Undvika det 9:e slöseriet: identifiering och anpassning av behov och krav vid implementering av visuella styrtavlor i ett litet tillverkande HVLV företag

Detta är en M1-uppsats från Mälardalens högskola/Akademin för innovation, design och teknik; Mälardalens högskola/Akademin för innovation, design och teknik


Lean has been adapted by various industries and applied to differing processes in the world

as a means of improvement and competitiveness. In the implementation of Lean, the focus

is usually on eliminating the 7 + 1 wastes (Muda) through continuous improvement. In most

previous cases, the result of the implemented continuous improvement has been far from

successful, and further resulted in the 9th waste also named as, "Improvements in vain" or

"Wasted improvements".

One of the important tools for supporting implementation of Lean and continuous

improvement is daily production meetings and visual management. In manufacturing

companies these tools are common for facilitating the surfacing of the problems in

production, identify the root causes and develop solutions for them. As other Lean tools,

daily production meetings and visual management should be customised to the needs and

requirements of different industries and companies to avoid the 9th waste. Small

manufacturing companies with high variety and low-volume production, has their own

challenges, needs and requirements. Therefore, the aim of this thesis project is to describe

how visual control boards can be adapted to the needs and requirements of a small

manufacturing company with low volume and high variety to facilitate the challenges of

communication and coordination of daily work and continuous improvement.

The project was conducted primarily in a Swedish small company named Ztift AB, which

produces locks and security solutions with high range of variety of products and low

production volumes (HVLV). To achieve the objective of the project, initially, the literature of

the related area was reviewed, two other manufacturing companies were studied and two

experts were consulted. In addition, Ztift was studied through observation and interviews.

Based on the outcomes of the study, two solutions were developed and implemented to

meet the requirements and needs of Ztift as well as its maturity level in Lean

implementation. The solutions were visual production boards for continuous improvement

and daily operations. The solutions were followed and improved continuously during four

weeks after implementation. Finally, a meeting at Ztift was made to explore the outcomes of

the implemented solutions.

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