Made available in DSpace on 2016-06-02T19:52:03Z (GMT). No. of bitstreams: 1 5876.pdf: 7013934 bytes, checksum: 4e3ff62ae5a65cf8026d92111fa732ee (MD5) Previous issue date: 2014-02-25 / In the latest decades, companies have faced important and increasing challenges set by globalization in product markets and production factors. This way, consumers become highly demanding and are always searching for new products, highly qualified, customized and quickly produced. Given these changes, the speed of delivery and therefore the efforts to reduce lead time emerges as one of the main objectives adopted by a company to compete in the market, since the strategies based in time aim to provide faster answers to its customers. In this context, the present paper aims to describe a proposal to reduce the lead time from the application of the concepts and methodology tools Quick Response Manufacturing (QRM) in a capital good sector s company. In order to achieve the proposed objective, a literature review about the QRM methodology and POLCA system and a case study in a company that develops and manufactures machinery and custom made equipment. Thus, it was analyzed the main causes of the waiting in the manufacturing of pressure vessels process, and through improvement proposals, it was achieved the results and gains expected. The main results, other than the 40% reduction in lead time, are related to quality improvement, increase of process responsibility in the manufacturing and simplifying the production control. / Nas últimas décadas as empresas têm enfrentado importantes e crescentes desafios impostos pela globalização dos mercados de produtos e fatores de produção. Dessa forma, os consumidores tornam-se cada vez mais exigentes e estão sempre em busca de novos produtos, altamente qualificados, customizados e produzidos rapidamente. Diante destas transformações, a velocidade de entrega e, por conseguinte, a busca pela redução do lead time surge como um dos principais objetivos adotados por uma empresa para competir no mercado, visto que estratégias baseadas no tempo visam fornecer respostas rápidas a seus clientes. Neste contexto, o presente trabalho tem como objetivo geral apresentar uma proposta para a redução de lead time a partir da aplicação dos conceitos e ferramentas da metodologia Quick Response Manufacturing (QRM) em uma empresa do setor de bens de capital. A fim de atingir o objetivo proposto, foi realizada uma revisão da literatura sobre a metodologia QRM e sistema POLCA e um estudo de caso em uma empresa que desenvolve e fabrica máquinas e equipamentos sob encomenda. Dessa maneira, analisaram-se as principais causas de espera no processo de fabricação de vasos de pressão e, por meio de propostas de melhorias, chegou-se aos resultados e ganhos esperados. Os resultados principais, além da redução de 40% do lead time, estão relacionados à melhoria de qualidade, aumento de responsabilidade no processo de fabricação e simplificação do controle de produção.

Kommunikationen mellan en produktutvecklande modeleverantör och deras producenter är en pågående process. Kommunikation i allmänhet binder samman människor genom tal och skrift, men kan också vara en bidragande faktor till oenighet. Kommunikation i alla dess former används dagligen och är ett viktigt verktyg som måste fungera korrekt. Om brister i kommunikationen uppstår kan diskussioner väckas till liv och inom modeindustrin kan samarbeten ställas in och kontrakt annulleras. Kommunikationen mellan den produktutvecklande modeleverantören och deras producenter kan bli missförstådd och inte tolkad utifrån det uppsåt företagen planerat. Det kan leda till problem med ledtider, försäljningssiffror och försenade leveranser. Syftet med studien är att analysera varför eventuella problem sker i kommunikationen mellan svenska produktutvecklande modeleverantörer och deras producenter i utlandet. Följande kandidatuppsats är uppdelad i kapitel 1 – 6 och kommer besvara syftet genom att granska kommunikationen mellan de två parterna, vilka kommunikationssvårigheter som finns samt vilka parametrar som är viktiga för att kommunikationen ska fungera. Den primära teorin utgörs av det empiriska resultatet som består av intervjuer med nio svenska produktutvecklande modeleverantörer. Personliga intervjuer valdes för att tillgå så stor andel information som möjligt rörande ämnet. Dessutom har observationer av den Textila Värdekedjan, Supply Chain Management, Sustainable Supply Chain Management, Total Quality Management, Quick Response, Fast Fashion samt Organisationskultur genomförts. Även andra viktiga strategier och aspekter som handlar om kommunikation har analyserats. Studien visar att brister i kommunikationen uppstår dagligen för svenska produktutvecklande modeleverantörer. Kommunikationssvårigheter uppkommer av bland annat språkbarriärer och kulturella skillnader. Konsekvenser av misstag i kommunikationen kan vara förödande och ha stor påverkan på relationen mellan de svenska produktutvecklande modeleverantörerna och deras producenter. Följaktligen presenteras studiens slutsats samt förslag på vidare forskning. Slutligen redovisas använda källor och bilagor.

近年來，化妝品零售業之發展已趨成熟，且邁入「消費者導向」的時代。在屈臣氏、康是美等傳統藥妝店之銷售模式下，業者必須提早預測未來市場的流行趨勢及需求量，提早生產，並鋪貨至全台各門市，導致其需要花時間去反應市場需求變動，使供應鏈內的存貨量相當高，支付大量無謂的存貨成本，最終便轉嫁予消費者。而近年新崛起的化妝品零售業者，網羅各國的美妝品，隨時掌握最新流行資訊、能夠精準抓住趨勢、快速回應消費者需求，減少為反應市場需求變動所備之存貨，同時還能維持低價競爭。 在外部環境不斷變化的消費市場裡，此種快速回應能力被視為能夠提升競爭優勢的利器，尤其是在化妝品市場裡，因其汰換快及生命週期短的產業特性，必須更強調「速度」的要求。 故，本研究採用個案研究法，並挑選最初此開創全新商業模式的企業之一-小三美日作為研究對象，探討為什麼會有需求不確定性，以及化妝品零售業者在面對需求不確定性時如何因應，及其快速回應市場需求之商業模式。 經過深入探討個案公司之快速回應策略以及商業模式，歸納本研究之發現如下： 1. 以顧客為中心之商業模式 2. 快速回應策略 3. 承擔風險換取彈性 本研究之貢獻在於建立一快速回應需求不確定性之改善原則和因應策略之架構，以期瞭解如何透過快速回應消除供應鏈上沒有加值的活動，從而提升消費者價值，創造共同利益，並為未來其他業者提供發展方向。然而，本研究僅就個案公司之主要商業流程活動以及如何因應需求不確定性進行探討，未針對執行後之效果及績效衡量指標進行後續研究。此外，由於本研究為單一個案研究，若能增加研究樣本，或可歸納出快速回應市場需求之準則，作為不同產業中的企業之參考案例。 / In recent years, the development of cosmetics retailing has matured and entered the "consumer-oriented" era. Under the business model of Watsons, Cosmed and other traditional cosmetics channels, the companies must predict the future trends and the market demands before producing and distributing products to various channels in Taiwan. Under this model, the companies need time to respond to the changes in demand, and companies are therefore faced with considerably with high level of stock. Not only does this generates a lot of unnecessary inventory costs, but this costs will also be passed on to consumers, which is reflected on the retail price. On the other hand, the new rising cosmetics retailers collect products from all over the world; these companies are able to accurately grasp the trend and quickly respond to various of demands of consumers. As a result, the companies do not have to keep high level of stock, this eliminates non value-added activities and unnecessary expenses, which also allows them to maintain their competitiveness in price. In the constantly changing consumer market, the ability to respond quickly can be seen as a competitive advantage. Especially in the cosmetics market with short product life cycle, the cosmetics retailer must place emphasis on speed. This research is based on case study method, and selects one of the first companies that developed the new business model as the research subject: 小三美日. The research is to discuss, the causes of demand uncertainty, how do the cosmetics retailers respond when facing demand uncertainty, and the business model of quick response to market demand. With in-depth case study of the quick response strategies and business model of 小三美日, the findings are as below: 1. The customer-oriented business model 2. Quick response strategies 3. Risk taking for flexibility The academic contribution of this study is to create the structure of improving principles and strategies of quick response to demand uncertainty, understand how to eliminate non value-added supply chain activities through the strategies of quick response, thus increasing customer value, creating common interests accordingly, and providing guidance for the future development of other retail industries. However, this research discusses the business model and quick response strategies while ignoring the performance evaluation. Meanwhile, since this is a single case study, the future research could increase the research subjects to construct the guidelines of quick response to market demand as a reference to companies in different industries.

The 2010 earthquake in Haiti, which killed an estimated 316,000 people, offered many lessons in mass-fatality management (MFM). The dissertation defined MFM in seeking information and in recovery, preservation, identification, and disposition of human remains. Specifically, it examined how mass fatalities were managed in Haiti, how affected individuals sought information about fatalities, and what needs motivated them. Data from 28 in-depth, partially structured interviews, conducted during two field visits ending 21 weeks after the earthquake, were included in a case study. The data analysis revealed the MFM was severely inadequate. One interviewee, a senior UN official, stated, "There was no fatality management." The analysis also indicated a need to learn whereabouts of the deceased motivated individuals to visit spots the deceased were last seen at. It sought to illumine information-seeking practices, as discussed in the works of J. David Johnson and others, by developing a new model of information flow in MFM. In addition, it reaffirmed Donald Case and Thomas Wilson's theoretical proposition – that need guides any seeking of information – in the case of Haiti. Finally, it produced recommendations regarding future directions in MFM for emergency managers and information scientists, including possible use of unidentified body parts in organ transplants. Overall, the dissertation, which was supported by two grants of the National Science Foundation, attempted to add to relatively scanty literature in information seeking in MFM.

Submitted by Livia Mello (liviacmello@yahoo.com.br) on 2016-09-13T17:56:00Z No. of bitstreams: 1 DissFJGP.pdf: 3333112 bytes, checksum: 8963ce6444bcd4b9ef7bf9a0131996b6 (MD5) / Approved for entry into archive by Marina Freitas (marinapf@ufscar.br) on 2016-09-15T13:29:25Z (GMT) No. of bitstreams: 1 DissFJGP.pdf: 3333112 bytes, checksum: 8963ce6444bcd4b9ef7bf9a0131996b6 (MD5) / Approved for entry into archive by Marina Freitas (marinapf@ufscar.br) on 2016-09-15T13:29:31Z (GMT) No. of bitstreams: 1 DissFJGP.pdf: 3333112 bytes, checksum: 8963ce6444bcd4b9ef7bf9a0131996b6 (MD5) / Made available in DSpace on 2016-09-15T13:29:38Z (GMT). No. of bitstreams: 1 DissFJGP.pdf: 3333112 bytes, checksum: 8963ce6444bcd4b9ef7bf9a0131996b6 (MD5) Previous issue date: 2016-01-29 / Outra / Operations Management Researchers have largely studied and analyzed Lean Manufacturing (LM), by its capacity of productivity improvement in industry. Even so, this approach has found several difficulties to deal with all production types, especially those that have high-variety and low-volume. Therefore, LM has been integrated with other approaches to maximize its action, like Quick Response Manufacturing (QRM). However, few researchers have studied the integration of LM and QRM. In the aim of solving this gap, this research studies how QRM complements LM in high-variety production, in order to extend improvements with the integration of the two approaches. This research used multiple case study method to determine the behavior of the two approaches inside high-variety production. Two companies were analyzed, where the approaches supplied some improvement proposals to find complimentary elements. Data were collected throughout interviews, document analyzes and observation. As main result, QRM inserts concepts of System Dynamics as a compliment of Lean. Thus, tools as simulation, lead-time treatment, and analysis of utilization are the easiest for incorporation in the opportunities of improvement. A tool proposed based in unification of Value Stream Map (VSM) and Manufacturing Critical-Path Time (MCT) detects waste using the approaches, optimizing them. Future research should focus on using the integration proposed, verifying if compliments are successful in other flow and type production. / A abordagem Lean Manufacturing (LM) e as suas técnicas foram amplamente estudadas e analisadas por pesquisadores da área de planejamento da produção pela capacidade de melhoria de produtividade da indústria. Mesmo assim, tal abordagem tem encontrado diversas dificuldades para tratar todos os ambientes produtivos, especialmente àqueles que têm alta variedade de produtos e baixo volume. Portanto, ela vem sendo integrada com outras abordagens para potencializar a sua ação, como o Quick Response Manufacturing (QRM). Porém, a integração do LM com o QRM tem sido pouco estudada. Com o objetivo de preencher esta lacuna, esta pesquisa aborda como o QRM complementa o LM em ambientes de alta variedade, a fim de ampliar os efeitos de melhoria das duas abordagens em conjunto. Para isto, a pesquisa adotou o estudo de caso múltiplo com objetivo de determinar o comportamento das duas abordagens dentro do contexto de alta variedade. Foram analisadas duas organizações em que as abordagens fornecessem propostas de melhorias para encontrar elementos complementares entre elas. Os dados foram coletados através de entrevistas, análise documental e observações diretas nos casos. Como resultado encontrou-se que o QRM complementa o LM na inserção da dinâmica de sistemas. Com isso, ferramentas como simulação, tratamento de lead time, e análise de utilização são mais fáceis de incorporar nas oportunidades de melhoria. A unificação entre o Mapeamento do Fluxo de Valor (MFV) e Manufacturing Critical-Path Time (MCT) consegue detectar desperdícios utilizando as abordagens em conjunto, potencializando-as para mais aplicações. Para futuras pesquisas, sugere-se focar na utilização do modelo integrado proposto, verificando se as áreas de complementaridade são as mesmas em outros tipos de ambientes e fluxos.

Made available in DSpace on 2016-06-02T19:51:57Z (GMT). No. of bitstreams: 1 4714.pdf: 3301604 bytes, checksum: 9af8a72e777bb07cc110b09f14be0d8b (MD5) Previous issue date: 2012-02-29 / Project management is an ancient concept that has been studied since the 1950´s, in the cold war era, when major military projects were developed. Currently this area still has great relevance. This happens because companies can achieve their objectives of short, medium and long term through the implementation of projects. This may occur through exchange of equipment, technological change, expansion or modernization of facilities and development of new products to take advantage of opportunities identified in the market. Thus, it is vital that these projects are well managed, what can be achieved by using as main reference the PMBOK, since this guide is widely known both in the academic and professional environments. Then the time spent on project implementation can be a competitive advantage for the organization, so it is important to reduce the time needed to complete the project. So for this, the concepts and principles of QRM, which is a pragmatic approach aimed at reducing the lead time can be used. This approach is used not only on the shop-floor, but also in the administrative environment. The QRM promotes joint action with the other partners in the supply chain to reduce lead times once it become evident the holistic earned gains. From this context emerges the present work that aims to reduce the lead time in the life cycle of a project, through a proposal to integrate the QRM approach and modern project management given by the PMBOK guide. This proposal will be utilized in an illustrative case study on a project of the oil sector that is sensitive to the term. / Gerenciamento de projetos é um conceito antigo e que vem sendo estudado desde a década de 1950 no período da guerra fria, onde grandes projetos militares foram desenvolvidos. Atualmente, os projetos são vitais para as organizações, visto que, através destes, essas podem alcançar seus objetivos trocando equipamentos, alterando tecnologia, expandindo ou modernizando suas instalações e também para que sejam aproveitadas oportunidades identificadas no mercado. Dessa forma, é vital que esses projetos sejam bem gerenciados, o que pode ser auferido ao se utilizar como principal referência o PMBOK, uma vez que este é um guia amplamente conhecido tanto no ambiente acadêmico como profissional. Além disso, o prazo de implementação do projeto pode ser uma vantagem competitiva para a organização, sendo importante a redução do prazo necessário para conclusão do projeto. Para isso, utilizou-se a abordagem do QRM que visa a redução de lead time não somente no chão de fábrica, mas também no ambiente administrativo. Essa abordagem, o QRM, promove o engajamento dos outros parceiros da cadeia de abastecimento na redução de lead times, uma vez que fica evidente os ganhos holísticos auferidos por todos. A partir deste contexto, surge a presente dissertação que tem como objetivo o a redução de lead time no ciclo de vida de um projeto, através de uma proposta de integração da abordagem QRM e a moderna gestão de projetos dado pelo guia PMBOK. Esta proposta será utilizada em um estudo de caso ilustrativo em um projeto do setor de petróleo que é sensível ao prazo.

To handle uncertainties and variabilities in production demands, many manufacturing companies have adopted different strategies, such as varying quoted lead time, rejecting orders, increasing stock or inventory levels, and implementing volume flexibility. Make-to-stock (MTS) systems are designed to offer zero lead time by providing an inventory buffer for the organizations, but they are costly and involve risks such as obsolescence and wasted expenditures. The main concern of make-to-order (MTO) systems is eliminating inventories and reducing the non-value-added processes and wastes; however, these systems are based on the assumption that the manufacturing environments and customers' demand are deterministic. Research shows that in MTO systems variability and uncertainty in the demand levels causes instability in the production flow, resulting in congestion in the production flow, long lead times, and low throughput. Neither strategy is wholly satisfactory. A new alternative approach, multi-channel manufacturing (MCM) systems are designed to manage uncertainties and variabilities in demands by first focusing on customers' response time. The products are divided into different product families, each with its own manufacturing stream or sub-factory. MCM also allocates the production capacity needed in each sub-factory to produce each product family. In this research, the performance of an MCM system is studied by implementing MCM in a real case scenario from textile industry modeled via discrete event simulation. MTS and MTO systems are implemented for the same case scenario and the results are studied and compared. The variables of interest for this research are the throughput of products, the level of on-time deliveries, and the inventory level. The results conducted from the simulation experiments favor the simulated MCM system for all mentioned criteria. Further research activities, such as applying MCM to different manufacturing contexts, is highly recommended.

處在消費者需求快速變動的時代裏，製造業必須即時取得銷售資訊以掌握消費趨勢，並透過生產的製程調整以因應消費者需求的變動；而快速回應(Quick Response, QR)則被視為能夠藉由資訊科技的使用，降低產業經營成本，並即時回應消費者需求，提升產業競爭優勢的利器。因此，本研究之目的乃是希望在供應鏈成員能夠攜手合作（如透過策略聯盟的方式）的前提下，藉由此製造業快速回應系統架構及模式的引進，達到資訊流垂直整合的目的，並有效地傳遞產銷資訊，使供應鏈成員能針對消費者需求擬定更好的生產及銷售策略，進而達成消費者、零售業、批發業與製造業四贏的局面。 本研究透過文獻探討的方式，提出一個滿足快速回應理念的製造業資訊系統架構，並對其功能加以說明；其次，再透過整合型物件導向系統分析方法，建構出該系統之物件模式，並描述物件間的關係；最後，再以程式語言撰寫資訊垂直整合單元的雛型系統，以驗證本研究之可行性。 本研究的貢獻在於提出一個製造業快速回應系統的架構與物件模式，使製造業可以在建構此類的系統時，有一明確可依循的參考架構，以加速該系統之建置、維護，與修改。 / In the age of rapid changes in customers' needs, the industry must get the sales information on time, and then use this information to adjust its production processes to meet the changes. Quick response systems use information technologies to reduce the operating cost, to respond the customers' needs and changes on time, and to gain the advantages in a business competition. Under the assumption that all members of the supply chain would have cooperated (for example, the members can be cooperated by strategic alliance), the purposes of this research is to develop an architecture and an object model for industrial quick response information systems. Through the usage of this architecture and this model, we hope to meet the purpose of a vertical information integration among the members in the chain; so the members can share their information, and draw up the better production and sales strategies based on the customers' needs. Hence customers, retailers, wholesalers, and manufacturers can reach the win-win situation. Through the literature survey, we first try to propose an architecture for manufacturing information systems with the concept of quick response. Secondly, we use the integrated object-oriented approach to construct an object model for the proposed architecture and to describe the relationships among the objects in the model. Finally, we develop a prototype to show that how vertical information integration can be attained in this architecture. The major contribution of this research is to raise an architecture and an object model for industrial quick response information systems. Manufacturers or manufacturing software industries can use this architecture and this model as a reference to develop their owned systems. We believe that this kind of reference could speed up the time of the system development, maintenance and modification.

情報処理学会研究報告. SLP, 音声言語情報処理;　98-SLP-24-5

Taiwan steel industry has stepped from grown-up into mature period. Especially, the midstream and downstream of steel industries will face the problems of sterner challenges and overcapacity, because of the oversupply of global steel. Not only the prices of oil, coal, water and power have climbed, but also the shipping cost has increased continuously. The improvement of Supply-Chain-Management (SCM) has become a significant issue under the circumstances. The SCM of Taiwan flat cold-rolled steel industry is different from the other ones that it doesn¡¦t use BOM. The main feature of Technical System ¡V ¡§Standard of Operation¡¨(SOP) is the kernel module that links the sales order entry, production management, purchasing, ¡Ketc. The production type is to input a sole coil and output many sub-coils. It is not like the electronic industry to assemble many parts on a product. It only coats the surface of steel with microelements, such as oil, zinc, aluminum and paint. The feature makes it impossible to apply SCM or ERP package directly on this industry. The procedures of this study are mainly through the interview of steel companies, and review on the relevant reference documents related to the subject of those have been published domestically and internationally, meanwhile to get a better understanding on the most recent development of Supply Chain Management and e-business of steel industry. Besides, through the comparison of the similar companies, it is likely to understand the associated topics and models on the SCM and e-Business for flat cold-rolled steel industry. The key point is to analyze the characters of supply chain system of Taiwan cold-rolled steel industry and consider the features of flat cold-rolled steel ¡V SOP and coil- based Standard Cost system, to establish an appropriate e-SCM model, exploring the suitable information technologies and applications to improve the drawbacks of present SCM. Finally, to make a recommendation for the industry as their reference when they plan for the implementation of e-SCM.