Effektivisering av planerings- och styrningsrutiner

Sammanfattning: The growth of the global market, coupled with the increase in the number of companies, has led to major competition among these, not least for manufacturing companies. Customers have also become more demanding where quality, flexibility and delivery service are demanded at a low price. Jeld-Wen in Forserum has many years of experience in manufacturing customer-unique doors and is a leader in this industry. They want to remain competitive by meeting the customer's tough demands, which requires constant improvements as well as efficient resource utilization. This can be done by producing the right products with the right quality at the right time, according to Just in time. A point of departure for this philosophy is the Pull strategy, which means that companies only produce and process products according to the current demand. To succeed, it requires that companies have a planning and management routine for the production that permeates all departments. The master thesis was performed on the company's Surface treatment department, where products are first surface treated and then painted according to the customer's demand. The aim of the work was to provide suggestions for planning and management procedures for the department, with the aim of producing according to the Pull strategy. With the help of these proposals, the department should also be able to plan for an increase in the demand by 50 percent. In order to achieve the purpose of the study, the authors created the basis for an OEE measurement to measure the department's performance and then compiled its metrics in a value-flow analysis. In addition, observations, interviews and company documents were used to determine and clarify the department's current state. Together with appropriate theories, the authors came up with a series of action proposals to streamline the departures production planning and management. The master thesis resulted in establishing and shaping a model for the departments production planning and management in order to be able to produce according to the Pull strategy. By using this model, the total throughput through the department would decrease by 57,3 percent. Proposals for certain factors that affect this outcome were also presented in the report's proposed action. The model presented in action proposals can also be used by other companies where high variations in day-to-day demand are common and create concerns among them.