Produktivitetsanalys ur ett LEAN-perspektiv : En studie hos OPPC, AstraZeneca

Detta är en Uppsats för yrkesexamina på avancerad nivå från Uppsala universitet/Industriell teknik


The objective of this thesis is to map the resources and methods used at the department OPPC, at AstraZeneca, and derived from that give suggestions on possible solutions that will increase their productivity.

Mapping of the product flow, as well as gathering of process data, has mainly been done using observations, but consultation with the process technicians has also played a great role. Further have theoretical methods been used, based on literature studies, within the areas of Lean production and statistics.

The work has incrementally gone forward since the steps taken has been restricted by the irregularity of production which led to the need of creating a fictive production flow. This has affected the lead-time calculations in the way that they are meant to give an indication, rather than an absolute truth, on how different methods described shall be used.

The current state analysis showed multiple areas of improvement when defining capacity as value adding time in relation to total throughput time. Using the "standard scenario" as a basis showed that the actual production flow only constituted 50% of the total project time. Further it showed that the workflow contained more non-value adding activities than value adding activities, which is a result of how the work is distributed within the department as well as in the different projects. The thesis resulted in different methods that together will show great reduction in throughput time. The new workflow is based on One-Piece flow, which implies that products should be processed without any delay between the different processing steps. Non-value adding activities have been restructured so that they will have no negative effect on the total throughput time.

Based on this thesis, the personal at OPPC should be able to continue the improvement work by doing further measurements that would act as foundation for more detailed lead-time calculations. Restructuring of this kind would not be costly for OPPC but would set some demands on concerned departments. Finally, a prerequisite for this to work is that the engagement of the personal is in focus, or else they may fall back to old routines.

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