Zugl.: Hagen, FernUniversiẗat, Diss., 1999.

A report on findings from the first Lean Aircraft Initiative (LAI) Implementation Workshop held on February 5-6, 1997. The report is not a "cookbook" or a "how to" manual. Rather, it is a summary of the first phase in a learning process. It is designed to codify lessons learned, facilitate diffusion among people not at the session, and set the stage for further learning about implementation. / Lean Aerospace Initiative

This thesis deals with the integration of two apparently conflicting manufacturing improvement concepts; Lean Production (LP) and Enterprise Resource Planning (ERP). On the one hand, Lean Production aims at process excellence with a decisive focus on people, emphasizing standardization, material flow, quality and continuous improvement. On the other hand, Enterprise Resource Planning, largely focuses on Information Technology (IT) in order to improve processes and operations. Referring to these basic underlying paradigms, it appears that there are fundamental differences between these two concepts. Based on a literature review in the field of operations and IS, the thesis identifies major differences, compares strengths and weaknesses and looks for theoretical synergies between the two concepts. In the light of the literature review findings, the thesis suggests a theoretical framework for integrating Lean Production and ERP, which is to be tested during the empirical part of the thesis. The theoretical framework is informed by two basic and partly contradictory assumptions, which could be viewed as contradictory research hypotheses. The first assumption holds that due to the fundamental differences, conflicts between the concepts will prevent the application of an integrated framework combining ERP and LP. The second assumption presumes that there were synergies between ERP and LP, which could be utilizable within the application of an integrated framework combining ERP and LP. Based on a detailed a case study, this research shows that the application of an integrated approach was possible in practice. In particular, the research identifies practical conflicts and shows how they could be overcome. In this respect, the involvement of the company's top management turned out as a major success factor for overcoming general preoccupations of each side's proponents against the other. Moreover, the research identifies practical synergies between the concepts and identifies how they could be utilized in practice. In this context, the case study suggests that, amongst others, the concept of LP benefits from ERP's enterprise wide reach and the concept of ERP benefits from LP's ability to attract top management attention. Moreover, there are several conceptual synergies, which could be revealed after removal of the general preoccupations. Eventually the findings are summarized in a new release of the integration framework between LP and ERP, informed by the empirical findings of this research.

Financial institutes, typically banks, that derive funding from the collection of cash deposits, could derive benefit from the research. In addition, companies who act as outsourced suppliers to such institutes, and therefore process cash deposits on behalf of the banks should derive a similar benefit. Notably, some financial institutes outsource their cash management services. The advantages of outsourcing, such as freeing up staff, and getting the organisation to focus on its core activities, has to be weighed against the challenges that it provides. Hines et al. (2000: 17) note that outsourcing often means a heavy reliance on third party for service, the reliance on third parties 7 for the managing of funds, as well as the risk of securing customer confidentiality. Referring to a survey done by Ernst and Young in 1999, Hines et al. (2000: 15) revealed that revenue from cash management had grown from $7 billion in 1993, to $10 billion in 1999. It would thus be hard to overstate the significance of this industry, or the importance of gaining a competitive advantage. This research aims to provide some guideline on how the banks could become more competitive through pricing and service without cross-subsidising their bulk cash processing divisions. Competitiveness, in turn, would be derived by improving productivity through the application and transfer of lean tools from manufacturing and the service industry. Although the lean approach is well established in the manufacturing sector and certain product-service sectors, evidence of lean in pure service environments is very limited (Piercy & Rich, 2009: 59). Cash centres have a unique combination of service and product environments in the sense that: (1) cash is the commodity and (2) the commodity received from customers is in a sense used as raw material to create products like floats, payrolls, and cash for ATMs. This research could therefore contribute to the way management views the suitability of lean production methodologies in the context of a part product and part service environment such as the cash centre.

This document takes a critical look at the first lean principle, Value. The meaning of value is ivestigated in: 1.) general context, 2.) product development context and 3.) the business literature context. Insights about the linkages between the value perspective and customer value are also covered. / Lean Aerospace Initiative

A competitividade de uma empresa é passível de ser construída em diferentes dimensões. Entre elas, está o modelo de gestão da produção. E, nesse sentido, destacam-se ferramentas do modelo lean. Esse modelo de produção tem sido o núcleo de numerosas iniciativas de melhoria contínua e referenciado como necessário para o aumento da competitividade das empresas. Contudo, ao considerarmos o universo das médias empresas e a implementação de um modelo de produção, realizado como um processo contínuo de melhoria, que permite estabelecer os objetivos e as capacidades da empresa, além de orientar à melhor utilização dos recursos, é pouco utilizado, e tais organizações se apresentam ineficientes na implementação de um modelo de produção que aumente sua competitividade. Partindo dessa proposição, uma empresa que adotou como modelo de gestão da produção o lean, deveria ter, também informação acerca dos benefícios das ferramentas implementadas, bem como o seu efeito sobre o desempenho produtivo. Nesse sentido, a proposta deste trabalho consiste em avaliar quais ferramentas do modelo lean foram implementadas em cinco médias empresas do segmento automotivo, em diferentes países, se houve benefícios para o processo produtivo em função da implementação e se as ferramentas foram implementadas baseadas em algum método estruturado ou não. / Submitted by Marcelo Teixeira (mvteixeira@ucs.br) on 2014-04-29T11:40:08Z No. of bitstreams: 1 Dissertacao Rubilar Toniazzo.pdf: 2713904 bytes, checksum: 503ebd1c9afeeaa97084a6d3d6c6636f (MD5) / Made available in DSpace on 2014-04-29T11:40:08Z (GMT). No. of bitstreams: 1 Dissertacao Rubilar Toniazzo.pdf: 2713904 bytes, checksum: 503ebd1c9afeeaa97084a6d3d6c6636f (MD5) / The competitiveness of a company is liable to be built in different dimensions. Among them, the model of production management. And in this sense we highlight the model lean tools. This production model has been the core of numerous continuous improvement initiatives and referenced as needed to increase the competitiveness of companies. However, when considering the universe of medium enterprises and a implementation of a production model, performed as a continuous process of improvement, which allows us to establish the goals and capabilities of the company, besides guiding the best use of resources, it is rarely used and such organizations present inefficient implementation of a production model that increases their competitiveness. From this proposition, a company that has adopted as a model of lean production management, should have the information about the contribution of the tools implemented, as well as its effect on performance. In this sense, the purpose of this study is to assess which model lean tools were implemented in five medium-sized companies from the automotive sector, in different countries, there are benefits to the production process due to the implementation and tools have been implemented based on a structured method or not.

A competitividade de uma empresa é passível de ser construída em diferentes dimensões. Entre elas, está o modelo de gestão da produção. E, nesse sentido, destacam-se ferramentas do modelo lean. Esse modelo de produção tem sido o núcleo de numerosas iniciativas de melhoria contínua e referenciado como necessário para o aumento da competitividade das empresas. Contudo, ao considerarmos o universo das médias empresas e a implementação de um modelo de produção, realizado como um processo contínuo de melhoria, que permite estabelecer os objetivos e as capacidades da empresa, além de orientar à melhor utilização dos recursos, é pouco utilizado, e tais organizações se apresentam ineficientes na implementação de um modelo de produção que aumente sua competitividade. Partindo dessa proposição, uma empresa que adotou como modelo de gestão da produção o lean, deveria ter, também informação acerca dos benefícios das ferramentas implementadas, bem como o seu efeito sobre o desempenho produtivo. Nesse sentido, a proposta deste trabalho consiste em avaliar quais ferramentas do modelo lean foram implementadas em cinco médias empresas do segmento automotivo, em diferentes países, se houve benefícios para o processo produtivo em função da implementação e se as ferramentas foram implementadas baseadas em algum método estruturado ou não. / The competitiveness of a company is liable to be built in different dimensions. Among them, the model of production management. And in this sense we highlight the model lean tools. This production model has been the core of numerous continuous improvement initiatives and referenced as needed to increase the competitiveness of companies. However, when considering the universe of medium enterprises and a implementation of a production model, performed as a continuous process of improvement, which allows us to establish the goals and capabilities of the company, besides guiding the best use of resources, it is rarely used and such organizations present inefficient implementation of a production model that increases their competitiveness. From this proposition, a company that has adopted as a model of lean production management, should have the information about the contribution of the tools implemented, as well as its effect on performance. In this sense, the purpose of this study is to assess which model lean tools were implemented in five medium-sized companies from the automotive sector, in different countries, there are benefits to the production process due to the implementation and tools have been implemented based on a structured method or not.

SammanfattningExamensarbetet har utförts under 2012/2013 och är en avslutande del i vår utbildning inom industriell ekonomi.Vi har valt att fördjupa oss i Lean och se hur vi kan få in denna metod och ‖tankar‖ i den administrativa delen av akademin. Lean används idag inom många olika sektorer och är en erkänd förbättringsmetod vars syfte är att skapa nya smarta och utvecklande sätt att utföra sina arbetsuppgifter på. Dessutom ska det vara gynnsamt för medarbetarna som arbetar i detta och verksamheten som helhet.På administrationsavdelningen på ingenjörshögskolan i Borås finns intresset av att se vilka möjligheter Lean kan medföra för en särskild process. Denna process önskar de få förtydligad och förhoppningen är att eliminera riskerna för fel och missförstånd. Syftet med examensarbetet är att ge lösningsförslag med bakgrund till problembeskrivningen med hjälp av verktyg och metoder efter Lean principer.Genom hela projektet har vi haft administrationsavdelningen i åtanke och vill med detta examensarbete försöka återge såpass mycket relevant information och kunskap som vi har stött på och fördjupat oss i under vår informationsinsamling och analys. Vår förhoppning är att väcka intresset för Lean och ge inspiration till förbättringar som kan användas i det dagliga arbetet och i den aktuella processen, årlig revidering av kursutbud.Vi föreslår att det skapas tid och rum för kommunikation och uppföljning. Detta kan ske med hjälp av att följa den nya uppdaterade processkartan och den checklista som skapats för att på en övergripande nivå ge en klar beskrivning av vad som ska göras och vem som är ansvarig. Vi rekommenderar administrationsavdelningen att fullfölja processmetoden och skriva ner en detaljerad beskrivning av sina arbetsuppgifter. När denna nivå är fastställd kan en standard efter bäst kända arbetssätt sättas och därefter kan en fortsatt utveckling påbörjas.Vi tror att genom att Lean integreras i administrationen kan det skapa en hållbar utveckling enligt högskolans arbete med att säkra detta genom ett mer överskådligt perspektiv i processerna.Slutsatsen som dragits av detta är att det finns en vilja till förändring men att det saknas ett forum för informationsbyte och kommunikation i den aktuella process som vi har studerat.Genom att förändra ‖tanken‖ och med våra förbättringsförslag och använda vår modell som plattform, möjliggörs en för en bättre kommunikation och processerna på administrationen kan effektiviseras och förbättras. Detta ger även en grund till en mer storskalig utveckling av Lean Academic på institutionen Ingenjörshögskolan i Borås. / Program: KINLO Industriell ekonomi - logistikingenjör

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Lean är en verksamhetsstrategi som handlar om ständiga förbättringar och att eliminera slöserier. Forskning påvisar att gruvindustrin arbetar med Lean i mindre utsträckning än andra branscher. LKAB är ett svenskt gruvföretag som infört olika verksamhetsstrategier i försök att effektivisera organisationen, samtliga satsningar har dock misslyckats. Under våren 2019 togs beslut om att införa Lean på förädlingsverken i Kiruna, fem Leancoacher rekryterades vars huvudsyssla är att implementera arbetssättet. Arbetet är i uppstartsfasen men målet är att Lean ska genomsyra hela verksamheten inom några år. Syftet med detta examensarbete är att få en förståelse för hur Leancoachernas arbete bedrivs idag, detta för att sedan kunna identifiera vilka hinder och möjligheter som finns med implementeringsarbetet vid förädlingen på LKAB. Examensarbetet ska resultera i rekommendationer för vad LKAB bör arbeta vidare med för att få ett framgångsrikt Leanarbete som består. För att få en korrekt bild av Leancoachernas arbete har en fallstudie gjorts med kvalitativ ansats. Semistrukturerade intervjuer genomfördes och kompletterades med en observerande studie. Då en stor mängd empiri evaluerats har teoretiska ramverket utformats efter en induktiv teoriinsamling. Respondenternas svar har analyserats och jämförts med teorin för att identifiera eventuella hinder och möjligheter med Leanarbetet i nuläget. Slutsatsen från studien är att hinder och möjligheter är kopplat till tre övergripande teman vilka är ledarskap, synen på Lean samt kultur och förändringsbenägenhet. Hinder som framkom i undersökningen är att det saknas en gemensam målbild och syn på Lean. Det saknas tydliga riktlinjer från högsta ledning vilket medfört att Leancoachernas arbetssätt inte är enhetligt. Kommunikationen i organisationen upplevs vara bristfällig med flaskhalsar iinformationsflödet. I nuläget ligger fokus på resurseffektivitet snarare än flödeseffektivitet. Det har även uppdagats att det finns ett visst motstånd mot förändring från medarbetare och chefer. Några möjligheter som identifierats i studien berör främst att LKAB försöker anpassa Lean efter sin egen verksamhet, samt att organisationen satsat stora resurser på Leanimplementeringen. Examensarbetet har mynnat ut i rekommendationer för vad LKAB bör arbeta vidare med föratt få Lean att bestå i verksamheten. En viktig del handlar om att organisationen behöver få ett helhetsperspektiv med gemensamma mål och visioner. LKAB bör fokusera mer på ledarskapet, en viktig del inom det handlar om att bistå med kontinuerliga utbildningar för att fylla eventuella kunskapsluckor. Medarbetare behöver involveras mer i Leanarbetet, chefer behöver ta tillvara på medarbetarnas kompetens och kreativitet. LKAB bör fokusera på att förändra tankesätt och attityder kring implementering av Lean för att motverka förändringsmotståndet. LKAB bör exempelvis undersöka varför tidigare verksamhetsstrategier misslyckats, för att sen kunna dra lärdomar av det. / Lean is a management strategy that is about continuous improvement and eliminating waste. Research shows that the mining industry have applied Lean to a lesser extent than otherindustries. LKAB is a Swedish mining company that has introduced various management strategies in an attempt to make the organization more effective, but all efforts have failed. In the spring of 2019, a decision was made to implement Lean at the processing plants in Kiruna, five Lean coaches were recruited whose main job is to establish the working method.The work is in the start-up phase, but the goal is that Lean will permeate the entire business within a few years. The purpose of this project is to gain an understanding of how the Lean coaches' work is conducted today, this in order to be able to identify what obstacles and opportunities that exist with the implementation work at the processing plants at LKAB. The thesis will result in recommendations for what LKAB should continue to work with, in order to succeed with Lean. In order to get a correct image of the Lean coaches´ work, a case study has been made with a qualitative approach. Semi structured interviews were conducted and supplemented with an observational study. A large amount of empirical data has been evaluated, the theoretical framework is based on an inductive theory gathering. The respondents' answers have been analyzed and compared with the theory to identify obstacles and opportunities with the current Lean work. The conclusions from the thesis is that obstacles and opportunities are linked to three general themes which are leadership, the view of Lean and culture and propensity for change. Obstacles that emerged in the study concerns that there is no common objective or unified view of Lean. There are no clear guidelines from top management, and the Lean coaches work differently compared to each other. The communication in the organization is perceived to be inadequate with bottlenecks in the information flow. Currently, the focus is on resource efficiency rather than flow efficiency. It has also been discovered that there is some resistance to change from employees and managers. The opportunities identified in the study mainly concern that LKAB tries to adapt Lean to its own organization, and LKAB has invested large resources on the Lean implementation. The thesis has resulted in recommendations for what LKAB should continue to work with in order to make Lean endure in the organization. An important part is that LKAB needs to have a holistic perspective with common goals and visions. LKAB should focus more on leadership, they need to provide continuous training to fill any knowledge gaps. Employees need to be more involved in the Lean work, managers need to take advantage of employees' skills and creativity. LKAB should focus on changing the way of thinking and attitudes about implementing Lean to counteract the change resistance. For example, LKAB should investigate why previous business strategies failed, so that lessons can be learned.