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Syftet var att med en enkätstudie undersöka om det fanns någon upplevd skillnad mellan två produktionsflöden inom stålindustrin gällande arbetsrelaterad stress och tillfredsställelse. Val av flöde baserades på sjukfrånvarostatistiken då flöde 1 hade en högre korttidssjukfrånvaro än i flöde 2. Studien syftade även till att undersöka om det fanns någon mätbar skillnad mellan yngre och äldre arbetstagares arbetsrelaterade stress och tillfredsställelse.Resultaten visade en signifikans för delmåttet rolltydlighet där de äldre deltagarna skattade rolltydligheten högre än de yngre deltagarna. Resultaten visade också signifikans för arbetstillfredsställelse för delmåtten belysning, ljud, smuts och temperatur där deltagarna i flöde 2 var mer nöjda än i flöde 1. De yngre jämfört med de äldre visade sig uppleva mer psykosocialt stöd och deltagarna i flöde 1 upplevde sig ha en högre grad av autonomi än deltagarna i flöde 2, äldre deltagare upplevde sig även ha en bättre autonomi än de yngre deltagarna. Resultatet visade även att deltagarna i flöde 1 upplevde sig ha en lägre grad av arbetsbelastning än deltagarna i flöde 2. En interaktionseffekt mellan ålder och flöde på delmåttet upplevd mental hälsa, visade att yngre deltagarna i flöde 1 skattade sin hälsa högst och de yngre i flöde 2 skattade sin mentala hälsa lägst, medan det omvända resultatet gällde för den äldre gruppen.

In today’smanufacturing climate there is an increased focus on the use of the principles that form the foundation for the Lean manufacturing philosophy to create efficient and effective companies. Within Lean there is a great focus on identifying and eliminating waste. One of the seven wastes that Lean thinking strives to eliminate is the keeping of unnecessary inventory. The purpose ofthis study is to discover areas of improvement in a production flow and to give suggestions on these through finding and eliminating waste in the production environment. The production flow has been mapped using value stream mapping and has been analyzed accordingly. The specific production flow that has been mapped is located to a plant in the southern parts of Sweden and is operating within the plastic industry. At this plant, a specific product family has been mapped from raw material to shipment. In parallel with the empirical work literature studies have been conducted. The literature studies have sought to create a theoretical support for the result of the study. The current state at the factory has been mapped to create an understanding for the authors and the reader but also to give the study credibility with the company.  At the company observations and interviews have been conducted, mainly within two areas; the extrusion and the conversion into sheets. In addition to this thorough observations and calculations of inventory levels have been made, mainly in the semi-finished goods inventory. As the current state has been mapped thoroughly an analysis of the value stream has been conducted. Two areas have been focused upon in the analysis; the semi-finished goods inventory and the sheeting process. The observations and the analysis have shown disorganization in the inventory which causes materialto be forgotten and obsolete. In the sheeting process the analysis has shown that the lack of work instructions leads to variations in the cycle time and to variations in the mode of work. The inconsistency in the way work is conducted makes it difficult to obtain a common standard on quality. The analysis has resulted in an action plan which will lead to improvements in the production flow. In connection to this a future state map has been developed illustrating the desired state. The points of action are focused on the semi-finished goods inventory and the sheeting process. The major changes are the implementation of a FIFO-lane to increase the structure in the inventory and the development of work instructions for the sheeting process. The method used has been discussed and also the results obtained in the study and the compliance of the results with the purpose and thesis questions have been discussed. The study has also lead to suggestions for further studies that the company should investigate.

Effektiviseringar inom företagen är en viktig del för företagens överlevnad, under de senaste decennierna har intresset för effektiva materialflöden ökat allt mer. Genom att ständigt effektivisera sparar företagen både tid och pengar. Denna studie fokuserar på att effektivisera ett produktionsflöde i ett företag. En litteraturstudie genomfördes för att lyfta fram olika nyckelfaktorer för en effektiv process, skapa förståelse för olika begrep och lade grunden för olika typer av analyser som senare används i studien. För att få en helhetsbild av den verkliga processen som skall studeras användes fallstudie som metod vilket innefattar intervjuer och observationer. Tre förslag på nya produktionsflöden arbetades fram genom att granska de nyckelfaktorer som togs fram under litteraturstudien, genom analysen av intervjuerna och analysen av observationerna. Faktorer som även beaktades var hur dessa nyckelfaktorer påverkar varandra. Förslagen utvärderades genom en Pugh-matris där ett av förslagen framträdde som det starkaste, som sedan rekommenderas till fallföretaget. Det rekommenderade produktionsflödet förväntas minska ledtiden från nuvarande produktionsflöden vilket är 114 respektive 196 minuter till den nya beräknade ledtiden på tolv minuter för respektive flöde. Med det rekommenderade produktionsflödet reduceras tiden för både transporter och hantering av detaljerna och detta motsvarar en minskning på 4,25 personer, vilka kan frigöras för andra arbetsuppgifter inom företaget samt att det frigörs mer uppställningsyta för inkommande gods. / Business efficiency enhancements are an important part of corporate survival, in recent decades, interest in efficient material flows has increased more and more. By constantly improving, companies save time and money. This work focusses on streamlining a production flow in a company. A literature study was conducted to highlight different key factors for an effective process, to create an understanding of different concepts and to lay the foundation for different types of analyzes later used in the study. In order to get an overall picture of the actual process to be studied, case study was used as a method which includes interviews and observations. Three proposals were dealt with by examining the key factors that emerged during the literature study, through the analysis of the interviews and the analysis of observations. Factors that were also considered were how these key factors relate to each other. The proposals were evaluated through a Pugh-matrix where one of the proposals emerged as the strongest, which is then recommended to use by the company. The recommended production flow is expected to reduce lead time from current production flows, which is 114 and 196 minutes to the new estimated lead time which is twelve minutes for each production flow. With the recommended production flow, both the transport and management of the part items decrease, and 4.25 people are released from the work stations, which means that these resources can be used to within other applications within the company and that more loading space for incoming goods is released.

This work aims to explain what the production flow means, what methods are known for the analysis and to introduce us the company. It is also to introduce the process of painting and grinding within the company. Concept of the first part is the actual production flow and its division. The following chapters handle the methods of its analysis. The second part describes the company itself. It includes the introduction of the company, of the product and description of the painting process and grinding. In the last part of the work was made economic evaluation of these proposals.

This master's thesis deals with optimalization of production flows and processes in se-lected part of the company ATONA s. r. o. Realized suggestions for improvement are based on finding the current state by the corresponding methods. New state is analysed with same methods and compared with original state, also benefits of the realized opti-mization are determined.

This research is about a costly problem in the automotive industry due to tool fracture during the splines cold rolling of steel shafts. The objective is to study the cause of this failure and propose solutions that can be implemented in the workshop.The writing starts with a brief introduction of the companies involved in shafts production and problem solving. It introduces the cold rolling process and its advantages on splines manufacturing, and it goes through relevant material and process characteristics that help to determine the cause of tool fracture.In order to understand the process failure and production flow, it has been necessary to build up an Ishikawa diagram with possible tool fracture causes. After collecting and analysing the data about the machine tool, cold rolling process and work-piece and rolling tool materials, tests and experiments have been done.It has been considered that there is a rolling tool fatigue that causes tool fracture. Beside tool fracture, two more problems with production flow instability and the right side rolling tool have been detected. Testing the material hardness of the work-piece has shown continuous hardness fluctuations from the supplier. Rolling tool misalignment has been measured by using a vernier caliper measurement device. Rolling tools material hardness analysis shows that tool is very hard and it is possible to use a tougher material which responds better to cyclic loads.Leax has tried to solve the problem by testing another lubrication and tool coatings. A modal analysis test has been performed in order to find the natural frequency of the work-piece which possibly may lead to vibration and over loading one of the rolling tools.The conclusion that has been reached is that main cause of fracture is rolling tool fatigue due to cyclic loads and it is important to use other rolling tool material. The other two detected problems, production flow instability and rigth side rolling tool fracture, should be considered as a part of the problem in order to significantly increase tools life and stabilize production flow rate.

NOTE AB är ett elektronik- och komponentföretag som tillverkar produkter till verkstäder, medicinsktekniska företag, försvaret och kommunikationselektronik företag. Examensarbetet genomfördes på deras enhet i Torsby som specialiserar sig på prototypframtagning och tillverkning av produkter som används i tuffa miljöer. NOTE i Torsby har fått en ny affär som innefattar tre produktfamiljer som de inte tillverkat förut. Omfattning på affären ökade från 50 MSEK till 92 MSEK innan planeringen av produktionen var klar. Vanligtvis tar det 1–2 år att få igång en sådan produktion, men nu har det endast tagit 6 månader från att affären fastställdes tills produktionen var igång. Problemet som uppstod var att de resurser, material och produktionsyta inte var anpassade efter den nya omfattningen på 92 MSEK.  Syftet med examensarbetet var att ta reda på hur många produkter som kan produceras under en veckas tid och hitta förbättringsmöjligheter för det nya produktionsflödet. Examensarbetet avgränsades till att titta på en av produktfamiljerna. För att besvara syftet och samla in information om flödet gjordes en beskrivning av nuläget för att därefter kunna utföra en nulägesanalys. Utifrån den kunde Leanslöserier och problem identifieras samt ta fram förbättringsförslag till dem.  Resultatet som det här examensarbetet kom fram till var att kapaciteten var för låg jämfört med hur mycket Parker efterfrågade varje vecka. De största Leanslöserierna och problem som hittades var rörelse, brist i kommunikation och materialhantering. För att minska slöserierna och problemen togs ett antal förbättringsförslag fram och några genomfördes. Det resulterade i att rörelser och problem i produktionsflödet minskade samt att en mer strukturerad arbetsplats uppstod. Vidare arbete för företaget är att genomföra alla förbättringsförslagen och därefter utvärdera produktionsflödet på nytt. / NOTE AB is an electronic and component company and they manufacture products to workshops, medical technology companies, defense and communications electronics companies. This thesis was performed at their factory in Torsby where they are specialists at prototype development and manufacturing of products which is used in tough environments. NOTE in Torsby has signed a new deal which include three product families that has never been manufactured in this factory before. The extent of the deal from the beginning was at 50 MSEK but increased to 92 MSEK before planning of the production was completed. It usually takes 1-2 years to get a production like this up and running, but in this case it has only taken 6 months from the deal was signed until the production was up and running. The problem which had occurred was that the resources, materials and the production area was not adjusted after the new extent of the deal at 92 MSEK.  The aim of this thesis was to calculate a weekly production capacity and to develop suggestions which will improve the production flow. The thesis will focus on only one of the three product families. In order to answer the aim and collect information about the flow, a description of the current situation was made and then was an analysis perform on the current situation and based on that was Lean waste and problems found and then suggestions for improvement were develop. The result of this thesis is that the capacity is too low compared to what Parker inquire for every week. The biggest Lean wastes and problems which was found was motion, lack in communication and material handling. In order to reduce wastes and problems, a number of improvement suggestions were made and some were implemented.  As a result, movements and problems in the production flow decreased and a more structured workplace emerged. Further work for the company is to implement all the improvement suggestions and then re-evaluate the production flow.

Maxidoor AB är i en expanderingsfas och flera nya projekt har påbörjats, där ett av projekten är att designa en ny produktionslina för en ny produkt. Produkten som utvecklats är en branddörr som följer en ny standard och kräver en annan tillverkningsprocess än den som finns på företaget idag. Projektet som redovisas i rapporten handlar om att designa en produktionslina där målet är att linan ska ha kapacitet att tillverka 20 dörrar/skift. Utmaningar för att nå målet är att ytan som linan ska anläggas på är begränsad och då det är en ny produkt/produktionslina som utvecklats har inget nuläge funnits att utgå ifrån. Som hjälp för att ta fram en ny produktionslina har Bengt Andreassons steg för steg lista använts, där flera förslag på layouter genererats samt viktats utifrån att minska lean slöserier. Relevant teori såsom lean och produktionsteknik har samlats in och applicerats på det bästa förslaget för att skapa en effektiv process som har potential att nå målet. För att få fram vilka arbetsmoment och dess kapacitet produktionslinan behöver har intervjuer och en analys av ett tidigare examensarbete genomförts. Resultatet av projektet är en layout som minimerar lean slöserier där produktions- och materialflödet har definierats. Till arbetsmomenten har en metodstandard utvecklats med en kompletterande arbetsbeskrivning för att försöka säkerställa att kvalitet byggs in i processen. Material kommer beställas på order och genom ett kanbansystem. / Maxidoor AB is in an expansion phase and several new projects have been started, one of which is to design a new production line for a new product. The product that has been developed is a fire door that follows a new standard and requires a different manufacturing process than the one that the company has today. The project presented in the report is about designing a production line where the goal is for the line to have the capacity to manufacture 20 doors / shifts. Challenges to reach the goal are that the area on which the production line is to be built on is limited and since it is a new product / production line that has been developed, no current situation has been found to be based on. To help develop a new production line, Bengt Andreasson's step by step list has been used, where several suggestions for layouts have been generated and weighted based on reducing lean waste. Relevant theory such as lean and production technology has been collected and applied to the best proposal to create an efficient process that has the potential to reach the goal. In order to find out what work steps and their capacity the production line needs, interviews and an analysis of a previous degree project have been carried out. The result of the project is a layout that minimizes lean wastes where the production and material flow has been defined. For the work steps, a method standard has been developed with a supplementary job description to try to ensure that quality is built into the process. Materials will be ordered on order and through a kanban system.

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