in this area from a lean management perspective. The study is limited to “ICA nära Bredaryds” department for cured meat and provisions. By identifying the underlying issues of food waste in connection with investigating how lean principles can handle these, the study aims to form long-term and strategic solutions on how to minimize waste in food shops. The two main causes of food waste that have been identified in the study are the variation in customer demand and the variation in how the staff perform their work. In order for the food shop to handle these two problems, two solutions have been suggested. In order to handle the variation in demand, the mindset of lean thinking should be implemented. By working with the lean thinking cycle and continuously eliminating waste and at the same time develop a pull system the variation in demand can be handled, which in turn will reduce the food waste. To handle the variation in workflow, standardized work methods should be implemented. Directing the staff to work the same way will reduce the variation in how the work is performed, which in turn will generate reduced food waste.

Följande examensarbete består av två delar, en litteraturstudie och en företagsstudie.Företagsstudien har genomförts hos Swedtrac Railservice AB. Företaget är verksamt inomjärnvägsindustrin där de har varit en typ av bemanningsföretag men nu håller på att ställa omsin verksamhet för att driva egna projekt. Företaget ingår i Knorr-Bremse koncernen som ären Europaledande tillverkare av bland annat bromsar till järnvägs och kommersiella fordon såsom bussars och lastbilar. I och med att företaget blev en del av Knorr-Bremse koncernen harde fått tillgång till det lean-baserade produktionssystemet ”Knorr-Bremse production system”(KPS) som de nu är i stånd att implementera i sin verksamhet.Syftet med examensarbetet åt företaget har varit att ta fram ett internutbildningsmaterial förlean-metoderna 5S och dagligstyrning. Som extra moment åt företaget genomfördes enskattning av den rådande implementeringsnivån av KPS samt en introduktionsworkshop omlean-konceptet och KPS för att skapa en gemensam grundförståelse. För att skatta KPS nivånsamlade studenten data genom intervjuer och observationer som sedan sammanställdes iskattningsmaterialet KPS Audit – Quick check. Det akademiska syftet har varit att besvaraföljande forskningsfrågor: Vilka utmaningar ställs företag inför vid implementering av lean produktion? Hur kan företag hantera utmaningar med implementering av lean produktion? För att identifiera utmaningarna och metoder för att hantera dessa genomfördes enlitteraturstudie där studenten sökte artiklar genom skolbibliotekets discovery-verktyg Primooch Google Scholar. Artiklar som ansågs relevanta för studien fokuserade på ämnen som;lean-implementering på SMF, företagsspecifika produktionssystem (XPS) och utmaningar vidlean-arbete.Litteraturstudien resulterade i identifieringen av fjorton utmaningar med koppling till fyrahuvudkategorier; ledning, ekonomi, kunskap och företagskultur. För att hantera de fjortonutmaningarna rekommenderades en cyklisk femstegsmodell för att kontinuerligt definiera ochhantera de fjorton utmaningarna allt eftersom lean-arbetet fortskrider. Den andra modellen vartill för den som ska leda ett lean-implementeringsprogram och går ut på att dela upp arbetet iimplementeringsfaser. Genom att göra detta underlättas resursfördelning och fokusering i deolika implementeringsmomenten.Det sista momentet i arbetet var att jämföra den data som inhämtats från företaget med deutmaningarna som identifierats genom litteraturstudien. Som resultat kunde studentenkonstatera att företagets huvudsakliga utmaningar är inom kategorierna företagskultur ochkunskapsnivån kring lean och KPS. Studentens rekommendation till företaget är att delta i ettlean program som ”Produktionslyftet” för att komma igång med arbete och att de investerartid och resurser för att utbilda medarbetarna i inom lean konceptet och KPS. Inom Knorr-Bremse koncernen finns mycket kunskap och erfarenhet som företaget har möjlighet att ta delav.

Governments around the world want to deliver better education, better health care, better pensions and better transportation services. They know that impatient electorates want to see change, and fast. But, the funds required to meet such expectations are enormous, particularly in the many developed economies where populations are aging and the public sector's productivity has not kept pace with that of the private sector. The need to get value for money from governments at all levels is therefore under the spotlight as never before. However, cost-cutting programmes that seek savings of 1 to 3% per year will not be sufficient and, in some cases, may even weaken the quality of service (Bhatia & Drew, 2006). One of the key innovative means to improve productivity, and do more with less, is through the implementation of lean initiatives. The purpose of this study is to conduct an 'Assessment of the status of lean implementation at selected SARS (South African Revenue Service) branch offices'. Literature review was conducted to investigate the origins of lean and how the service industry tapped from this philosophy, which was initially developed for the manufacturing sector. The lean philosophy has now been widely adopted in various service industries, from government agencies such as the South African Revenue Service to financial institutions such as ABSA bank, including the healthcare industry. The findings of the research indicated that even though the organisation has made a strategic decision to implement lean, this has not been entirely successful as there is a lack of understanding of lean among managers and team leaders. There are some pockets of excellence though. The researcher recommends that a comprehensive road map be developed to guide the organisation into a sustainable lean implementation.