How autonomation is used to eliminate waste from a lean perspective in the Swedish mining industry is researched to determine how this important aspect is handled, both from a autonomation and lean perspective. Existing research and knowledge on this matter is limited and the research aim to fill this theory gap.   The result and analysis of the study indicates that the two largest mining companies in Sweden (which makes up for the majority of the Swedish mining industry from mine operation perspective) categorize waste into four common waste categories; Transportation of personnel, transportation of equipment, waiting time of equipment and downtime of equipment. Autonomation is used to substantially reduce transportation of personnel and equipment since the operator can be isolated in an operator room. Autonomation in the Swedish mining industry also allows for better data analysis and communication which will reduce the waiting time and down time of equipment. Autonomation should also prevent products of abnormality to be produced. The vision on this is somewhat split in the Swedish mining industry and research is currently conducted to develop such solutions. The industry shares the same long-term vision of how to work with autonomation and lean in the future mines to further minimize waste. Although, there is no evidence showing that the Swedish mining industry would move to mechanized mining methods to create a continuous mining process which allows for optimal circumstances from a lean waste elimination perspective.

This study explored the theoretical aspects of Lean Manufacturing principles and identified the practical implementations for a gold processing plant. The success rate of Lean implementations is currently as low as 5% and can be attributed to the failure of management to address the effect of implemented changes on the employees. With this risk in mind, the study included a measurement of the worker perception towards change and organisational climate. The impact of Lean Manufacturing principles was thus quantified by means of practical projects, including an empirical study of how open employees are towards change implementation. The plant process was described and the flow of value was mapped in a Value Stream Map (VSM). The applied principles resulted in three proposed improvement projects with the potential of reducing operating cost, generating additional revenue and eliminating waste. The proposals included reducing lead times through the plant for the two feed sources, namely reef and waste material by 4% and 51% respectively; improved recovery of fine carbon as a by-product of the treatment circuit; and lastly, reducing the lead time for conducted elusions by improving the “flow” of solution throughout the batch process. The quantified financial benefits of the improvements were an estimated additional revenue of R180,000 per month and a further cost saving of R4,000 per month. This study explained that multiple spin-off benefits are realized when improvements are based on Lean Manufacturing principles. Some additional benefits were listed but not quantified in this study. It is important to notice that these specific identified improvements did not require additional capital expenditure, nor long lead times to be implemented. Requirements included an open mind towards change management, time and effort. A survey was conducted to measure the employees’ readiness for change management and the stability of the organisational climate. In the South African mining context, there are external factors impacting on operations of which labor, unions and worker productivity are among the foremost aspects of current concern. This served as motivation for the survey to test employee readiness for Lean Manufacturing changes to be implemented. The statistical internal consistency of the questionnaire, as expressed by the Cronbach alpha coefficients, was acceptable at 0.773 and 0.759 for the change management and organisational climate factors respectively. The p-values and effect sizes were determined within the T-test and ANOVA tests. The group consisting of different years’ experience yielded the most statistical differences in the way that the organisational climate section was completed. The indication was that highly experienced employees answered the questionnaire significantly different than the other groups. The average scoring for the section was above the average and therefore was not considered to be a significant risk to implementation. The group is considered ready for change implementation and the plant should proceed to implement the identified Lean projects. The success and sustainability of the projects can encourage additional improvements. The recommendation is to revisit the future VSM after completion of the projects to identify the next level of improvements for implementation. / MBA, North-West University, Potchefstroom Campus, 2015

This study explored the theoretical aspects of Lean Manufacturing principles and identified the practical implementations for a gold processing plant. The success rate of Lean implementations is currently as low as 5% and can be attributed to the failure of management to address the effect of implemented changes on the employees. With this risk in mind, the study included a measurement of the worker perception towards change and organisational climate. The impact of Lean Manufacturing principles was thus quantified by means of practical projects, including an empirical study of how open employees are towards change implementation. The plant process was described and the flow of value was mapped in a Value Stream Map (VSM). The applied principles resulted in three proposed improvement projects with the potential of reducing operating cost, generating additional revenue and eliminating waste. The proposals included reducing lead times through the plant for the two feed sources, namely reef and waste material by 4% and 51% respectively; improved recovery of fine carbon as a by-product of the treatment circuit; and lastly, reducing the lead time for conducted elusions by improving the “flow” of solution throughout the batch process. The quantified financial benefits of the improvements were an estimated additional revenue of R180,000 per month and a further cost saving of R4,000 per month. This study explained that multiple spin-off benefits are realized when improvements are based on Lean Manufacturing principles. Some additional benefits were listed but not quantified in this study. It is important to notice that these specific identified improvements did not require additional capital expenditure, nor long lead times to be implemented. Requirements included an open mind towards change management, time and effort. A survey was conducted to measure the employees’ readiness for change management and the stability of the organisational climate. In the South African mining context, there are external factors impacting on operations of which labor, unions and worker productivity are among the foremost aspects of current concern. This served as motivation for the survey to test employee readiness for Lean Manufacturing changes to be implemented. The statistical internal consistency of the questionnaire, as expressed by the Cronbach alpha coefficients, was acceptable at 0.773 and 0.759 for the change management and organisational climate factors respectively. The p-values and effect sizes were determined within the T-test and ANOVA tests. The group consisting of different years’ experience yielded the most statistical differences in the way that the organisational climate section was completed. The indication was that highly experienced employees answered the questionnaire significantly different than the other groups. The average scoring for the section was above the average and therefore was not considered to be a significant risk to implementation. The group is considered ready for change implementation and the plant should proceed to implement the identified Lean projects. The success and sustainability of the projects can encourage additional improvements. The recommendation is to revisit the future VSM after completion of the projects to identify the next level of improvements for implementation. / MBA, North-West University, Potchefstroom Campus, 2015

The textile industry is an important foundation of Ecuadors economy because of its contribution through the generation of jobs for unskilled labor and tight integration with other industry such as the agricultural industry, livestock, plastics and chemistry. Within this sector is sub sector Apparel, which is taken as a reference and represents 27 percent of production in the Textile Industry. The project aims to develop a methodology to transform small and medium companies to lean manufacturing Enterprises. It seeks to define and evaluate administrative, production and service processes in a textile company which manufactures garment apparel, define problems in these processes, raise improvement plans and recommendations for themselves and determine a simulation model to search for the feasibility of the proposed improvement model designed. Some of the most important problems identified in the companies in this sector are the following: the high number of errors in production processes described informally by officials; a poor system for inventory control of raw materials; work in processes, finished products, production processes, and a disorganized workplace-office.

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.

Esta dissertação tem como foco a aplicação da metodologia enxuta, em um ambiente de trabalho público-administrativo, usando as técnicas do sistema de gerenciamento Lean Office. O objetivo da pesquisa foi identificar e combater os desperdícios encontrados no processo de atendimento a clientes externos para diminuir o tempo de processamento dos pedidos de prestação de serviços recebidos pelo Laboratório de Integração e Testes (LIT), do Instituto Nacional de Pesquisas Espaciais (INPE), em São José dos Campos SP. O trabalho foi realizado em três etapas, sendo iniciado com a metodologia do Mapeamento do Fluxo de Valor (MFV), usada para descrever os estágios do processo em estudo e identificar oportunidades potenciais de melhoria. A seguir, utilizando-se os fundamentos da metodologia kaizen, foi desenvolvido um plano de ação que norteou a implantação de novas rotinas operacionais. Na terceira etapa, finalmente, o MFV foi revisado para refletir as melhorias consideradas e delinear o estado futuro do processo. Usadas de maneira integrada, estas metodologias orientaram o desenvolvimento de novos procedimentos operacionais, que possibilitaram reduzir em 22% (equivalente a aproximadamente três dias de trabalho) o tempo de processamento dos pedidos. / This dissertation focuses on the application of lean methodology in a public administration work environment, using the techniques of Lean Office management system. The objective of this research was to identify and combat the waste found in the attendance of the customers of the Integration and Test Laboratory (LIT), the National Institute for Space Research (INPE) in Sao Jose dos Campos - SP by reducing the orders processing time. The work was conducted in three stages, starting with the methodology of Value Stream Mapping (VSM), used to describe the stages of the process under study and identify potential opportunities for improvement. Then, using the kaizen methodological basis, an action plan was developed to drive the implementation of new operational routines. In the third stage, finally, the VSM was revised to reflect the improvements considered and outline the future state of the process. Used in an integrated manner, these methodologies guided the development of new operational procedures, that enabled 22% reduction (equivalent to three working days approximately) in the orders processing time.

No / Lean principles emerged in the Japanese manufacturing industry after the Second World War. Lean management focuses on improving product quality while eliminating waste—primarily through process redesign and the integration of employees, management, suppliers and customers into the quality management process. The NHS is under significant pressure to improve productivity while maintaining or improving service quality, at the same time as service demand increases. The Quality, Innovation, Productivity and Prevention (QIPP) programme’s primary concern is to ensure that financial resources are used to bring maximum benefit and quality of care to patients (Department of Health, 2010). Lean management could therefore offer a panacea for the NHS, although its applicability to the health service sector is contested. This article investigates whether lean management is merely a fad or whether it could alleviate the pressure the NHS faces. While specific clinical processes may easily adopt lean processes and practices, healthcare organisations will need a paradigm shift in their management philosophy to adopt lean more widely. The promise of lean management remains elusive but could be harnessed by willing organisations.

Bakgrund: På grund utav den ökade globala konkurrensen, den snabba teknologiska utveckligen och skiftet till ett kundorienterat synsätt, ställs högre krav på ständiga förbättringar inom verksamheter. Detta ställer i sin tur högre krav på effektiva processer och flöden. Genom att tillämpa Lean och verktyget Value Stream Mapping kan icke- värdeadderande aktiviteter, relaterade till slöserier, identifieras och minimeras för att maximera både material- och informationsflödet inom processer. Syfte: Syftet med denna studie är att identifiera slöserier inom Företagets inleverans- respektive utleveransprocess genom tillämpning av verktyget Value Stream Mapping. Vidare syftar studien till att urskilja rotorsakerna för respektive identifierat slöseri. Därefter avser studien att föreslå åtgärder som slutligen bidrar till att de identifierade slöserierna kan minimeras, alternativt elimineras. Metod: Studien baseras på en kvalitativ fallstudie av Företagets inleverans- respektive utleveransprocess, utifrån ett deduktivt angreppsätt. Den teoretiska referensramen utgår främst ifrån litterära källor från Linnéuniversitetets bibliotek samt vetenskapliga artiklar hämtade ifrån databaser. Empirisk data har samlats in under observationer samt semistrukturerade intervjuer. Urvalet av respondenterna utgår ifrån ett bekvämlighersurval som bottnar i ett snöbollsurval. Slutsatser: Utifrån de CSM som har illustrerats för inleverans- respektive utleveransprocessen kunde slöserierna väntetid, rörelse och överarbete identifieras, relaterat till icke-värdeadderande aktiviteter. Genom att undersöka dessa närmare identifierades rotorsaker layout, begränsade resurser och bristande rutiner. För att nå det tillstånd som beskrivs i FSM och minimera, alternativt eliminera, slöserierna har studien resulterat i följande förbättringsförslag; nedmontering av kontor och stängsel vid inleveransytan samt implementering av FIFU-system, implementering av 5S rapportering av felaktiga pallar och implementering av ett elektroniskt orderplockningsystem. / Background: As a consequence of the increased global competition, the rapid technological changes and the shift to a customer-oriented approach, it becomes more important with continuous improvements to achive efficient processes and flows. By applying Lean and Value Stream Mapping wastes can be identified, minimized in order to maximize both the material- and the information flow within a business process. Purpose: The purpose of this study is to identify wastes in a company’s inbound- and outbound process by applying the tool Value Stream Mapping. Furthermore, the study aims to identify the root causes and propose actions that contribute to minimize or eliminate the identified wastes. Method: The study is based on a qualitative case study of a company’s inbound- and outbound process. Empirical data has been collected during observations and semi- structured interviews. The theoretical framework is primarily based on literary sources that are retrieved from the Linnaeus University’s library and also scientific articles retrieved from databases. The selection is based on a convenience sample, a snowball sample. Conclusions: Based on the two CSMs that has been illustrated for the inbound- and outbound process, wastes were identified as waiting, motion and over processing, related to non-value added activities. By examining these wastes the root causes were identified as layout, limited resources and inadequate procedures. To reach the state described in the two FSMs by minimizing, or eliminating, the identified wastes, the study results in following proposals; dismantling of office and fence at the inbound area together with the implementation of a FIFU-system, implementation of 5S to report incorrect pallets and implementation of an electronic orderpicking system.

This study is conducted at Scania, a globally leading company that manufactures trucks and delivers transport solutions to customers around the globe. In this study, the end flow of the chassi manufacturing was mapped in order to identify and eliminate wastes and bottlenecks, with the help of lean principles and discrete event simulation (DES) software. The assembly line consists of a make-to-order production head line that sends out semi-finished trucks to the end flow. The end flow is thereby codependent on the output from the head line. A synchronized tacted flow would minimize the wait in the stations, which is considered a waste in production, and enhance quality of work as deviations become more visible. The complexity of the production system has however made the department disregard the usage and implementation of simulations tools for improvement and decision making. The aim of this study was to evaluate the applicability and feasibility of DES as a tool for waste elimination, to increase throughput in a complex system and for investigating a better ratio between the takt times of the codependent assembly lines. This was done by developing future scenarios with different configurations of the model, studying how the parameters' behavior change in DES. Recommendations for reaching more effective codependent assembly lines with the help of DES were developed, analyzing the benefits and challenges of using simulation solutions for future decision making. The study offered useful insights and practical guidelines for companies with complex codependent assembly lines, wanting to use DES to implement lean principles. Five different improvement scenarios were tested and it was concluded that an increased number of buffer spots would have the largest impact on the throughput. An optimized takt time for a maximized throughput was also possible to identify with an enumeration method with scenarios. The drawback of DES for complex codependent lines was found to be the inability to consider all surrounding factors such as safety, ergonomics, quality and communication, which makes it a less applicable tool for waste elimination. The benefit of the DES simulation was the ability to manage complexities such as; different takt times between lines; gaps that occur in the production because of trucks removed from the head line; the interplay of the various inflows merging; the additional time to receive trucks from the reparation department; and stop times that cause waiting time at the production line. It was therefore considered an applicable tool for deciding the takt time for codependent lines. / Denna studie är genomförd på Scania, ett globalt ledande företag som tillverkar lastbilar och levererar transportlösningar till kunder runt om i världen. I denna studie kartlades slutflödet av chassitillverkningen för att identifiera och eliminera slöserier och flaskhalsar, med hjälp av leanprinciper och Discrete Event Simulation (DES). Produktionslinan består av en make-to-order huvudlina som skickar ut halvfärdiga lastbilar till slutflödet. Slutflödet är därmed beroende av utflödet från huvudlinan. Ett mer synkroniserat taktat flöde skulle minimera väntetider på stationerna, vilket anses vara slöseri i produktionen, och förbättra kvaliteten på produkterna. Produktionssystemets komplexitet har dock fått avdelningen att bortse från användningen och implementeringen av simuleringsverktyg för beslutsfattande. Målet med denna studie var att utvärdera användbarheten och genomförbarheten av DES som ett verktyg för att eliminera slöserier för att öka antal producerade produkter i ett komplext system, för att undersöka en bättre relation mellan takttider för olika linor. Detta gjordes genom att utveckla framtidsscenarier med olika konfigurationer av modellen där olika parametrarnas beteende och förändring studerades. Rekommendationer för att nå mer effektiva samberoende monteringslinjer med hjälp av DES utvecklades, där fördelarna och utmaningarna med att använda simuleringslösningar för framtida beslutsfattande analyserades. Studien gav insikter och praktiska förslag för företag med komplexa samberoende monteringslinjer, som vill använda DES för att implementera lean-principer. Fem olika förbättringsscenarier testades och resultatet visade att ett ökat antal buffertplatser skulle ha störst påverkan på antal producerade produkter. En optimerad takttid för att maximera antal producerade bilar var också möjlig att identifiera med en numerisk analys där olika intervall av takttider testats i olika scenarier. Nackdelen med DES för komplexa produktionsflöden visade sig vara oförmågan att ta hänsyn till olika omgivande faktorer som säkerhet, ergonomi, kvalitet och kommunikation. Detta gör det till ett mindre användbart verktyg för att mäta effekten av att eliminera slöserier. Fördelen med DES-simuleringen var förmågan att hantera komplexitet såsom; olika takttider mellan olika flöden; luckor som uppstår i produktionen på grund av borttagna lastbilar från huvudlinjen; samspelet mellan de olika inflödena som slås samman; den extra tiden för att ta emot lastbilar från andra avdelningar; och stopptider som orsakar väntetid vid produktionslinjen. Därmed ansågs DES vara ett användbart verktyg för att bestämma takttiden för komplexa flöden.

This thesis deals with the current state of assembly workplace for prefabrication in selected company. Using lean manufacturing principles it describes and subsequently eliminating all forms of waste that occur in the workplace. Part of the project is to design a new layout of the manufacturing cell, operation balancing and standardize the work of operators in the process. The project aims to achieve the planned production volumes at the same or lower operating costs.