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Yes / Cutting-edge technologies like big data analytics (BDA), artificial intelligence (AI), quantum computing, blockchain, and digital twins have a profound impact on the sustainability of the production system. In addition, it is argued that turbulence in technology could negatively impact the adoption of these technologies and adversely impact the sustainability of the production system of the firm. The present study has demonstrated that the role of technological turbulence as a moderator could impact the relationships between the sustainability the of production system with its predictors. The study further analyses the mediating role of operational sustainability which could impact the firm performance. A theoretical model has been developed that is underpinned by dynamic capability view (DCV) theory and firm absorptive capacity theory. This model was verified by PLS-SEM with 412 responses from various manufacturing firms in India. There exists a positive and significant influence of AI and other cutting-edge technologies for keeping the production system sustainable.

Detta examensarbete har utförts i samarbete med Löfqvist Engineering i Örebro. Uppgiften har varit att utföra en simulering av en stor automatiserad produktionslina som ska användas vid tillverkning av avgassystem till lastbilar. Utifrån denna simulering skall exakta cykeltider för produktionen bestämmas. Dessa tider kan sedan användas av Löfqvist Engineering för att verifiera tidigare uppskattade tider. Arbetet inkluderar en litteraturstudie om Lean Production och hur det fungerar ihop med automation. Det finns även med lite bakgrundsinformation om Just In Time, olika filformat och robotsimulering i allmänhet för att ge en bättre överblick av ämnet. Programmet som har valts för att utföra simuleringen är Tecnomatix Process Simulate och den inbyggda Line Simulation modulen. Produktionslinan består av fyra hanteringsrobotar, 13 operatörsstationer och åtta identiska svetsceller. Cykeltider för produktionslinan har bestämts och resultatet blev 6 min 31 s, så det tar alltså lite drygt 6,5 minuter för produktionslinan att leverera en ny produkt. Cykeltiderna bestämdes genom att beräkna medelvärde på tiden det tog att framställa 10 stycken produkter då linan var full av material. I rapporten finns beskrivet hur arbetet för att komma fram till cykeltiderna har fortgått och hur simuleringsproblemen som uppstått under arbetets gång har lösts. / This thesis has been carried out in collaboration with Löfqvist Engineering in Örebro. The task has been to perform a simulation of a large automation line, to be used in the manufacture of exhaust systems for trucks. Based on this simulation accurate cycle times for production are determined. These times can then be used by Löfqvist Engineering to verify the earlier estimated times. The work includes a literature review of Lean Production and how it works with automation. There is also some background information on Just In Time, different file formats and robot simulation in general for the reader to get a bit more background knowledge of the subject. The program that has been selected to perform the simulation is Tecnomatix Process Simulate and its built in Line Simulation module. The automation line consists of four handling robots, 13 operator stations and eight identical welding cells. Cycle times for the automation line have been determined and the result was 6 min 31s, for the automation line to complete one product. Cycle times were determined by calculating the average time to produce 10 pieces of products when the line was full of material. The report describes how the work for arriving at these cycle times have been performed and how simulation problems encountered during such operations have been resolved.

六標準差（Six Sigma）為目前最受矚目與重視的品質活動，而精實生產方式（Lean Production System）係以及時化（Just-In-Time, JIT）及自働化（Jidohka）兩大概念，所發展出來的合理化生產系統。此二者俱以變異為基礎的思考（Variation-based Thinking），協助企業改善流程、提昇品質、生產力與競爭地位，其整合並被視為下一波管理思潮的新趨勢。 此外，若論及產業特性，服務產業有別於製造業，其特有的服務（Service）、交易業務（Transaction）與其他非製造性（Non-Manufacturing）流程，往往存在更多浪費與更多的改善機會，卻更為強調顧客滿意經營。 本研究鑑於研究缺口與實務發展之需，提出六標準差與精實生產方式應用於服務業之整合模式（Lean Six Sigma for Service，LS3）。本模式以精實生產方式減少內部浪費，並以六標準差導向顧客滿意之追求，不但兼顧企業內部與外部顧客之觀點，亦兼顧精實速度與六標準差之高品質。 / “Six Sigma” is one of the most popular quality initiatives recently. “Lean Production System” is the world famous production system developed and practiced by Toyota mobile company for a long time. It based on two concepts: “Just-In-Time” and “Jidohka”. Both two are based on the variation thinking to improve business process, enhance quality, production and competitive position. Besides, the integration of them is viewed as a new trend in the next management wave. Moreover, regarding to the industry characteristics, service industry is quite different from manufacturing industry. Even though there are more wastes and improvement opportunities, the application of Six Sigma, Lean Production System or their integration in service industry is quite few neither in literatures nor practice. This research proposes the Lean Six Sigma integration model based on the research gap and the practical need, and then adapt it for service industry. The model is named as “Lean Six Sigma for Service (LS3)” in this research. It balances the viewpoints of internal and external customers, and gives consideration to the Lean speed as well as Six Sigma high quality. Also, this research tries to contribute to the enhancement of management technology. / 目 錄 中文摘要………………………………………………………………………………I 英文摘要………………………………………………………………………………Ⅱ 誌謝……………………………………………………………………………………Ⅲ 目錄……………………………………………………………………………………Ⅳ 表目錄…………………………………………………………………………………Ⅶ 圖目錄…………………………………………………………………………………Ⅷ 第一章 緒 論…………………………………………………………………………1 1.1 研究背景與動機………………………………………………………………1 1.2 研究目的………………………………………………………………………4 1.3 研究範圍與限制………………………………………………………………5 1.4 研究方法………………………………………………………………………6 1.5 研究架構………………………………………………………………………7 第二章 文獻探討…………………………………………………………………8 2.1 六標準差………………………………………………………………………8 2.1.1 六標準差之發展沿革………………………………………………………8 2.1.2六標準差之定義與各家說法………………………………………………12 2.1.3 六標準差之組織架構及人員角色…………………………………………17 2.1.4 六標準差之改進循環………………………………………………………21 2.1.5 六標準差主要之八大工具…………………………………………………27 2.1.6 六標準差之推行現況………………………………………………………29 2.1.7 六標準差之運作特點………………………………………………………30 2.2 精實生產方式…………………………………………………………………31 2.2.1 精實生產方式之發展沿革………………………………………………31 2.2.2精實生產方式之定義…………………………………………………….34 2.2.3 精實生產方式之構成要素………………………………………………34 2.2.4 精實生產方式之推展步驟………………………………………………40 2.2.5 精實生產方式之運作特點………………………………………………42 2.3服務業…………………………………………………………………………46 2.3.1 服務業之定義……………………………………………………………46 2.3.2 服務業之特性……………………………………………………………48 第三章 模式建構…………………………………………………………………52 3.1 精實六標準差應用於服務業之綜觀（LS3 Overview）……………………52 3.2 導引階段（Lead Phase）……………………………………………………………56 3.3 研究階段（Study Phase）……………………………………………………………65 3.4 流暢階段（Smooth Phase）…………………………………………………………70 3.5 維持階段（Sustain Phase）…………………………………………………………73 第四章 模式驗證.…………………………………………………………………81 4.1 問卷對象…….………………………………………………………………81 4.2 專家意見…….………………………………………………………………83 第五章 結論與建議…………………………………………………………………84 5.1 研究結論……………………………………………………………………84 5.2 研究貢獻……………………………………………………………………85 5.3 後續研究建議………………………………………………………………86 參考文獻……………………………………………………………………………87 附錄A 專家訪談調查函……………………………………………………………93 附錄B 專家訪談問卷內容…………………………………………………………94 表 目 錄 表 2.1 六標準差的發展階段………………………………………………………12 表 2.2 標準差換算表………………………………………………………………14 表 2.3 六標準差方法論DMAIC………………………………………………………22 表 2.4 六標準差設計方法論DMADV……….………………………………………23 表 2.5 六標準差「工具的21個整合步驟：研發流程」…………………………25 表 2.6 豐田生產系統之「實驗」……………………………………………………44 表 3.1 LS3之內容要項與工具……………………………………………………54 圖 目 錄 圖 1.1 研究流程圖………………………………………………………………6 圖 2.1 製程中心飄移1.5標準差的情形………………………………………13 圖 2.2 典型的六標準差組織圖.…………………………………………………17 圖 2.3 執行六標準差之八大步驟…….…………………………………………27 圖 2.4 六標準差之八大工具…..…………………………………………………28 圖 2.5 精實生產方式五大主要要素…….………………………………………36 圖 2.6 消除浪費要素……………………………………………………………37 圖 2.7 全面品質要素………………………………………………………………38 圖 2.8 人員準備要素………………………………………………………………39 圖 3.1 LS3運作架構圖………………………………………………………………53 圖 3.2 LS3運作模式之工具總覽……………………………………………………55 圖 3.3 導引階段之使用工具………………………………………………………57 圖 3.4 研究階段之使用工具………………………………………………………66 圖 3.5 流暢階段之使用工具………………………………………………………70 圖 3.6 維持階段之使用工具………………………………………………………74

Purpose: The purpose of the study is to identify, design and apply a method for operational production planning. The purpose of the method is that it takes into account the respective demand patterns of the articles, which determines the choice of calculation model and that the method also takes into account the production capacity limitation set. The result can be applied as a basis for decision-making for small and medium-sized manufacturing companies that are facing an expansion. Objective: The following research question was the main objective of this study.How would an appropriate operational planning method be shaped according to the specific characteristics of the products and their diverse demand patterns in small and medium-sized manufacturing companies with capacity limiters? Method: The study is a qualitative one-case study with quantitative elements. The empirical data used in the study was collected through unstructured and semi-structured interviews where the snowball effect has been applied and also observations have been performed. Results: The study has enabled a higher degree of utilization of the capacity limitation set, by developing standardized block sizes. The first step was to identify demand patterns into which the studied articles could be categorized. The demand pattern was applied in order to be able to apply the correct calculation model to the correct article. The calculation model was then standardized by applying PoT to be able to obtain standardized block sizes. The method was illustrated in a Gantt chart to demonstrate its usefulness. / Syfte: Studiens syfte är att identifiera, utforma och applicera en metod för operativ produktionsplanering. Ändamålet med metoden är att den tar hänsyn till artiklarnas respektive efterfrågemönster vilket avgör valet av beräkningsmodell samt att metoden tar även hänsyn till produktionens kapacitetsbegränsning ställare. Resultatet kan appliceras som beslutsunderlag för små samt medelstora tillverkande företag som står inför en expansion. Forskningsfråga: Följande forskningsfråga var objektet för denna studie. Hur skulle en lämplig operativ planering formas utefter artiklarnas specifika egenskaper och deras olikartade efterfrågemönster hos små och medelstora tillverkande företag med kapacitetsbegränsningen ställare? Metod: Studien är en kvalitativ en-fallstudie med kvantitativa inslag. Den empiriska data som använts i studie än insamlad genom ostrukturerade samt semistrukturerade intervjuer där snöbollseffekten tillämpats och även observationer har utförts. Resultat: Studien har möjliggjort en högre utnyttjandegrad av kapacitetsbegränsningen ställare, genom att framta standardiserade blockstorlekar. Första steget var att identifiera efterfrågemönster som de studerade artiklarna kunnat kategoriseras in i. Efterfrågemönstret har tillämpats för att kunna använda rätt beräkningsmodell på rätt artikel. Beräkningsmodellen standardiserades därefter genom tillämpning av PoT för att kunna erhålla standardiserade blockstorlekar. Metoden illustrerades i ett Gantt-schema för att påvisa dess användbarhet.

The design process of a production system referred to as the production system design process (PSDP) impacts on the operational performancethroughout the lifecycle of the production system, especially on the rampupand operation phases. Despite the impact of activities of PSDP on the operational performance, how to manage the PSDP is still a challenge for manufacturing companies. Earlier research urged to develop a systematic PSDP concerning its impact on the operational performance. This thesis aims to contribute with knowledge of how manufacturingcompanies can manage the PSDP by investigating 1) the enablers in thePSDP that impact on operational performance in ramp-up and operation phases, and 2) how the lean production concept could be adopted tomanage the activities during the PSDP. A case study was conducted in aprocess type manufacturing company, where empirical data were collectedfrom three new production line launching projects by qualitative means. This thesis identifies a set of enablers in the PSDP that potentiallyimpact the operational performance after launching the productionsystem. Empirical findings demonstrate that ensuring proper actions onthe identified enablers in the PSDP could lead to higher operationalperformance of the designed production system. These enablers rangefrom the company´s internal boundary to external vendors, requiring asystematic way to manage these diverse aspects. Adopting the lean production concept in the PSDP context, this thesis proposes a model of Lean Production System Design Process, containing 13 principles andrelevant practices. The proposed model of lean PSDP could be used as a systematic processto manage the activities in the PSDP that would ensure proper actions related to the identified enablers. Empirical findings indicate that adoptionof lean in the PSDP could result in reducing lead time of launching a new production system, and achieving fast ramp-up and desired operational performance considering sustainability aspects. Finally, this thesis demonstrates how the lean PSDP could be a means to achieve a sustainable competitive advantage based on the resource based view theoretical perspective. / Utformningsprocessen av ett produktionssystem, i denna avhandlingkallad produktionssystemets utformningsprocess (PSUP), påverkar denoperativa prestandan under hela produktionssystemets livscykel, särskilt iupprampnings- och driftsfasen. Traditionellt sett ligger fokus underutformningsprocessen på att lansera det nya produktionssystemet vidplanerad tidpunkt och enligt budget. Trots att de aktiviteter somgenomförs i utformningsprocessen påverkar den operativa prestandan idriftsfasen, ägnas ofta mindre uppmärksamhet åt designfasen än vad somvore önskvärt. Tidigare forskning har argumenterat för att utveckla ensystematisk designprocess för framtagning av produktionssystem medsyfte att nå en positiv påverkan på den operativa prestandan. Forskningen i denna avhandling bidrar till att öka kunskapen om hurPSUP kan hanteras och förbättras genom att identifiera: 1) möjliggörare i PSUP som påverkar den operativa prestandan i upprampnings- ochdriftfasen, och 2) hur lean konceptet skulle kunna användas för att hanteraaktiviteterna under PSUP. Resultatet är identifieringen av ett antal faktorer/möjliggörare iproduktionssystemets utformningsprocess (PSUP) som potentiellt kanpåverka den operativa prestandan efter lansering av produktionssystemetoch produktionsstart. Dessa möjliggörare handlar om alltifrån frånföretagets interna gränser till externa leverantörer och kräver ensystematisk procedur för att dra nytta av faktorernas potential. Genom attanvända lean även i PSUP-sammanhanget, föreslås här konceptet Lean PSUP (produktionssystemsutformningsprocess), som innehåller 13 principer och relevanta praxis. Den föreslagna modellen för lean PSUP skulle kunna användas och gestruktur till hanteringen av aktiviteterna i utformningsprocessen.Forskningen indikerar att lean inte bara kan användas i driftsfasen utanäven i utformningen av ett produktionssystem, vilket skulle kunnaresultera i bättre integration mellan olika funktioner, minska ledtiden förutformning och lansering av ett nytt produktionssystem, och uppnå snabbupprampning och önskad operativ prestanda, både avseende produktionoch hållbarhet. Slutligen visar denna avhandling hur lean PSUP kan varaett sätt att uppnå konkurrensfördelar ur ett resursbaserat teoretiskt perspektiv.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The concept of a business existing to fulfil the wants and needs of the various stakeholders acknowledges that the prime goal of any commercial business is that of profit maximisation and the resultant stock price maximisation (Brigham & Ehrhardt, 2002:10). Any decision by the senior management or the board of an organisation should be primarily in the interest of its shareholders. It follows that any decision that does not add shareholder value subtracts from shareholder value; in other words, decisions must impact the bottom line financially. The manufacturing sector has seen its fair share of methods, interventions and programmes aimed at cost reduction and profit maximisation through a variety of total quality management (TOM), statistical process control (SPC), right/downsizing, efficiency improvements and yield maximisation. One of the most enduring and successful of these has been the advent of the lean manufacturing philosophy, defined as the complete and thorough elimination of waste to reduce the time line from receipt of customer order to delivery. It is a process-focused philosophy and not results focused, the belief being that the elimination of waste from all aspects of the process will ultimately result in financial success. Toyota have developed, and perfected more than most, the concept of lean manufacturing. They have termed their lean initiative the Toyota Production System (TPS). At the core of TPS is the concept of one piece flow controlled by customer pull. Given the success derived from TPS by Toyota it is only natural that other organisations have shown interest and have attempted, in varying degrees of success, to copy the TPS. But the magnitude of attempting to change the philosophy of an organisation in the short term is a daunting task and it is understandable why adopters of a lean way forward have rather turned to the lean tools as drivers of the process and value. The attraction of lean tools is that they can be applied in many areas of an organisation independent of one another. Organisations have a range of needs that need to be satisfied which include growth, increased profits, cash now and talent retention. The need to decide what interventions to apply when and where and what impact to profit and share value is of paramount importance to decision makers of organisations. By analysis of the results of a global industrial packaging company's efforts to implement lean through a tool-based approach, this study attempts to offer guidance to those organisations interested in implementing lean tools. The tools employed comprise four operational and three commercial tools. A financial model examining the impact of the tools on financial metrics is then developed and tested. The results show that the impact of the applied tools impact directly financial metrics used by investors to assess the relative attractiveness of an organisation's shares for the period 2003 to 2007. Further research should be conducted to determine the performance of the organisation for a ten to fifteen-year period to determine future success. / AFRIKAANSE OPSOMMING: Die konsep dat 'n sakeondememing bestaan om die verwagtinge en behoeftes van die onderskeie rolspelers te dien erken dat maksimale wins en die gevolglike optimale aandeleprys die primere doelwitte van enige kommersiele onderneming is (Brigham & Ehrhardt, 2002:10). Enige besluit deur die senior bestuur of the direksie van 'n ondememing behoort dus primer in die belang van sodanige ondememing se aandeelhouers te wees. Gevolglik sal enige besluit wat geen waarde tot die aandeelhouer bied nie, sodanige waarde verminder en moontlik lei tot disinvestering; met ander woorde, besluite moet finansieel 'n invloed op winsgewendheid he. Die vervaardigingsektor het al verskeie metodes, ingrypings en programme beleef wat gemik is op kostevermindering en winsverhoging deur middel van 'n verskeidenheid van algehele kwaliteitsbestuur ("total quality management"), statistiese prosesbeheer ("statistical process control"), herstrukturering deur middel van sogenaamde afskaling ("rightdownsizing"), verbetering van effektiwiteit en opbrengs. Een van die standhoudendste en suksesvolste van hierdie is die skep van die "spilvrye" vervaardigingsfilosofie ("lean manufacturing philosophy") wat gedefinieer word as: die totale en volledige eliminering van verspilling om die tydsverloop tussen die ontvangs van die klient se bestelling tot die aflewering te verminder. Die aanname word gemaak dat die eliminering van verspilling vanuit alle aspekte van die proses uiteindelik finansiele sukses tot gevolg sal he. Die filosofie is dus gefokus op die proses en nie op resultate nie. Toyota het die konsep van "spilvrye"-vervaardiging ontwikkel en, meer as ander, vervolmaak en verwys na hul inisiatief as die "Toyota Production System" of TPS. Sentraal tot die TPS is die konsep van enkel-aaneenlopende produksievloei beheer deur klienteopdrag en -behoefte. As gevolg van Toyota se sukses met die toepassing van die TPS is dit te verwagte dat ander organisasies belangstelling sou toon en met wisselende sukses gepoog het om die TPS na te boots. Om die filosofie van 'n organisasie in die kort termyn te verander is so 'n omvangryke taak dat dit begryplik is waarom nuwe bekeerlinge tot die "spilvrye" -filosofie eerder "spilvrye"-instrumente verkies as die dryfvere van die proses en waarde. Die aantrekkingskrag van "spilvrye"-instrumente is dat dit onafhanklik van mekaar in baie areas van 'n organisasie deur individue, werkspanne of konsultante aangewend kan word. Insluitend groei, die verhoging van wins, kontantvloei en die behoud van talent, het organisasies uiteenlopende behoeftes wat aangespreek moet word. Dit is van die uiterste belang vir besluitnemers van organisasies om te besluit op toepaslike ingryping, wanneer en waar, asook die uitwerking op wins en aandeelwaarde. As 'n poging om belangstellende organisasies te help, bied hierdie studie 'n analise van die resultate voortspruitend uit 'n globale industriele verpakkingsmaatskappy se pogings om die "spilvrye" konsep deur middel van 'n instrument-gebaseerde benadering te implementeer. Die resultate toon dat die impak van die toegepaste instrumente 'n direkte invloed het op die finansiele meetinstrumente, wat deur beleggers aangewend word om die relatiewe aantrekkingskrag van 'n organisasie se aandele vir die tydperk 2003 tot 2007 te bepaal. Om toekomstige sukses te bepaal behoort verdere navorsing egter gedoen te word ten opsigte van die organisasie se prestasie oor 'n tien- tot vyftien-jaar tydperk.

It is important for organizations to understand the factors responsible for establishing sustainable continuous improvement (CI) capabilities. This study uses learning curves as the basis to examine learning obtained by team members doing work with and without the application of fundamental aspects of the Toyota Production System. The results are used to develop an effective model to guide organizational activities towards achieving the ability to continuous improve in a sustainable fashion. This research examines the effect of standardization and waste elimination activities supported by systematic problem solving on team member learning at the work interface and system performance. The results indicate the application of Standard Work principles and elimination of formally defined waste using the systematic 8-step problem solving process positively impacts team member learning and performance, providing the foundation for continuous improvement Compared to their untreated counterparts, treated teams exhibited increased, more uniformly distributed, and more sustained learning rates as well as improved productivity as defined by decreased total throughput time and wait time. This was accompanied by reduced defect rates and a significant decrease in mental and physical team member burden. A major outcome of this research has been the creation of a predictive probability model to guide sustainable CI development using a simplified assessment tool aimed at identifying essential organizational states required to support sustainable CI development.

Les éleveurs laitiers gèrent des systèmes complexes combinant production animale et production végétale. Dans un contexte d'évolutions rapides, les démarches de conception de systèmes de production doivent être renouvelées, et répondre à la diversité des situations des exploitations agricoles. La co-conception de systèmes innovants avec les producteurs eux-mêmes se présente comme une démarche intéressante. Les modèles d'exploitation permettent de représenter la complexité du système, mais leur utilisation comme outil d'accompagnement interroge les choix de développement. Ce travail propose une démarche d'accompagnement basée sur l'utilisation d'un modèle de simulation pour appuyer les réflexions de l'éleveur sur ses stratégies d'élevage. Les choix de développement s'appuient sur l'analyse du fonctionnement d'un échantillon de six exploitations. Trois exemples d'utilisation du modèle avec les producteurs sont présentés. Ils montrent comment les résultats du modèle alimentent la discussion autour du proj et de l'éleveur. / Dairy farmers have to manage complex and mixed-farming systems. In the moving context of the agricultural sector, methods of conception of production systems must be renewed and fit the diversity of farmers conditions. The co-conception of production systems with farmers is the approach we want to defend. Whole-farm models help to picture the farming system's complexity but their use as advising services' tools raises questions in terms of model design choices. This PhD proposes an approach of advising services based on the use of a simulation whole-farm model to help farmers in designing their livestock strategies. The model design is based on the analysis of six dairy farms that constitute our study sample. We present three case-studies about the use of our model with dairy farmers. The case-studies give us insight about the capacity of the model's outcomes to generate debates with farmers about their own projects.