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The global market is very competitive due to fast changes in complex business environments and to survive or expand the business, organizations must embrace organizational change. However, adapting to change is not always easy, where organizations may experience obstacles and resistance along the way. Organizations may also experience that it is very hard to implement lean successfully, due to lack of know-how but especially resistance. The traditional way is to blame the blue-collars for the disturbing circumstances but in modern times the wind has changed its course where the managers themselves can be a contributor for implementation failures. Therefore, the aim of the research is to investigate what advantages that can be obtained by implementing a certain change initiative. Furthermore, to determine where resistance occurs and how to eliminate or reduce them. The change initiative in this research is implemented by conducting a case study in a Small Medium Enterprise (SMEs), where the main goal is to reduce the changeover time of a machine, by finding improvement suggestions using the Single Minute Exchange of Die (SMED) methodology. The results generated several improvement opportunities and gave an indication that there is a huge potential for improvements and elimination of waste during a typical changeover. The positive outcomes of implementing these improvement opportunities could theoretically reduce the changeover time, which directly reduces the overall cost but higher responsiveness, flexibility and efficiency can also be obtained. However, the evidence tells a story where the organization could experience obstacles during the implementation of the improvement suggestions, due to several factors. Surprisingly, the evidence points out that one root problem for resistance is difficulties of describing the underlying reason of the change initiative to the blue-collars. Moreover, there is in fact resistance and lack of awareness of the SMED methodology among the blue-collars and the managers, where fear of the unknown is another root problem for resistance.

The theoretical part of this master’s thesis introduces to the reader problems of production management tools, and optimization of the manufacturing process. It explains basic concepts, principles and methods that has aim to clarify systems and methods used in the practical part to the reader. The practical part describes the implementation of these methods and optimization of specific part of the manufacturing process. The result of optimization is evaluated from the perspective of time and finance.

Hos Coca‐Cola European Partners är efterfrågan hög på varierande produkter, vilket göratt flödet består av flera omställningar från att producera en viss produkt till en annan.För att säkerhetsställa att produktionseffektiviteten är hög, bör tiden på momenten somej är värdeadderande minimeras. Genom ställtidsreducering ökar maskinensutnyttjandegrad samt vid standardisering underlättas planeringsarbetet förproduktionsteamet. Som en ideologi användes LEAN‐filosofin som bygger på att maximera kundnyttan ochminimera slöserier genom effektivisering. För att eliminera moment som inte har någotvärde för kunden utnyttjades metoder som SMED, 5S och PDCA. SMED‐metodenanvändes på ett strukturerat arbetssätt för att hantera inre och yttre ställtider vilket skaeffektivisera produktionsprocessen. Dessutom användes förbättringsverktyget Ishikawa(orsak‐verkan‐diagram) för att åskådliggöra rotorsaker till det definierade problemet. Målet med examensarbetet var att identifiera förbättringsförslag för att reduceraproduktionens ställtider. För att grunda förbättringsförslagen utfördes observationer föratt begripa hur processen fungerar, och för en detaljerad förståelse utfördes intervjuermed relevant personal. Litteraturstudie genomfördes för att utvidgaproduktionskunskaper för att lättare kunna spåna idéer vilket i sin tur berikaderesultatet. Examensarbetet har resulterat i att införa ett kommunikationshjälpmedel för atteffektivisera kommunikationen mellan samtliga stationer. För att reducera operatörersbegripsvårigheter medfördes förbättringsförslaget att införa mer visuella manualhanböcker för maskiner. Vid rengöringsprocessen föreslogs införing av envalfunktion i styr‐ och reglersystemet, där tekniker har möjligheten att behandla berördarör från tidigare produktionskörning. Förbättringsförslagen estimeras spara företaget uppemot 1 040 000 kr årligen. / At Coca‐Cola European Partners, demand is high for varying products, which means that the flow consists of several switches from producing a particular product to another. To ensure that production efficiency is high, the time on moments that are not value‐editing should be minimized. With stand‐by reductions, the utilization rate of the machine increases, and in the case of standardization, the planning work for the production team is facilitated. As an ideology, the LEAN philosophy was used, based on maximizing customer benefits and minimizing waste through efficiency. To eliminate points that have no value for the customer, methods such as SMED, 5S and PDCA were used. The SMED method was used in a structured way of working to handle internal and external set times, which will streamline the production process. In addition, the Ishikawa enhancement tool (causeeffectdiagram) was used to illustrate rotor causes to the defined problem. The aim of the thesis was to identify improvement proposals to reduce production deadlines. In order to base the improvement proposals, observations were made to understand how the process works, and for a detailed understanding interviews were performed with relevant personnel. Literature study was conducted to expand production skills in order to more easily predicted ideas, which in turn enriched the results. The thesis work has resulted in the introduction of a communication aid to streamline communication between all stations. In order to reduce operator comprehension difficulties, the proposed improvement was introduced to introduce more visual manual manuals for machines. In the cleaning process, it was proposed to introduce a selection function in the control system, where technicians have the ability to process affected pipes from previous production run. The improvement proposals are estimated to save the company up to SEK 1,040,000annually.

Konkurrensen idag är en stor anledning till att företag tvingas effektivisera och ett företags överlevnad bygger på att man rör sig snabbare än sina konkurrenter. Därför är det viktigt att man arbetar med ständiga förbättringar och ha fokus på tillverkningsprocessen med det sämsta flödet och störst inverkan på produktionens effektivitet, nämligen företagets flaskhals. Syftet med arbetet var att öka kapacitet och flexibilitet i en flaskhalsprocess som kallas IMAprocessen. Flaskhalsprocessen studerades på ett fallföretag för att ge en nulägesbeskrivning som sedan analyserades med teorin. Genom analysen kunde två stora faktorer till att det är en flaskhalsprocess konstateras, och dessa var långa omställningar och brist på material in till processen. Då ställtiderna ansågs som det största problemet gjordes ett experiment som bestod av två tester för att se om ställtiderna kunde reduceras. Resultatet av experimentet blev att ställtiderna kunde reduceras i båda testerna, där test ett innebar den största reduceringen. För att uppnå detta krävs det att operatörernas arbetsuppgifter fördelas vad gäller programmering och förberedelse av material.

To find success for manufacturing companies in the global market they need to meet and satisfy customer demands rapidly and productively. Therefore, many manufacturing companies are implementing lean techniques and tools to reduce waste and achieve their production targets. The decrease in setup time process using pre-setup configuration helps in increase production rate and machine availability. The key rules of the pre-setup concept are to reduce time in the setup of the machine, decrease unnecessary transportation of setup tools and clear instruction for the machine setup operator. The pre-setup concept can be easily and quickly adopted into current setup process. The improvements from the pre-setup process can be noticed in machine availability and reduce in setup time process in a short period of time to achieve the targeted production rate. This research presents a methodology to assess the pre-setup process in a manufacturing system. This research is divided into two parts, wherein the first part the problems and area in which setup can be improved are identified and in the second solution for the identified problem is presented. The study is carried out using two research methods they are a literature review and case study. The literature review assessment criteria for each characteristic of pre-setup is noted down and solution for the identified problems are developed.

In forging industry, the die setup starts with unloading the previous die set and ends with approval of the first part produced. During conventional die setup, forging press is kept idle. The aim of this study is to perform die changing applications of the 1000 ton forging press of Aksan Steel Forging Company in more systematic way to reduce the idle time. The applicability of Single Minute Exchange of Dies (SMED) System and quick die locating methods have been studied. SMED classifies the setup operations as internal and external setup operations. During the internal setup operations the press is kept idle. Therefore it has been tried to reduce the internal setup time. In this study, a new modular die system has been developed. The die system to be used for the forging press with 1000 ton capacity in Aksan Steel Forging Company has been redesigned regarding the dimensional limitations, requirements, SMED System and quick die locating methods. The modules of proposed die system and the dies for a particular forging part have been produced. Tests, observations and time studies have been carried out. The time spent for alignment of the upper and lower dies on the press have been eliminated in the proposed system. The solutions have been proposed for the frequently encountered problems of setup operations of the company and these have been applied in the system. In order to eliminate operator mistakes, marking applications have also been introduced and the application of die cavity revision has been renewed. During the time studies for the case study, it has been seen that the internal setup time of the forging press with 1000 ton capacity has been reduced from 220 minutes to 141 minutes which corresponds to a reduction of 36 %.

The master’s thesis considers a project proposal for reduce changeover time by application one of the lean manufacturing methods. The thesis specifies the basic theoretical concepts and methods of project management and lean manufacturing. It contains analysis of the current state of injecting moulding machine and workplace. The main output of the thesis is compiled the project plan.

The thesis work was carried out at Pågens bakery in Gothenburg, the bakery produces both bread and pastry. The bakery has a total of eleven production lines with varying products and number of products per line. This project has been carried out at one of the production lines that produces several different kinds of bread, focusing on the three products that stands for the majority of the production. The thesis work consisted in collecting and analysing information from line 39 that effects the utilization rate (OEE%) negatively. The utilization rate of line 39 has an average OEE% of 61,9% compared with the target of an OEE% at 85%. The information and the analysis was collected through interviews, observations, work measurements, data compilation and value stream analysis. The aim of the project is to identify problem areas for line 39’s process that has negatively impacts on the OEE%, and if possible, find solutions based of relevant literature as well as to carry out a SMED-analysis of the packaging process. Based on the collected information about the current situation of the production on line 39 and the value stream mapping analysis, was four different problem areas identified. Absences of standardized work descriptions for de changeovers between different products which can lead to several types of waste. Large percentage of capacity losses that has no documented origination and must categorize as other utilization losses. Incorrect data in the spreadsheet when calculation theoretical capacity The operators of line 39 experience a great amount of stress during the changeovers between products. Based on the identified problem areas, different solution proposals were developed for the problem areas by using relevant literature to create a more efficient process and utilization rate. By using the Single Minute Exchange of Die method for the exchanges in the packaging process and by analyzing and comparing “rest” time for the dough in product exchanges in the bakery process. With help from literateur and the result from the Single Minute Exchange of Die, a standard for the exchanges could be developed for the packaging process, which can reduce the changeovers time by about 8,5 minuets from 23,5 to 15 minuets. This result has by itself an impact on OEE%, but has no actual effect on line 39’s OEE%, because of the variation of exchange times aren’t from the packaging process. They occur from processes that lies before in the material flow. Based on the analysis of “rest” times between different product types, a standard could be obtained when the next product type dough should start up to create a 30-minute production hatch which is currently standard. When introducing standardized working methods and inserting precise data into the spreadsheets, line 39's OEE% can be improved from 61.9% to 71.2%. Through the introduction of standardized working methods, operators perceived stresses can also be reduced by letting them know what is being expected of them during exchanges. A major problem area that remains is the uncategorized utilization losses that Pågen must continue the work by categorize and find the origin and then try to eliminate the problems. / Examensarbetet är utfört vid Pågens bageri i Göteborg, vid bageriet tillverkas både matbröd och kaffebröd. Bageriet har totalt elva produktionslinjer med varierande produkter och antalsorter per linje. Detta projektet är utfört vid en av de linjer som producerar flera olika sorters bröd, där fokus legat på de tre produkter som står för majoriteten av produktionen. Uppgiften bestod i att kartlägga och analysera linje 39 utifrån problemområden som påverkar utnyttjandegraden(OEE%) negativt.Linje 39 har idag en genomsnittlig OEE% på 61,9% jämfört med det uppsatta målet på 85%. Kartläggning och analys av nuläget skedde genom intervjuer, observationer, arbetsmätningar, sammanställning av data och värdeflödesanalys. Målet med projektet är att identifiera problemområden för linje 39 ́s process som påverkar OEE% negativt och om möjligt komma med lösningsförslag utifrån relevant litteratur, samt att standardisera omställningar vid paketeringen genom SMED-analys. Utifrån nulägesbeskrivningen samt värdeflödesanalysen kunde följande problemområden identifieras: Avsaknad av standardiserade arbetsmetoder vid omställningar vilket kan leda till flera typer av slöserier. Stor procentuell del av kapacitetsförluster som hör till övriga utnyttjandeförluster vilken inte går att härleda till specifikorsak eller problemområde. Felaktigdata vid beräkning av teoretisk kapacitet Upplevd stress hos operatörer i samband med omställningar Utifrån de identifierade problemområden togs lösningsförslag fram för problemområdena med hjälp av relevant litteratur för att skapa en effektivare process och utnyttjandegrad. Detta skedde genom utförande av Single Minute Exchange of Dieför omställningar i paketeringen samt analys av liggtider vid sortbyten i degavsnittet Genom användandet av litteratur och Single Minute Exchange of Die kunde en standard för omställningar mellan produktsorter tas fram för paketeringen, vilken kan minska omställningstiden med upp till8,5minuterfrån 23,5 till 15 minuter. Detta resultat ger idagingen förändring av OEE% då de varierande ställtiderna härstammar från degavsnittet tidigare i flödet.Utifrån analysen av liggtider mellan olika produktsorter kunde en standard tas fram om när degen för nästa produktsort bör påbörjas för att skapa en produktionslucka på 30 min som idag är standard. Vid införande avstandardiserade arbetsmetoderoch införande av korrekta data i kalkylbladen kan linje39’s OEE% förbättras från 61,9% till 71,2%. Genom införande av standardiserade arbetsmetoder kan även operatörernas upplevda stress minskas genom att de vet vad som förväntasav dem under omställningarna. Ett stort problemområde som kvarstår är posten för övriga utnyttjandeförlustersom Pågen behöver arbeta vidare med att kartläggadessuppkomst för att kunna eliminera förlusterna.

The goal of this Master's Thesis is Lean Six Sigma application to solve problems occurring during brand changes in production in Philip Morris CR, a.s. In the first part of this thesis there is described the Lean Six Sigma methodology, which draws from current world literature. Moreover the thesis describes the company Philip Morris, production of tobacco products in Kutná Hora and there is high level process description of cigarette production. In the thesis there is thorough description of process brand change, 7 measurements of this process on different types of machines, analysis of these measurements. In case there are problems identified there is the counter action to solve them designed. At the end of the thesis there is evaluation if the goals described in the introduction were achieved.