O presente trabalho de pesquisa é uma proposta de modelo de mapeamento e gestão por macroprocessos. Também explora as ligações entre estratégia em operações, gestão por macroprocessos e cultura organizacional. Após revisão da literatura sobre esses temas, é proposto um modelo para o mapeamento dos processos organizacionais incluindo os orientados ao cliente, os de apoio e os de gestão do sistema. Ao modelo é agregada uma componente de cultura organizacional, propondo-se uma metáfora para incentivar os participantes ao trabalho em equipe. O modelo é testado contra dois relevantes referenciais de gestão, sendo o primeiro de “requisitos propostos pelas normas da família NBR ISO 9000" e o segundo de “estado da arte da gestão para a excelência do desempenho e o aumento da competitividade". O modelo é aplicado em sete organizações dos setores industrial, de serviços e governamental. O pesquisador participa diretamente dos trabalhos de implementação do modelo. Com base nos resultados obtidos, é explorado o relacionamento entre as estratégias em operações, a cultura organizacional e a gestão por macroprocessos. Conclui-se que a existência de uma estratégia definida favorece, mas não impõe a adoção da gestão por macroprocessos. Por outro lado, a adoção da gestão por macroprocessos induz ao estabelecimento de uma estratégia ou permite sua expansão, ao mesmo tempo em que reforça a cultura organizacional para a qualidade / This research proposes a model to process mapping and process management. It also investigates the relationship between three concepts: operations strategy, process management and organizational culture. After reviewing the literature about these three concepts, we propose a new model to represent organizational processes, including those of support, of system management, in addition to those which are client oriented. A cultural component is added to the model, and a metaphor is used in order to gather people to work in teams. The proposed model is then compared to two important management models: the first is the “requirements of ISO 9000 family", and the second is “the state of art in organizational performance management for increasing competitive goals". To test the model, we conducted a field research that encompassed seven companies belonging to manufacturing, services and governmental fields. The researcher participated directly in the implementation of the model. Based on the results, the relationship between the three previously mentioned concepts is explored. Our conclusions are that a formalized strategy is not obligatory, but benefits the implementation of process management. On the other hand, adoption of process management can provide more power to the strategies, as well as reinforce the organizational culture for quality.

O presente trabalho identifica possíveis melhorias nos processos do Setor de Transporte do Campus Pouso Alegre do IFSULDEMINAS e propõe uma alternativa otimizada para esta função. A identificação das melhorias foi realizada através do mapeamento de processos, por meio da ferramenta Bizagi Process Modeler. Após mapear os processos de trabalho atuais, eles foram redesenhados e melhorados. Dessa forma, o presente estudo respondeu à seguinte questão: o que pode ser melhorado nos processos de trabalho do Setor de Transporte do Campus Pouso Alegre do IFSULDEMINAS? O trabalho apresenta definições acerca da gestão no setor público e aborda alguns conceitos sobre gestão de processos. Em seguida o leitor é conduzido às definições de gestão por processos. São tratados também alguns conceitos sobre mapeamento de processos. O estudo foi desenvolvido através de leituras e análises de livros, artigos, dissertações, assim como periódicos científicos. Utilizou-se da pesquisa-ação como ferramenta metodológica de estudo com o propósito de fazer um levantamento acerca das atividades e processos que compõem este setor. Também foram utilizados documentos da Instituição para verificar dados necessários à elaboração do estudo. Além disso, utilizou-se da observação local para composição de informações necessárias à realização da pesquisa. Depois de identificadas as atividades e processos existentes, foram feitos os devidos mapeamentos desses processos e então foram propostas melhorias, através de novos mapas de processos, com ganho de desempenho e redução de atividades. / The present work identifies possible improvements in the processes of the Transport Sector of the Campus Pouso Alegre of IFSULDEMINAS and proposes an optimized alternative for this function. The identification of improvements was performed by process mapping, through Bizagi Process Modeler tool. After mapping the current work processes, they have been redesigned and improved. In this way, this study answered the question: what can be improved in the work processes in the Transport Sector of the Campus Pouso Alegre of the IFSULDEMINAS? The paper presents definitions about management in the public sector and discusses some concepts about process management. The reader is then guided to the definitions of management by process. Some concepts about process mapping are also discussed. The study was developed through readings and analyzes of books, articles, dissertations, as well as scientific journals. Action research was used as a methodological study tool with the purpose of making a survey about the activities and processes that make up this sector. Documents from the Institution were also used to verify the data needed to prepare the study. In addition, local observation was used to compose the information needed to carry out the research. After identifying existing activities and processes, proper mapping of these processes were made and then improvements were proposed, through new processes maps, with performance gain and reduction of activities.

“To develop a process-based management system at a textile company” is the title of this thesis.The thesis is a compulsory part of the master programme: Quality and environmental management at Högskolan i Borås, the master programme is worth 60 ECTS credits. It has been carried out as an interdisciplinary project between students of the School of Engineering as well as the Textile School in Borås.Almedahls is a textile company located in Kinna, Sweden. They are in a need of process-based management system for their four different strategic business areas and three companies.The purpose of the thesis is not only to develop a process-based management system for Almedahl-Kinna, which is one of the three companies, but also to create the new management system in order for it to work for all three parts of the company in the future.The theory used in this project focuses on the definition of business process mapping as well as its application in use. The theory also includes process-based management systems, business process management and measurements.The theory and interviews with the employees at Almedahl-Kinna can be considered as the foundation of the result of this thesis. Result of the thesis is a shared process-based management system for Almedahl-Kinna developed in a business process map.The result also consists of sub-processes linked to the core process of the BPM. The sub-process is based on the inputs and outputs found in the core process.A common vision between Almedahls and the study group was essential to achieve an acceptable result in the end, hence the project was driven by an initial BPM provided by Almedahls and in fact it became one of the main aims of this project: how to change the management’s point of view towards thinking in processes?Based on the nature of process-based management systems, the idea to choose this system was correctly selected for Almedahls to gather all four strategy business areas and three companies together.

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Syftet med studien är att få en förståelse för hur utrustningseffektiviteten kan mätas i ett producerande företag. Vår studie utförs på ett företag i Alvesta som heter Gnutti Powertrain AB som bland annat tillverkar precisionskomponenter till motorer. Genom att vi skapar en analysmodell utifrån studerade teorier beskrivs ett systematiskt tillvägagångssätt som slutligen ska leda till att syftet uppnås. Utifrån analysmodellen studeras och beskrivs först Gnutti Powertrain AB´s nuvarande tillvägagångssätt för att sedan jämföras och analyseras gentemot de studerade teorierna. Med hjälp av analysmodellen struktureras också vår studie på företaget och vårt utförande och resultat utifrån detta kommer sedan att presenteras. Analysmodellen nämner att en processkartläggning först ska göras. I processkartläggningen väljs först en specifik process ut, vilken i vårt fall blev produktionsprocessen för en rulle av stål. Därefter lokaliserar, dokumenterar och beskriver vi alla de aktiviteter som bygger upp processen. Enligt nästa steg i analysmodellen görs en värdeflödeskarta som behandlar alla de aktiviteter som tillför värde till produkten och nämner data som är viktig att samla in för att kunna göra beräkningar och utvärderingar. Denna data samlades in och presenterades i värdeflödeskartan. Värdeflödeskartan kan också underlätta identifieringen av de mest kritiska aktiviteterna. I vår studie var de kritiska aktiviteterna redan utvalda på förhand som fyra olika maskiner i flödet då de vid senare tillfälle eventuellt ska byggas samman till en linje. Som sista steg i analysmodellen görs beräkningar på utrustningseffektiviteten med hjälp av TAK. En del av datan från värdeflödeskartan kunde användas för att göra TAKberäkningarna. Resten av den data som krävdes vid beräkningarna samlades in genom intervjuer och möten med personal eller genom egna mätningar i produktionen. TAK-värdet varierar på de fyra maskinerna och även fyra olika beräkningar görs på varje maskin där olika data från störningar används. De olika värdena varierar mellan cirka 61% till 91%. Utifrån beräkningarna görs jämförelser om hur olika störningar påverkar TAK-värdet där även varje störning beskrivs. Vid utförandet och beräkningarna uppkom flera olika tankar och funderingar på nuläget hos Gnutti Powertrain AB. Något som tydligt framkom var att de rapporteringar som varje operatör gör i affärssystemet inte alltid är korrekta. Då TAK III beräkningarna helt bygger på rapporterna medför detta att både vårt och Gnutti Powertrain AB´s TAK-värden kan bli felaktiga. Resultatet och diskussionen kring resultatet ledde till att vi kunde dra vissa slutsatser för att kunna komma med rekommendationer till företaget. Det konstateras att Gnutti Powertrain AB bör använda nuvarande mätmetod för TAK men fokusera på att förbättra deras rapporteringar i affärssystemet.

Denna rapport har utförts hos Anders Krahner AB i Skillingaryd som ingår i koncernen Proton Group AB. År 2005 omsatte Proton Group 920 mkr med 730 anställda medan Anders Krahner omsatte 160 mkr med 90 anställda. Anders Krahners kunder finns främst inom fordonsindustrin. Syftet med rapporten är att studera om möjlighet finns att optimera produktionsflödet för två artiklar i befintliga lokaler. Genom att studera vad som påverkar genomloppstiden för artiklarna negativt kunna ge förslag på hur detta kan förbättras. Frågan är om detta kan ske i dagens lokaler eller är nybyggnation enda sättet att effektivisera produktionsflödet. Studien har skett från råvarulager till det att slutartikeln levereras till kund. All data i rapporten är hämtad ur Anders Krahners MPS system och baseras på ett års underlag. Ur dessa data har genomsnittstiderna för processtider och lagertider beräknats. Likaså har de planerade tiderna för operationerna erhållits ur MPS systemet. För att få förståelse för materialflödet i produktionen har layoutflödesscheman skapats. Genom analys av dessa har de totala interntransportsträckorna beräknats. I resultatet framgår det att de planerade operationstiderna stämmer väl överens med de verkliga tiderna. Detta visar på att operationerna fungerar väl ur ett tidsperspektiv, dock finns det vissa kvalitetsbrister. Det som påverkar genomloppstiden mest i negativ riktning är tiden för råvaru- och mellanlager. Ytterligare en bidragande orsak till den långa genomloppstiden är de komplicerade interntransporterna. Vidare orsaker till den komplexa interntransporten är att närhet mellan olika operationsmoment saknas idag. En del av de operationer som utförs för att färdigställa artiklarna sker på legoproduktion. Dessa tillverkningsmoment skapar en del av de komplicerade interntransporterna. För att skapa närhet mellan de olika operationerna har nya layouter skapats i den befintliga lokalen. En del av de operationer som sker på outsourcing har tagits hem för att ske i egen regi. Detta för att erhålla större kontroll över det totala flödet och öka kvalitén. Den skillnad som uppstår mellan layouterna i den befintliga lokalen jämfört med ny anses vara små då det finns potential i den nuvarande. / This report has been performed at Anders Krahner AB in Skillingaryd which is a part of Proton Group AB. Year 2005 Proton Group had a turnover of 920 smkr with 730 employees while Anders Krahners turnover was 160 smkr with 90 employees. Anders Krahners customers are mostly within the automobile industry. The aim of this report is to study the possibility to optimize the production flow for two articles in the existing premises. By studying the factors that have a negative impact on the throughput time give proposal of how this can overcome. The question is if this can be done in existing premises or if a new premise is required. The study has been made from raw material stock until the delivery of the end product to the customer. All the facts have been required from Anders Krahners MPS system and are based on one year’s basis. The average time for the processes and the stock has been calculated from this data. The planed times for the operations has also been collected from their MPS system. To gain an understanding for the production a layout flowchart has been made. Throughout analysis of these the total internal transport stretch has been calculated. It is shown in the result that the planed operation times equal the actual operation times quite well. This interpret that the operations works well out of a time perspective, but there is a lack of quality at the products. A thing that influences the throughput time negative is the time for raw material- and middle material stock. More reasons to the complex internal transport today are the lack of nearness between operations. A part of the operations that are made in the process in completing the articles are made external. These operations create some of the complicated internal logistics. To create the wanted nearness between the operations new layouts have been created in the existing premises. Some of the operations that are made external before have been suggested to be made in house. Due to this a greater control over the entire flow is received and higher product quality. The main difference between the suggested layout in the existing premises and a new one is considered to be small.

<p>Denna rapport har utförts hos Anders Krahner AB i Skillingaryd som ingår i koncernen Proton Group AB. År 2005 omsatte Proton Group 920 mkr med 730 anställda medan Anders Krahner omsatte 160 mkr med 90 anställda. Anders Krahners kunder finns främst inom fordonsindustrin.</p><p>Syftet med rapporten är att studera om möjlighet finns att optimera produktionsflödet för två artiklar i befintliga lokaler. Genom att studera vad som påverkar genomloppstiden för artiklarna negativt kunna ge förslag på hur detta kan förbättras. Frågan är om detta kan ske i dagens lokaler eller är nybyggnation enda sättet att effektivisera produktionsflödet. Studien har skett från råvarulager till det att slutartikeln levereras till kund.</p><p>All data i rapporten är hämtad ur Anders Krahners MPS system och baseras på ett års underlag. Ur dessa data har genomsnittstiderna för processtider och lagertider beräknats. Likaså har de planerade tiderna för operationerna erhållits ur MPS systemet. För att få förståelse för materialflödet i produktionen har layoutflödesscheman skapats. Genom analys av dessa har de totala interntransportsträckorna beräknats.</p><p>I resultatet framgår det att de planerade operationstiderna stämmer väl överens med de verkliga tiderna. Detta visar på att operationerna fungerar väl ur ett tidsperspektiv, dock finns det vissa kvalitetsbrister. Det som påverkar genomloppstiden mest i negativ riktning är tiden för råvaru- och mellanlager. Ytterligare en bidragande orsak till den långa genomloppstiden är de komplicerade interntransporterna. Vidare orsaker till den komplexa interntransporten är att närhet mellan olika operationsmoment saknas idag. En del av de operationer som utförs för att färdigställa artiklarna sker på legoproduktion. Dessa tillverkningsmoment skapar en del av de komplicerade interntransporterna.</p><p>För att skapa närhet mellan de olika operationerna har nya layouter skapats i den befintliga lokalen. En del av de operationer som sker på outsourcing har tagits hem för att ske i egen regi. Detta för att erhålla större kontroll över det totala flödet och öka kvalitén. Den skillnad som uppstår mellan layouterna i den befintliga lokalen jämfört med ny anses vara små då det finns potential i den nuvarande.</p> / <p>This report has been performed at Anders Krahner AB in Skillingaryd which is a part of Proton Group AB. Year 2005 Proton Group had a turnover of 920 smkr with 730 employees while Anders Krahners turnover was 160 smkr with 90 employees. Anders Krahners customers are mostly within the automobile industry.</p><p>The aim of this report is to study the possibility to optimize the production flow for two articles in the existing premises. By studying the factors that have a negative impact on the throughput time give proposal of how this can overcome. The question is if this can be done in existing premises or if a new premise is required. The study has been made from raw material stock until the delivery of the end product to the customer.</p><p>All the facts have been required from Anders Krahners MPS system and are based on one year’s basis. The average time for the processes and the stock has been calculated from this data. The planed times for the operations has also been collected from their MPS system. To gain an understanding for the production a layout flowchart has been made. Throughout analysis of these the total internal transport stretch has been calculated.</p><p>It is shown in the result that the planed operation times equal the actual operation times quite well. This interpret that the operations works well out of a time perspective, but there is a lack of quality at the products. A thing that influences the throughput time negative is the time for raw material- and middle material stock. More reasons to the complex internal transport today are the lack of nearness between operations. A part of the operations that are made in the process in completing the articles are made external. These operations create some of the complicated internal logistics.</p><p>To create the wanted nearness between the operations new layouts have been created in the existing premises. Some of the operations that are made external before have been suggested to be made in house. Due to this a greater control over the entire flow is received and higher product quality. The main difference between the suggested layout in the existing premises and a new one is considered to be small.</p>

A study made by Johansson, Fast-Berglund and Moestam (in press) shows that diversity regarding how information is used exists in global production networks. To be closer to markets, organizations have chosen to globalize their business which is one reason for why diversity arises. This because product types and brands historically have been different. One company that is currently working with improving consistency among processes is Volvo Group Trucks Operations (GTO). The company wants to evaluate how the process for preparing assembly work instructions looks like at different sites within their production network. This enables Volvo GTO to start their work towards a standardized process and uniformity. A starting point for this is to make a current state analysis of the process for preparing assembly work instructions when producing Volvo trucks, engines and transmissions in Sweden. The purpose is to identify key activities within the process and important factors to consider when standardizing the process. This is done on three sites, one for each area. Volvo GTO is the part of the Volvo Group that covers all production of engines and transmissions as well as the production of Volvo, Renault, Mack, and UD trucks. In 2012 the group choose to reorganize from brand based where each brand was an own organization to joint units, for example center of development, operations etc. This has led to a greater need of one common process for preparing assembly work instructions in order to create uniformity among the brands Volvo, Renault, Mack, and UD trucks. The result of the current state analysis shows that the process for preparing assembly work instructions is differently performed depending on the site studied. Despite this, some activities in each process are similar. These were found to be: design, review, time setting, time analysis, balancing, station marking, create assembly work instructions, and share information. Since some activities actually are similar, it would be possible to standardize the process for preparing assembly work instructions in the future. Important to consider when standardizing a process is to create awareness and involvement among employees. It is also important to have the management committed as well as uniformity among IT systems used when performing a process. One last thing to consider is that the process needs to be adaptable because sites are located all over the world and have different culture and regulations. / En studie gjord av Johansson, Fast-Berglund och Moestam (i tryck) visar variation i hur information hanteras i globala produktionsnätverk. För att komma närmre marknader har organisationer valt att globalisera sin verksamhet, vilket är en anledning till varför variation uppstår. Detta eftersom produkttyper och märken historiskt har varit annorlunda. Ett företag som för närvarande arbetar med att förbättra enhetligheten mellan processer är Volvo Group Trucks Operations (GTO). De vill utvärdera hur processen för framställning av monteringsarbetsinstruktioner ser ut på olika siter inom produktionsnätverket. Detta gör det möjligt för Volvo GTO att starta sitt arbete mot en standardiserad process och enhetlighet mellan siter. En början i detta arbete är att göra en nulägesanalys av processen för framställning av monteringsarbetsinstruktioner vid produktion av Volvo lastvagnar, motorer och växellådor i Sverige. Syftet är att identifiera nyckelaktiviteter inom processen och viktiga faktorer att tänka på när man standardisera processen. Detta sker på tre siter, en inom varje område. Volvo GTO är den del av Volvokoncernen som omfattar all tillverkning av motorer och växellådor samt produktion av Volvo, Renault, Mack och UD lastvagnar. År 2012 valde Volvokoncernen att omorganisera från varumärkesbaserad till organisatoriska enheter, till exempel utveckling, tillverkning etc. Detta har lett till ett ökat behov av en gemensam process för framställning av monteringsarbetsinstruktioner för att skapa enhetlighet mellan varumärkena. Resultatet av denna nulägesanalys visar att processen för framställning av monteringsarbetsinstruktioner utförs annorlunda beroende på siten som studerats. Trots detta är vissa aktiviteter i varje process liknande. Dessa visade sig vara: design, granskning, tidsättning, tidsanalys, balansering, stationsmärkning, skapa monteringsarbetsinstruktioner och dela information. Eftersom vissa aktiviteter faktiskt är lika skulle det vara möjligt att standardisera processen för framställning av monteringsarbetsinstruktioner i framtiden. Viktigt att tänka på när man standardisera en process är att skapa medvetenhet och engagemang bland medarbetarna. Det är också viktigt att ha ledningens engagement och stöd samt enhetlighet mellan IT system som används för att utföra processen. En sista sak att tänka på är att processen måste kunna anpassas då siter är placerade över hela världen och har olika kultur och lagar. / GAIS (Global Assembly Instruction Strategy)

This thesis investigates the use of a combined set of quantitative and qualitative tools to help address known barriers associated with adopting and sustaining pollution prevention (P2) in an industrial manufacturing setting. The research was conducted at an Ontario dairy processing facility in the form of a case study. P2 is an alternative approach to traditional pollution control or abatement techniques. P2 is a preferred method for pollution management, both environmentally and economically, as it focuses on the efficient use of resources to prevent pollution at the source. The tools used in this research included: wastewater treatability testing, hierarchical process mapping, employee interviews, and causal loop diagrams (CLDs). The application of these tools assisted the participating facility in better characterizing its existing environmental problems, uncovering concrete resource saving opportunities within its processes, and providing more adaptive visual approaches of documenting and conveying P2 concepts. / OMAFRA Agri-Food and Rural Link KTT Funding Program

Background - Swedish trade and industry primarily involves small corporations, including small manufacturing corporations. Currently, most costing models that are used are based on studies accomplished at large corporations. This conveys to the fact that product costing that occurs at small manufacturing corporations is based on all complexities that large corporations bring, which rarely match with small corporations. It occurs that small manufacturing corporations unconsciously rely on incorrect information that has been calculated based on great corporations’ product costing. Product costing is an important part in finance control and is used in order to determine costs that are allocated to the products of the corporation. Purpose - This study investigates how product costing can be adjusted to small manufacturing corporations and how this adjustment can help these corporations to achieve increased cost awareness, which is also the aim of this study. Methodology - In order to achieve the aim a case study has taken place at Diac Metal AB. The approach to this has been abductive. Main focus has been on the varnish process at Diac and its product costing. Findings - By identifying material and information flow a profound understanding of the process activities and its potential cost driver has been achieved. The identification of material and information flow combined with the costing model that has been created on the basis of the facts; competition situation, need for information and experience have made it possible to answer the aim of this study. Conclusion - The conclusion is that visualization of material and information flow enables identification of potential cost drivers that are used when establishing an utter cost allocation. An utter cost allocation is the reason to the fact that increased cost awareness can be achieved, which is a crucial fact in order to achieve growth and profitability.