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Despite technological progress and a large amount of research on Industry 4.0, digital transformation remains a complex process that most manufacturers are hesitant to invest in. Interest in digital Kanban, for example, remains low compared with traditional Kanban, which is widely used. This applies to the other card-based production control systems, including CONstant Work-In-Process (CONWIP), which is the focus of this paper. In an industrial context where digitization and Industry 4.0 are the main trends, one may wonder why traditional CONWIP is preferred to digital CONWIP. Following a praxeological approach (i.e., study of practice and instrumentation), this article explores the strengths and weaknesses of the CONWIP practice, in both its paper and electronic versions, while taking into account the human dimension. The aim is to motivate potential CONWIP users to implement it in its digital mode and to show them how a Digital Twin-based solution can overcome the managerial problems that arise with digitization while enabling improved performance. As an illustration, experience feedback from several companies using Digital Twin with CONWIP is provided.

V diplomski nalogi bo obravnavana problematika prekomernih medfaznih zalog in zalog sestavnih delov ter končnih izdelkov. V izbranem podjetju želimo vpeljati metode vitkosti, optimizirati delovni proces in materialni tok. Montažna delavnica je potrebna prenove, staro opremo bomo zamenjali z novo, to torej pomeni, da bo potrebno investiranje v novo opremo. Podjetje bi rado izvedelo, ali se le-to investiranje izplača na določeno amortizacijsko dobo. Za samo optimiranje procesa smo uporabili metode vitkosti, kot so 5S, 7W, kanban in pretok posameznih obdelovancev. Celotno oskrbo materiala oz. interni transport na delovno mesto smo reorganizirali. Znebili smo se priprave materiala za posamezni delovni nalog in prestavili del zaloge na skladišče montažne delavnice, ker delavci sami pripravijo potreben material za izdelavo končnega produkta. Izračunali smo optimalne velikosti serij, iz obstoječih 200-500 kosov na 50 kosov. Tako smo zmanjšali proizvodne količine in količine zaloge sestavnih delov ter končnih izdelkov. In this thesis we will discuss the issue of excessive interphaze stocks, stock of components and finished products. In selected company, we want to introduce lean methods, optimaze the work process and material flow. The assembly workplace is in need of renovation, the old equipment will be replaced with new one, which means that it will be necessary to invest in new equipment. The company would like to know whether this invesment pays off over a certain amortization period. We used lean methods, such as 5S, 7W, kanban and One-Piece Flow to optimize the process. We reorganized the entire supply of material or internal transport to the workplace. We got rid of preparation of material for each individual work order and we moved part of stock directly to the workplace, where workers themselves prepare components for assembly of the finished products. We calculated the optimal batch sizes, from existing 200-500 pieces to 50 pieces. In this way, we reduced the production quantities and stock quantities of compoments and finished products.

Präsentation zu agilem Arbeiten an der Veranstaltung "Erfahrungsaustausch: DV-Systembetreuung in Bibliotheken" vom 20. April 2023, durchgeführt durch das Zentrum für Bibliotheks- und Informationswissenschaftliche Weiterbildung (ZBIW) und die Technische Hochschule Köln

La sistematización de la pasantía realizada en la Universidad de Celaya, México, consistió en una experiencia que se desarrollo a partir del foro de Innovación organizacional y donde se tuvo la oportunidad de visitar compañías multinacionales. Se da un enfoque en la aplicación de metodologías agiles en la gestión de la innovación. The systematization of the internship carried out at the University of Celaya, Mexico, consisted of an experience that was developed from the Organizational Innovation forum and where they had the opportunity to visit multinational companies. A focus is given on the application of agile methodologies in innovation management. Magister en Administración - MBA Maestría

Agilni menadžment, baziran na Agilnoj metodologiji koja je prvobitno stvorena za razvoj softvera, pristup je upravljanju projektima koji naglašava fleksibilnost, suradnju i kontinuirani razvoj. Temelji se na principima Agilnog manifesta koji sadrži skup vrijednosti i praksi za efikasan i brz razvoj te isporuku visokokvalitetnih proizvoda. Agilna metodologija je dizajnirana kako bi pomogla timovima u brzoj prilagodbi promjenama kod potreba i zahtjeva kupaca s ciljem dostave vrijednosti dionicima u obliku radnih proizvoda. Agilna metodologija, odnosno Agilni menadžment postali su popularni u posljednjih nekoliko godina zbog svoje prilagodljivosti različitim problemima i industrijama. Poduzeća koja su usvojila takav pristup izvijestila su o većoj produktivnosti, povećanom zadovoljstvu radnika rada i smanjenim troškovima. Osim razvoja softvera, primjeri industrija koje su uspješno implementirale Agilnu metodologiju uključuju proizvodnju, građevinarstvo, arhitekturu i sl. Tijekom ovog završnog rada, detaljno ćemo proučiti Agilni menadžment, uključujući njegovu povijest, najpopularnije okvire rada i digitalne alate koji se danas koriste te primjere uspješnih tvrtki koje su u svojim projektima implementirale ovu metodologiju. Također ćemo usporediti Agilni menadžment s Lean menadžmentom, opcionalnom popularnom metodom za upravljanje projektima, te proučiti prednosti i nedostatke obaju pristupa. Nadalje, dat ćemo primjer implementacije vizualizacijskog alata u Agilnom menadžmentu u stvarnom IT projektu te raspraviti razlike između teorije i prakse. Argumentirat ćemo da, iako se agilnost temelji na vrijednostima i principima koji bi se trebali primjenjivati na projektnoj bazi, a ne kao strog skup pravila, važno je da poduzeća budu fleksibilna i prilagodljiva u svojoj primjeni Agilne metodologije. Svako poduzeće ima svoju kulturu i način rada, pa stoga zahtijeva stvaranje prilagođenog pristupa kako bi se maksimizirala korist od upotrebe Agilnog menadžmenta. U globalu, Agilni menadžment je snažan, autentičan i sveobuhvatan pristup koji može pomoći timovima da budu učinkovitiji i efikasniji u svom radu. Fokusiranjem na suradnju, komunikaciju i kontinuirani razvoj, agilni timovi mogu brzo i djelotvorno isporučiti visokokvalitetne proizvode te se efikasno prilagoditi promjenama potreba i zahtjeva kupaca. Prihvaćanjem agilnih praksi upravljanja, timovi mogu povećati svoju produktivnost i fleksibilnost te dostaviti veću vrijednost svojim dionicima. Agile management, which is based on Agile methodology, is a management approach that emphasizes flexibility, collaboration, and continuous improvement. It is based on the principles of the Agile Manifesto, which outlines a set of values and practices for developing and delivering high-quality products quickly and efficiently. Agile methodology is designed to help teams respond to changing customer needs and requirements, and to deliver value to stakeholders in the form of working products. Agile methodology and Agile management have gained popularity in recent years due to their adaptability to various problems and industries. Companies that have adopted these approaches have reported higher productivity, increased job satisfaction among employees, and reduced costs. In addition to software development, examples of industries that have successfully implemented Agile methodology and management include construction, architecture, manufacturing etc. During the course of this bachelor's thesis, we will explore Agile management in detail, including its history, the most popular frameworks and tools used today, and examples of successful companies and projects that have implemented this methodology. We will also compare Agile management with Lean, another popular method for project management, and examine the benefits, strengths, and weaknesses of both approaches. In addition, we will provide an example of how to implement Agile management in a real IT project, and discuss the differences between theory and practice. We will argue that while Agile is a set of values and principles that should be applied on a project-by-project basis, rather than as a strict set of rules, it is important for companies to be flexible and adaptable in their application of Agile methodology. Every company has its own culture and way of doing things, and may need to create a custom approach to maximize the benefits of using Agile methodology. In general, Agile management is a powerful, authentic, and comprehensive approach that can help teams be more effective and efficient in their work. By focusing on collaboration, communication, and continuous improvement, Agile teams can deliver high-quality products quickly and efficiently, and can respond effectively to changing customer needs and requirements. By adopting Agile practices, teams can improve their productivity, increase their flexibility, and deliver greater value to their stakeholders.

The article deals modern methodologies of IT project management are considered, which represent new ways of organizing management activities in order to increase the efficiency of team members' work and the implementation of project tasks. The advantages and disadvantages of each flexible methodology during their selection for successful project implementation. Розглядаються сучасні методології управління ІТ-проєктами, які представляють нові способи організації управлінської діяльності з метою підвищення ефективності праці членів команди та реалізації завдань проєкту. Представлено переваги та недоліки кожної гнучкої методології під час їх вибору для успішної реалізації проєкту.

Mit dem Kanban-Verfahren gesteuerte Produktionssysteme nutzen heute elektronische Unterstützung zur Verfolgung einzelner Behälter, um datenbasiert Logistikprozesse zu verbessern. Dieser Beitrag stellt eine alternative technische Auslegung vor. Es finden mit Sensoren ausgestattete Behälter Verwendung, welche über einen KI-fähigen Mikrocontroller ihren Standort im Produktionssystem dezentral ermitteln, um ohne feste Erfassungspunkte eine permanente Nachverfolgbarkeit der Behälter zu gewährleisten.

[Resumen]: Gracias a los recientes avances en el campo de la medicina, los especialistas clínicos pueden realizar diagnósticos más precisos y personalizados de una serie de relevantes enfermedades. En particular, en el campo de la oftalmología, existen varios procedimientos de diagnóstico que utilizan diferentes tipos de tecnologías de captura de imagen del fondo de ojo. Algunas de las más utilizadas para evaluar el grado de deterioro de las células fotorreceptoras de la retina son la tomografía de coherencia óptica (OCT) y la microperimetría. En particular, la OCT es una técnica de imagen tomográfica que posibilita el estudio de las estructuras internas de un tejido como en este caso el de la retina. Por otro lado, la microperimetría, una técnica de diagnóstico que mide la sensibilidad de la mácula, también puede mostrar cualquier lesión incipiente en la zona central de la retina. El proceso de diagnóstico se realiza mediante la inspección visual de una gran cantidad de imágenes del paciente. A esto se suma que para realizar un análisis multimodal, es necesario comparar informaciones de distintos dispositivos, lo que resulta costoso y requiere mucho tiempo. La plataforma web para la gestión clínica y mejora del análisis multimodal que se ha desarrollado incluye varios módulos para facilitar el análisis automático de la región de los fotorreceptores en imágenes de la retina. Esta herramienta asiste al experto clínico al proporcionar información multimodal de las imágenes de ambas modalidades (OCT y microperimetría) para establecer un diagnóstico preciso de diferentes patologías oculares y sistémicas. Los módulos de la plataforma incluyen: (I) Módulo de segmentación de las capas retinianas en imágenes OCT, (II) Módulo de extracción de características de la capa de fotorreceptores, (III) Módulo de creación de mapas de las características extraídas, (IV) Módulo de comparación de características con la información del microperímetro, y (V) Módulo de visualización de la información obtenida. Además, la plataforma cuenta con un módulo de gestión de usuarios, pacientes, pruebas, informes e imágenes para facilitar el trabajo de los oftalmólogos, y un módulo de visualización intuitiva de la información. Esta plataforma está diseñada de manera tal que es posible integrar nuevos módulos para el diagnóstico de forma sencilla y flexible. Esto permite a los médicos realizar diagnósticos más precisos y personalizados de diferentes enfermedades oculares y sistémicas, lo que puede tener un impacto positivo en la calidad de vida de los pacientes. [Abstract]: Thanks to recent advances in the field of medicine, clinical specialists are able to make more accurate and personalized diagnoses of a range of relevant diseases. In particular, in the field of ophthalmology, there are several diagnostic procedures that use different types of eye fundus imaging technologies. Some of the most widely used for evaluating the degree of deterioration of the retina’s photoreceptor cells are optical coherence tomography (OCT) and microperimetry. In particular, OCT is a tomographic imaging technique that enables the study of the internal structures of a tissue such as the retina. On the other hand, microperimetry, a diagnostic technique that measures the sensitivity of the macula, can also show any early damage in the central area of the retina. The diagnostic process is carried out through the visual inspection of a large number of patient images. To this is added that to perform a multimodal analysis, it is necessary to compare information from different devices, which is costly and takes a lot of time. The web platform for clinical management and improvement of multimodal analysis that has been developed includes several modules to facilitate the automatic analysis of the photoreceptor region in retina images. This tool assists the clinical expert by providing multimodal information from images of both modalities (OCT and microperimetry) to establish a precise diagnosis of different ocular and systemic pathologies. The modules of the platform include: (I) Module for segmenting retinal layers in OCT images, (II) Module for extracting features of the photoreceptor layer, (III) Module for creating maps of the extracted features, (IV) Module for comparing features with microperimeter information, and (V) Module for visualizing the obtained information. In addition, the platform has a user, patient, test, report, and image management module to facilitate the work of ophthalmologists, and an intuitive visualization module for the information. This platform is designed in such a way that it is possible to easily and flexibly integrate new modules for diagnosis. This allows doctors to make more accurate and personalized diagnoses of different ocular and systemic diseases, which can have a positive impact on the quality of life of patients. Traballo fin de grao (UDC.FIC). Enxeñaría Informática. Curso 2022/2023

The way to gain a competitive advantage in today's companies is to use modern common techniques. In this study, the improvements achieved by the use of lean manufacturing techniques for a profile manufacturing SME are discussed. First of all, in order to speed up the flow and prevent wastage (Muda), a settlement suitable for cellular manufacturing has been adopted. For this, a layout suitable for a one-piece flow is provided. The Spaghetti Diagram was used to determine the distances and directions of travel and to eliminate waste based on them. After that, the process was improved step with Kaizen. The staff pertaining to lean manufacturing can easily use it for production. In order to avoid inter-operational stocks in the process, the pull system philosophy has been determined. Kanban cards were used for this purpose. This study, it is aimed to show the small improvements to be used easily for SMEs with different techniques. The outcomes represent that lean manufacturing is capable of effectively implementing small and medium enterprises.

La Universitat Politècnica de Catalunya tuvo que adaptarse a los nuevos requisitos de trabajo telemático durante el confinamiento. En los primeros meses, fue necesario ofrecer un servicio de Office online, y para gestionarlo se desarrolló la herramienta Gestió d'Office 365. Esta herramienta constaba únicamente de un servidor sin interfaz de usuario gráfica, y sólo lo podían administrar usuarios técnicos. Ahora, el proyecto del presente Trabajo de fin de grado aporta una interfaz gráfica para que los usuarios no técnicos puedan administrar la herramienta. The Universitat Politècnica de Catalunya had to adapt to the new requirements of remote working during the lockdown. In the first months, it was necessary to offer an online Office service, and to manage it the tool Gestió d'Office 365 was developed. This tool consisted of just a server without a graphical interface, and it could only be handled by technical users. Now, the project of the present Final degree project provides a graphical interface so that non-technical users can handle the tool.

O presente relatório de estágio descreve a atividade laboral realizada na empresa MOB, per tencente ao grupo Visabeira, onde o contexto do trabalho é referente à área da melhoria contínua na área industrial. O estágio curricular constitui a fase de conclusão do Mestrado em Engenharia e Gestão Industrial do Instituto Superior de Engenharia de Coimbra. As atividades planeadas inicialmente focavam-se na revitalização do sistema Kanban e na remodelação dos quadros de apoio à gestão. Além disso, a vertente não planeada do desempe nho provinha das necessidades diárias da organização, bem como dos problemas enfrentados e de oportunidades de melhoria encontradas. A revitalização do sistema Kanban constituiu um processo moroso e desafiante pela quan tidade de tarefas intrínsecas a desempenhar e pontos de informação a coordenar. Contudo, a sua efetivação acartou vantagens imediatas à empresa ao nível da organização dos espaços de trabalho, da limpeza e segurança dos colaboradores. O acompanhamento da metodologia e a sua contínua atualização, são fulcrais para a sua predominância no quotidiano da empresa e de to dos os indivíduos inclusos. Os quadros de apoio à gestão permitem uma fotografia geral daquilo que é o desempenho diário da empresa e das suas secções e postos de trabalho. A remodelação dos quadros existentes e a criação dos ademais necessários auxilia a gestão imediata no chão de fábrica, bem como o planeamento e metas a atingir no dia-a-dia. Fica ainda a noção de que a melhoria contínua faz jus à sua designação na medida em que a estagnação é completamente oposta às diretrizes da área. A procura constante pelo aperfeiçoamento da laboração descobre novas oportunidades de melhoria de forma continuada. Além das atividades desempenhadas não documentadas e das descritas que não estavam ini cialmente planeadas, o trabalho desenvolvido e os resultados obtidos permitem considerar que os objetivos foram alcançados. Ademais, o estágio curricular apresentou-se como uma experi ência enriquecedora que funcionou como uma ponte de ligação entre a vertente teórica e prática ao abrigo do respetivo curso de mestrado.

Dissertação de mestrado em Engenharia e Gestão da Qualidade, A presente dissertação, realizada para obtenção do grau de Mestre em Engenharia e Gestão da Qualidade pela Universidade do Minho, foi desenvolvida na empresa vertical de têxtil lar, Têxteis J.F.Almeida, S.A. A indústria têxtil é uma das mais valiosas em Portugal apresentando-se como um grande motor económico. Todas as empresas nela inseridas apresentam uma grande necessidade em alcançar a diferenciação para dar resposta à competitividade do setor. Como impulsionador desta diferenciação estas estão cada vez aliadas a praticas de melhoria continua. O propósito deste estudo passa pela melhoria dos processos num Departamento de logística de uma empresa têxtil com o auxílio de ferramentas e filosofias Lean, que permitam assim, aumentar a qualidade do serviço prestado a todos os shareholders da organização em questão. A implementação do método 5S foi o ponto de partida do caminho de melhoria que pretendíamos alcançar, pois com isto foi possível promover uma mudança de hábitos, uma melhoria do ambiente de trabalho e desempenho do mesmo bem como um aumento da produtividade. Seguidamente foi criada um programa de planeamento aliada à utilização de um quadro Kanban para que as tarefas a serem realizadas fossem simplificadas e definidas com rigor promovendo assim a eliminação de desperdícios, uma redução de custos e um aumento da eficiência dos processos. Para proceder à implementação destas melhorias foi realizada uma análise rigorosa ao departamento e a todos os procedimentos, métodos e atividades desenvolvidas. Foram também realizadas entrevistas aos colaboradores como forma de esclarecimento de dúvidas e integração no processo de mudança., This dissertation, conducted to obtain a Master's degree in Engineering and Quality Management from the University of Minho, was developed in the vertical home textile company, Têxteis J.F.Almeida, S.A. The textile industry is one of the most valuable in Portugal, presenting itself as a major economic engine. All companies within it have a great need to achieve differentiation to meet the competitiveness of the sector. As a driver of this differentiation they are increasingly allied to continuous improvement practices. The purpose of this study is to improve the processes in the logistics department of a textile company with the help of Lean tools and philosophies, thus enabling an increase in the quality of service provided to all shareholders of the organization in question. The implementation of the 5S method was the starting point of the improvement path we wanted to achieve, because with this it was possible to promote a change of habits, an improvement in the work environment and work performance as well as an increase in productivity. Next, a planning program was created together with the use of a Kanban board so that the tasks to be performed were simplified and rigorously defined, thus promoting the elimination of waste, a reduction in costs, and an increase in process efficiency. To proceed with the implementation of these improvements, a rigorous analysis of the department and all procedures, methods, and activities was performed. Interviews were also conducted with employees to clarify doubts and to integrate them into the change process.

Agiles Management ist in der Softwareentwicklung nicht mehr wegzudenken. Sie werden kaum einen Informatiker finden, der sich mit diesem Thema noch nicht befasst hat. Mit der Zunahme des Remote-Arbeitens aufgrund der durch die COVID-19-Pandemie verursachten Ausgangssperren, welche die Welt seit 2020 in Atem hält, steht das agile Management vor einer neuen Herausforderung. Das Anpassen ganzer Organisationen, welche ausschließlich von zu Hause aus arbeiten. Dies wirft die folgende Frage auf: Wie hat die neue Normalität am Arbeitsplatz die agile Arbeitsweise beeinflusst? Um diese Frage zu beantworten, wurden fünf verschiedene agile Frameworks untersucht, und eine quantitative Umfrage durchgeführt. Einer der wichtigsten Aspekte der agilen Arbeitsweise ist präzise Kommunikation. Die Arbeit von zu Hause aus, und die Teilnahme an Besprechungen aus der Ferne können dies erschweren. Je nachdem, wie die agile Organisation oder das agile Team mit dieser neuen Herausforderung umgeht, kann sie das Potenzial für ein besseres Arbeitsumfeld, einen höheren Produkt- und Produktionswert, sowie einen höheren Lebensstandard für jedes Teammitglied haben. Fernarbeit birgt viel Potenzial, aber auch einige Fallstricke, die man im Auge behalten sollte. Agile management is indispensable when it comes to software development. You will be hard-pressed to find any professional in the field of computer science who does not know anything about the topic. With remote working on the rise due to lockdowns caused by the COVID-19 pandemic that held the world in its grip since 2020, agile management is confronted with a new challenge. Adapting to entire organizations, working exclusively from the comfort of their home. This poses the following question: How has the new normal at work influenced the agile way of working? To answer the question, five different agile frameworks have been researched, and a quantitive survey was conducted. One of the most important parts of working agile is precise communication. Working from home, and connecting to meetings remotely, has the potential to impede this. Depending on how the agile organization or team handles this new challenge, it can hold potential for a better work environment, product and production value as well as living standard for every team member. Remote work has a lot of potential, but also some pitfalls which should be kept in mind.

В данной статье рассмотрены принципы бережливого производства, которые могут быть применены в производстве металлочерепицы. Рассмотрены методы сокращения времени цикла производства, такие как Just-In-Time (JIT) и Kanban, их области применения, принципы работы, преимущества и недостатки каждого, а также проведен их сравнительный анализ. Кроме того, приведены примеры внедрения методов Just-In-Time (JIT), Kanban на предприятия, имеющие ряд проблемных мест при производстве., This article discusses the principles of lean manufacturing, which can be applied in the production of metal tiles. The methods of reducing the production cycle time, such as Just-In-Time (JIT) and Kanban, their applications, principles of operation, advantages and disadvantages of each, are considered, and their comparative analysis is carried out. In addition, examples of the introduction of Just-In-Time (JIT), Kanban methods to enterprises with a number of problem areas in production are given.

Razvojem novih metodologija za upravljanje projektima otvaraju se mogućnosti za bolje planiranje, nadzor i kontrolu projekata i ostvarenja krajnjeg cilja izvođenja svakog projekta što podrazumijeva i njegovu uspješnu realizaciju. U ovom radu fokus je na četiri najpopularnije metodologije za upravljanje projektima u IKT sektoru: agilne metodologije Scrum i Kanban, nešto tradicionalnija ali uvelike korištena metodologija vodopadnog pristupa te novija OpenPM² metodologija. Cilj rada je temeljem analize literature o navedenim metodologijama napraviti usporednu analizu te tako identificirati kriterije usporedbe metodologija i izraditi hijerarhijsku strukturu problema odlučivanja kako bi se potom mogla primijeniti metoda analitički hijerarhijski proces i moglo odlučiti o najpogodnijoj metodologiji za konkretnu organizaciju u IKT sektoru u kojoj se planira provoditi projekt. Razvijeni opći model odlučivanja o metodologijama za upravljanje projektima može se dopuniti specifičnim zahtjevima organizacije ukoliko je to potrebno., The development of a new methodology for project management opens up opportunities for better planning, supervision and control of projects and the achievement of the ultimate goal of each project, which implies its successful implementation. In this paper, the focus is on the four most popular project management methodologies in the ICT sector: the agile Scrum and Kanban methodologies, the somewhat more traditional or widely used waterfall approach methodology, and the newer OpenPM² methodology. The aim of the paper is to make a comparative analysis based on the analysis of the literature on the mentioned methodologies and thus identify the criteria for comparing the methodologies and create a hierarchical structure of the decision-making problem so that the analytical hierarchical process method can then be applied and the most suitable methodology can be selected for a specific organization in the ICT sector in which it is planned to implement the project. The developed general model of decision-making on methodologies for project management can be supplemented with specific requirements of the organization if necessary.

El e-commerce es una de las tendencias más relevantes para el sector del comercio y lo lleva siendo desde hace más de 10 años gracias a la existencia de Internet y las empresas que dieron inicio a esta nueva forma de hacer negocios. Las redes sociales y las páginas web se llenan de imágenes de productos que la gente quiere obtener, el escaparate de pequeños y grandes comercios se extiende de manera significativa. L' e-commerce és una de les tendències més rellevants per al sector del comerç i ho és des de fa més de 10 anys gràcies a l'existència d'Internet i les empreses que van iniciar aquesta nova forma de fer negocis. Les xarxes socials i pàgines web s'omplen d'imatges de productes que la gent vol obtenir, l'aparador de petits i grans comerços s'estén de manera significativa. E-commerce is one of the most relevant trends for the commerce sector and it has been so for more than 10 years thanks to the existence of the Internet and the companies that started this new way of doing business. Social networks and web pages are filled with images of products that people want to obtain, the showcase of small and large businesses is expanding significantly.

На сегодняшний день получение прибыли для удовлетворения интересов акционеров и собственников не может быть единственной целью функционирования предприятия. Нужно сбалансированно удовлетворять интересы всех заинтересованных сторон. В балансе удовлетворения потребностей стейкхолдеров с одновременным обеспечением интересов будущих поколений в настоящее время заключается устойчивое развитие предприятия. В первую очередь необходимо предоставлять устойчивую ценность потребителям для того, чтобы получить их лояльность и приверженность. Лояльность потребителей продукции можно получить путем производства и реализации не просто качественной продукции по приемлемым ценам, а такой, которая бы вызывала у них восхищение. Кроме того, современные потребители считают, что качественная продукция, а также процесс ее производства должны быть этичными, экологичными и не наносящими вред окружающей среде. Для достижения этих целей предлагается интеграция системы управления качеством бизнес-процессов, которая соответствует требованиям международного стандарта ISO 9001:2015 с системой «бережливое производство + 6 SIGMA». Сегодня «бережливое производство + 6 SIGMA» (Lean Six Sigma) – это не простое объединение двух систем: «бережливое производство» (Lean manufacturing) и «6 SIGMA», а их органический синтез. Базой при этом служит методика усовершенствования «6 SIGMA», в основе которой находится цикл DMAIC, инфраструктура внедрений и система обучения персонала, которая характеризуется инструментами «бережливого производства», среди которых KANBAN, Kaizen, 5 why. Взаимосвязь между системой управления качеством бизнес-процессов на принципах устойчивого развития, которая соответствует требованиям международного стандарта ISO 9001:2015 и системой «бережливое производство + 6 SIGMA» заключается в том, что эти системы нацелены на наиболее полное удовлетворение и полную концентрацию на их требованиях, повышения качества продукции; обеспечение устойчивого развития предприятия, позволяющего интеграцию данных систем., To date, making a profit to satisfy the interests of shareholders and owners cannot be the sole purpose of the operation of the enterprise. It is necessary to satisfy the interests of all interested parties in a balanced manner. The balance of meeting the needs of stakeholders while simultaneously ensuring the interests of future generations currently lies in the sustainable development of the enterprise. First of all, it is necessary to provide sustainable value to consumers in order to gain their loyalty and commitment. The loyalty of consumers of products can be obtained through the production and sale of not just high-quality products at affordable prices, but one that would cause them admiration. In addition, modern consumers believe that high-quality products, as well as the process of their production should be ethical, environmentally friendly and not harmful to the environment. To achieve these goals, it is proposed to integrate a business process quality management system that meets the requirements of the international standard ISO 9001:2015 with the Lean Manufacturing + 6 SIGMA system. Today "Lean manufacturing + 6 SIGMA" (Lean Six Sigma) is not a simple combination of two systems: Lean manufacturing and 6 SIGMA, but their organic synthesis. The basis for this is the "6 SIGMA" improvement methodology, which is based on the DMAIC cycle, the implementation infrastructure and the personnel training system, which is characterized by "lean manufacturing" tools, including "KANBAN, Kaizen, 5 why. The relationship between the business process quality management system based on the principles of sustainable development, which meets the requirements of the international standard ISO 9001:2015 and the lean manufacturing + 6 SIGMA system is that these systems are aimed at the fullest satisfaction and full concentration on their requirements, improving product quality; ensuring sustainable development of the enterprise, allowing integration of these systems., Экономика и предпринимательство, Выпуск 11 (148) 2023, Pages 1423-1426

В статье освещаются вопросы, связанные с применением современных подходов проектирования конкурентоспособности организаций строительной сферы, поскольку конкуренция является одним из важнейших факторов развития рыночной экономики. Анализируется реализация как классического проектного подхода с целью для повышения конкурентоспособности организации, так и подходы, которые обладают отличительными особенностями в вопросах, связанных с формализацией, детализацией и сферой их применения. Рассматриваются гибкие методы управления на основе Agile, среди которых выделяются Scrum, Scrumban, Kanban. Использование данных подходов даст возможность строительной организации не только более четко структурировать конкурентные преимущества конкретной компании, но и обеспечит успешное их развитие в дальнейшем., The article highlights issues related to the use of modern approaches to designing the competitiveness of building company, since competition is one of the most important factors in the development of the market economy. The implementation of both the classical project approach is analyzed with the aim of increasing the competitiveness of the company, as well as approaches that have distinctive features in matters related to the formalization, detail and scope of their application. Agile-based flexible management methods are considered, among which Scrum, Scrumban, Kanban stand out. The use of these approaches will enable the building company not only to more clearly structure the competitive advantages of a particular company, but also ensure their successful development in the future., Экономика и предпринимательство, Выпуск 3 (152) 2023, Pages 963-967

"Agile management methods" is a comprehensive guide to the principles and practices of agile management. The book is structured to provide readers with a thorough understanding of the philosophy and of the agile approach, as well as practical advice for implementing agile practices in a variety of settings. The book begins by introducing the core values and principles of agile management, highlighting the importance of collaboration, flexibility and continuous improvement. It explains how these values and principles can be applied to different types of projects and organizational structures. The second part of the book focuses on three key agile methods: Scrum, Kanban and DevOps. Readers will learn about the key features of each method, as well as how to use them effectively in different contexts. The author provides detailed guidance on how to set up and manage Scrum and Kanban boards, as well as how to implement DevOps practices to improve collaboration and efficiency. The third part of the book covers practical topics of agility, such as user stories, effort estimation, prioritization, and agile metrics. Readers will learn how to write effective user stories, estimate project effort using agile methods, prioritize tasks based on value, and measure progress using agile metrics. The final part of the book explores how agile methods are used in different settings, including enterprises, public sector organizations, educational institutions, etc. The author provides real-world examples of successful agile implementations, as well as tips for overcoming common challenges and obstacles., To βιβλίο με τίτλο «Ευέλικτες μέθοδοι διοίκησης και διαχείρισης έργων» είναι ένας ολοκληρωμένος οδηγός για τις αρχές και τις πρακτικές της ευέλικτης διοίκησης. Το βιβλίο παρουσιάζει στους αναγνώστες του την ευέλικτη φιλοσοφία, τις αξίες και τις αρχές, καθώς και πρακτικές συμβουλές για την εφαρμογή των ευέλικτων μεθόδων σε διάφορα περιβάλλοντα. Το βιβλίο ξεκινά παρουσιάζοντας στο πρώτο μέρος τις βασικές αξίες και αρχές της ευέλικτης διοίκησης, συμπεριλαμβανομένης της σημασίας της συνεργασίας, της ευελιξίας και της συνεχούς βελτίωσης. Εξηγεί πώς αυτές οι αξίες και αρχές μπορούν να εφαρμοστούν σε διαφορετικούς τύπους έργων και οργανωτικών δομών. Το δεύτερο μέρος του βιβλίου επικεντρώνεται σε τρεις βασικές ευέλικτες μεθόδους: τις μεθόδους Scrum, Kanban και DevOps. Οι αναγνώστες θα μάθουν τα βασικά χαρακτηριστικά της κάθε μεθόδου, καθώς και πώς να τα χρησιμοποιούν αποτελεσματικά σε διαφορετικά πλαίσια. Ο συγγραφέας παρέχει λεπτομερείς οδηγίες σχετικά με τον τρόπο εφαρμογής των μεθόδων Scrum και Kanban, καθώς και τον τρόπο εφαρμογής πρακτικών DevOps για τη βελτίωση της συνεργασίας και της αποτελεσματικότητας. Το τρίτο μέρος του βιβλίου καλύπτει πρακτικά θέματα της ευέλικτης προσέγγισης, όπως τις ιστορίες χρηστών, την εκτίμηση της προσπάθειας έργων, την ιεράρχηση των προτεραιοτήτων και ευέλικτες μετρικές. Συνεπώς, οι αναγνώστες θα μάθουν πώς να γράφουν κατάλληλες ιστορίες χρηστών, να εκτιμούν την προσπάθεια του έργου χρησιμοποιώντας ευέλικτες μεθόδους, να ιεραρχούν τις εργασίες με βάση την αξία τους και να μετρούν την πρόοδο των εργασιών χρησιμοποιώντας ευέλικτες μετρικές. Το τελευταίο μέρος του βιβλίου διερευνά πώς οι ευέλικτες μέθοδοι χρησιμοποιούνται σε διαφορετικούς κλάδους, συμπεριλαμβανομένων των επιχειρήσεων, των οργανισμών του δημόσιου τομέα, στην εκπαίδευση κ.ά. Ο συγγραφέας παρουσιάζει πραγματικά παραδείγματα επιτυχημένων ευέλικτων εφαρμογών, καθώς και συμβουλές για την αντιμετώπιση κοινών προκλήσεων και εμποδίων.

Contains fulltext : 291569.pdf (Publisher’s version ) (Open Access) Organizational structure enables organizations to achieve their goals. The chosen organizational structure determines, to a large extent, the flow of information streams and the manner and extent to which roles, power, and responsibilities are delegated and coordinated to achieve the organization's goals. In this study, we applied information theory with entropy as the central concept to assess the effectiveness and costs of an organizational structure and its coordination processes. Entropy was used to measure the amount of uncertainty associated with probabilistic events. In the context of organizational design, entropy values can be assigned to specific organizational structures to gain insights into the factors that lead to delays in decision-making. We used Shannon's entropy theory to quantify Galbraith's organizational structure and coordination process as applied to the perinatology care system of Radboud University Medical Centre in the Netherlands. Our entropy analysis provided insights into how departments should be partitioned and which coordination mechanisms should be used to achieve organizational goals, such as minimizing delays in decision-making. Particularly, two types of entropy appear to be important: positional entropy and task allocation entropy. These are different dependent variables on the organizational design scenarios. Our analysis shows that entropy is one method to determine optimal organizational structures and coordination processes. Entropy can be used as a concrete way of assessing the effectiveness of organizational design given the level of uncertainty of the environment and the required speed of decision-making.

На сегодняшний день проектное управление является актуальным и занимает ведущую роль в мировой экономике. Последовательная разработка и внедрение методик управления проектами в организациях самых различных отраслей позволяют формировать команды и отдельные структуры для выполнения важнейших проектов по поводу выхода продукта на рынок, его разработке и адаптации. В данной статье описываются основные методики управления проектами в международном бизнесе (Agile, Waterfall, Scrum, Kanban и др.), а также практика их использования ведущими зарубежными компаниями., To date, project management is relevant and occupies a leading role in the global economy. Consistent development and implementation of project management techniques in organizations of various industries allow the formation of teams and separate structures for the implementation of important projects on the release of the product to the market, its development and adaptation. This article describes the main methods of project management in international business (Agile, Waterfall, Scrum, Kanban, etc.), as well as the practice of their use by leading foreign companies.

Drönare är ett växande fenomen i dagens samhälle och deras användningsområdenhar snabbt ökat de senaste åren. För att underlätta utvecklingen av drönarteknologi kansimuleringar tillämpas då de möjliggör testning i en kontrollerad och riskfri miljö. I dettaprojekt visualiseras simuleringar av drönare i ett försök att skapa värde för denna utveckling. Visualiseringen skedde med hjälp av Unreal Engine 5. Under projektets gång studerades arbetsmetoderna som nyttjades och hur en systemanatomi kan bidra till utvecklingen iett småskaligt mjukvaruprojekt. Största värdet som producerades för kunden var kommunikationsmodulen. Kommunikationen uppnåddes med hjälp av två JSON-filer som visualiseringen respektive simuleringen skrev till för att kommunicera med varandra. Värdeti denna modul ligger i att kunden sökte en modulär lösning för att kommunicera mellanen 3D-visualisering och en simulering. En erfarenhet som uppmärksammades angåendearbetsmetoderna är vikten av en fungerande gruppdynamik. Bidragande faktorer till detvar agila arbetsmetoder, goda kommunikationsvägar och en väl planerad användning avGit. Systemanatomier upplevdes ge begränsat värde till projektet.

Dissertação de mestrado em Engenharia e Gestão Industrial, O projeto de dissertação foi elaborado no âmbito da conclusão do Mestrado em Engenharia e Gestão Industrial, em contexto empresarial, na Riopele. O objetivo primordial do projeto focou-se na melhoria da gestão dos materiais de apoio à produção, nomeadamente os materiais de manutenção, embalamento e administrativos. A metodologia utilizada na realização da dissertação foi a Investigação-ação, que se iniciou com a revisão bibliográfica que suportou o projeto. De seguida analisou-se a situação atual da empresa ao nível da gestão de materiais. Detetaram-se problemas como excesso de materiais dispersos pela fábrica sem registo no sistema informático, ruturas de stock, processos administrativos de aquisição de materiais desatualizados e demoras na entrega dos materiais às secções produtivas. Com o objetivo de mitigar os problemas identificados elaboraram-se algumas propostas de melhoria, que incidiram essencialmente na elaboração de um modelo de centralização dos materiais de manutenção com abastecimento às secções essencialmente através de um sistema kanban, a criação de políticas de gestão de stocks e atualização do método de compra e receção dos materiais. Os resultados obtidos com as políticas de gestão de stocks bem como o processo de receção e abastecimento às secções produtivas implementados traduziram-se numa redução em 85% do tempo de entrega de um material específico, a redução dos pedidos de compra em aberto, redução de ruturas de stock e redução em 98% do tempo de espera da atualização do sistema informático. Quanto à proposta do modelo de centralização dos materiais de manutenção, espera-se uma redução em 50% do valor monetário dos armazéns de linha e redução em 71% do espaço ocupado por material., The dissertation project was developed as part of the conclusion of the Master’s degree in Industrial Engineering and Management, in a business context, at Riopele. The main objective of the project focused on improving the management of production support materials, namely maintenance, packaging and administrative materials. The research methodology used was action-research, wich began with the literature review that supported the project. Then the current situation of the company was analyzed at the level of materials management. A few problems were detected such as an excess of materials scattered around the factory with no record in the computer system, stock ruptures, outdated administrative processes for the acquisition of materials and delays in the delivery of materials to the production sections. In order to mitigate the identified problems, some improvement proposals were developed, which focused mainly on the development of a centralization model for maintenance materials with suppliance to the sections mainly through a kanban system, the creation of stock management policies and updating the method of purchase and receipt of materials. The results with the implemented stock management policies as well as the reception and supply process to the production sections, translated into an 85% reduction in the delivery time for a specific material, a reduction in open purchase orders, a reduction in stock ruptures and 98% reduction in the waiting time for computer systems updates. As for the proposed model of centralization of maintenance materials, a 50% reduction in the monetary value of line warehouses and a 71% reduction in the space occupied per material are expected.

La aplicación de la metodología Kanban en una empresa ayuda a mejorar sus procesos y la gestión de proyectos. La empresa «LG CNS Colombia SAS» es una empresa surcoreana de consultoría en tecnología enfocada en proyectos de transporte masivo en la ciudad de Bogotá y con 10 años de operación en Colombia. En la presente investigación cualitativa descriptiva se recopilaron las fuentes bibliográficas principales que resaltan las ventajas de la aplicación de la metodología Kanban en la gestión y planificación de proyectos con el objetivo de determinar las alternativas de su aplicación a través de pasos detallados para establecer proyectos priorizados enfocados a transporte masivo de la empresa LG CNS Colombia SAS. Un aporte del presente documento es la conceptualización y elaboración de tarjetas digitales que identifican las buenas prácticas de Kanban para la gestión de proyectos, gracias a la fluidez en el desarrollo de tareas y la visualización de los flujos de trabajo de cada integrante del equipo de proyectos. Tabla de Contenido CAPITULO 1. INTRODUCCION ............................................................................................................ 5 Planteamiento del problema................................................................................................................... 6 Antecedentes del problema.................................................................................................................... 6 Descripción del problema ....................................................................................................................... 6 Formulación del problema ...................................................................................................................... 7 Justificación .............................................................................................................................................. 8 Objetivos ................................................................................................................................................... 8 Objetivo General ...................................................................................................................................... 8 Objetivos Específicos .............................................................................................................................. 8 Metodología .............................................................................................................................................. 9 CAPITULO 2. DESARROLLO.............................................................................................................. 10 Marco Teórico......................................................................................................................................... 10 Resultados .............................................................................................................................................. 19 Conclusiones......................................................................................................................................... 24 Recomendaciones................................................................................................................................. 24 Referencias ........................................................................................................................................... 26 The application of the Kanban methodology in a company helps to improve its processes and project management. The company "LG CNS Colombia SAS" is a South Korean technology consulting company focused on mass transportation projects in the city of Bogotá and with 10 years of operation in Colombia. In the present qualitative research, the main bibliographical sources were compiled that highlighted the advantages of the application of the Kanban methodology in the management and planning of projects with the objective of determining the alternatives of its application through detailed steps to establish prioritized projects focused on Mass transportation of the company LG CNS Colombia SAS. A contribution of this document is the conceptualization and elaboration of digital cards that identify the good practices of Kanban for project management, thanks to the fluidity in the development of tasks and the visualization of the workflows of each member of the project team. Especialización

Seeking to optimize the raw material supply for the assembly lines in many industries, the following case study, starting with a direct observation of a motorcycle factory and an electronics assembly factory, based on a rich theoretical analysis of the Lean wastes, describe the factories present processes and focus on developing a fast, feasible and low cost solution, gathering concepts of Kanban and Milk Run methodologies, resulting in a proposal of a system of real time management of the production status, allowing a better organization for the logistics teams of the named companies.

Dissertação de mestrado em Engenharia Industrial (ramo Avaliação e Gestão de Projetos e da Inovação), Esta dissertação, desenvolvida a fim de concluir o Mestrado em Engenharia Industrial, desenrolou-se em ambiente industrial na empresa Balanças Marques. Os objetivos desta dissertação foram: intervir no planeamento e processo de montagem e expedição de mono-células e no armazém do serviço pós-venda com recurso à metodologia lean, princípios e ferramentas. Os principais obstáculos detetados prenderam-se com a ausência de cultura lean, a falta de organização e rentabilização dos espaços físicos e procedimentos, a elevada dependência do conhecimento empírico dos colaboradores na gestão e execução de tarefas e a necessidade de incrementar a qualidade do componente tampo do produto mono-células. Numa perspetiva de melhoria do armazém do departamento de assistência técnica procedeu-se à limpeza e reorganização do mesmo, definiu-se um novo layout; criaram-se normas de utilização e desenhou-se um fluxo para os produtos que permitiu uma monitorização constante dos mesmos. Ao nível do planeamento de encomendas de matéria-prima para o produto em estudo, implementou-se um sistema kanban, para melhorar a comunicação e gestão do stock. Relativamente às melhorias no processo de montagem, rentabilizou-se e reorganizou-se o espaço em altura da secção de montagem, de modo a diminuir as distâncias percorridas pelo operador de montagem e possibilitar que outros, além do operador, consigam localizar material e auferir stocks. Criaram-se, ainda, fichas de instrução de montagem, para um melhor controlo da qualidade do processo e uma redução da dependência do conhecimento empírico do operador para a sua execução. A subcontratação do componente tampo permitiu, além das melhorias nos acabamentos, o aumento da produção de básculas. As propostas apresentadas permitiram o aumento de, aproximadamente, 40% do espaço de armazenamento no armazém da assistência; uma poupança de 830 euros anuais com a uniformização e redução de distâncias no processo de montagem, e um aumento anual de cerca de 160 mil euros na faturação, com o aumento da produção de básculas., This dissertation developed in order to complete the Master in Industrial Engineering, took place in an industrial environment in the company Balanças Marques. This dissertation hád the following objectives: intervene in the planning and assembly process and dispatch of mono-cells and in the after-sales service warehouse using lean methodology, principles and tools. The main problems detected were related with the absence of lean culture, the lack of organization and profitability of physical infrastructures and procedures, the high dependence on the empirical knowledge of employees in the management and execution of tasks, and the need to increase the quality of the cover component of the mono-cells product. In order to improve the technical assistance department warehouse, it was proposed to clean and reorganize it; define a new layout, create usage rules; and to design a flow for the products, which allows for their frequent monitoring. In terms of planning raw material orders for the product under study, a kanban system was implemented to improve communication and stock management. As far as improvements in the assembly process are concerned, the assembly section's height space was made profitable, the space was reorganized in order to reduce the distances covered by the assembly operator and to allow other employees, besides the operator, to locate material and check stocks. Assembly instruction sheets were created to better control the quality of the process and reduce the dependence on the operator's empirical knowledge for its execution. The subcontracting of the cover component has allowed, in addition to improvements in the finishes, an increase in the production of bascules. The proposals presented allow for some improvements: the possibility of increasing storage space in the service warehouse by 40%, savings of 830 euros a year with the standardization and reduction of distances in the assembly process; and an annual increase in turnover of 160,950 euros, with increased production of bascules.

Aquest Projecte de Fi de Màster està dividit en dues parts. La primera, investigar si les empreses busquen professionals del Cicle Formatiu de Grau Superior d'Administració de Sistemes Informàtics i Xardes amb coneixements de Metodologies Àgils, Cloud computing, Internet de les Coses i Geolocalització. La segona part, proposar un Mòdul Professional que inclogui aquestes àrees de coneixement. Este Proyecto de Fin de Máster está dividido en dos partes. La primera, investigar si las empresas buscan profesionales del Ciclo Formativo de Grado Superior de Administración de Sistemas Informáticos y Redes con conocimientos de Metodologías Ágiles, Cloud computing, Internet de las Cosas y Geolocalización. La segunda parte, proponer un Módulo Profesional que incluya estas áreas de conocimiento. This Master’s Thesis is divided in two parts. The first one, to investigate if companies are looking for Network and Computer System’s Administrator workers with knowledge in Agile Methodologies, Cloud computing, Internet of Things and Geolocalization. The second one, to propose a new Professional Module that includes these knowledge areas.

Tema ovog završnog rada je primjena Kanban sustava u proizvodnom poduzeću. Na početku je u kratkim crtama predstavljen Lean menadžment kao jedan od vodećih svjetskih pristupa za upravljanje proizvodnjom. Nadalje, predstavljena je filozofija kontinuiranog poboljšavanja – Kaizen. Navedeni su i opisani neki od alata i sustava koji se koriste sa ciljem postizanja kontinuiranih unaprjeđenja, kao što je Just in time proizvonja, PDCA, 5S i dr. U radu je naglasak stavljen na Pull sustav. Prikazane su vrste i primjeri pull sustava, od kojih je izdvojen Kanban. Taj sustav je detaljnije analiziran i prikazani su svi njegovi aspekti. Na primjeru jednog hrvatskog poduzeća, provedena je analiza proizvodnog sustava. Također su definirani i prijedlozi za poboljšanja, a neka od njih su i provedena te su rezultati kvantificirani. The topic of this paper is the application of the Kanban system in a factory. At the beginning, Lean management was briefly presented as one of the world's leading approaches to production management. Furthermore, the philosophy of continuous improvement - Kaizen is presented. Some of the tools and systems used to achieve continuous improvements are listed and described, such as Just in time production, PDCA, 5S, etc. The paper emphasizes the Pull system. Types and examples of pull systems are shown, of which Kanban is singled out. This system is analyzed in more detail and all its aspects are presented. On the example of one Croatian company, an analysis of the production system was carried out. Suggestions for improvements were also defined, and some of them were implemented and the results were quantified.

La temática es sobre los posibles impactos positivos de la digitalización como medio para ayudar a combatir deforestación, erosión y cambio climático. Unos de los ejes son sus aplicación en la gestión de servicios para reducir o eliminar el uso de papel y así ayudar a reducir la necesidad de contribuir a la deforestación y erosión por la demanda de papel. Adicionalmente, como las tecnologías de hoy en día ayudan a poder brindar otra herramienta para el monitoreo de los terrenos y así poder medir la situación para saber que acciones tomar por medio del monitoreo de la deforestación, erosión y cambio climático. Finalmente, un reto de como pueden considerar que la transformación digital pueda ayudar en otra áreas para combatir el cambio climático.

Obrađena tema projekta i njegovog vođenja. Sudionici vođenja projekta kao i njegovog izvršavanja. Tradicionalni načini vođenja projekta i njihove prednosti i mane. Detaljno opisan princip agilnog upravljanja razvoja programske podrške. Opisane razne agilne metode. Usporedba sa tradicionalnim metodama. Usporedba raznih alata za agilno upravljanje projektima. Primjena pokazana kroz aplikaciju vođenja projekta., Covered the topic of project and its management. Participants in project management as well as its execution. Traditional methods of project management and their advantages and disadvantages. The principle of agile management of software development is described in detail. Various agile methods are described. Comparison with traditional methods. Comparison of various tools for agile project management. Application demonstrated through project management application.

Dissertação de mestrado em Engenharia Industrial (ramo Gestão Industrial), O presente projeto foi desenvolvido no âmbito da conclusão do Mestrado de Engenharia Industrial da Universidade do Minho. Este foi realizado nos Departamentos de Soldadura e Montagem da empresa TSF, tendo como principal objetivo a melhoria dos processos produtivos destes departamentos. Deste objetivo principal resultaram uma série de objetivos específicos, tais como, otimizar tempos previstos; desenvolver formas de representação visuais; aprimorar a política de gestão de stocks e; normalizar processos e procedimentos. Para o efeito, foi realizada uma análise detalhada ao Departamento de Soldadura, através da implementação de um questionário e da aplicação da ferramenta WID e BPMN. Deste modo, foi possível identificar aspetos passíveis de melhoria, tais como: grande discrepância entre tempos previstos e tempos realizados, constantes roturas de stock de consumíveis de soldadura e grandes desperdícios de movimento e de transporte, entre outros. Como forma de melhorar estes aspetos, foram apresentadas as seguintes propostas de melhoria: elaboração de um Excel de correção de tempos previstos, criação de um quadro kanban para o gás de soldadura e implementação do ponto de encomenda para o fio de soldadura, bem como, a aplicação de Gestão Visual em todo o departamento. Adicionalmente, foi realizada uma análise exaustiva ao Departamento de Montagem, através do estudo dos seus processos e procedimentos com o intuito de perceber quais os seus principais problemas. Nos problemas encontrados inclui-se a má comunicação organizacional, a falta de identificação de espaços, a falta de processos e procedimentos documentados e a inexistente preparação de obras de montagem. Para estes problemas apresentaram-se várias propostas de melhoria, nomeadamente, a identificação e codificação de espaços, com recurso à ferramenta 5S, a criação de uma norma de preparação de obras de montagem e a elaboração de uma checklist de verificação do estado das obras de montagem. Por fim, com a implementação destas propostas de melhoria, destacam-se os seguintes resultados: eliminação de roturas de stock de consumíveis de soldadura, otimização de tempos previstos e redução do tempo de procura de stock de sobras em 88%, entre outros., The present dissertation project was developed within the scope of the conclusion of the Master of Industrial Engineering at the University of Minho. This was carried out in the Welding and Assembly Departments of the TSF company, with the main objective of improving the production processes of the departments in question. This main objective resulted in a series of specific objectives, such as, optimizing predicted times; develop forms of visual representation that facilitate communication; improve the stock management policy and; standardize processes and procedures. For this purpose, a detailed analysis of the Welding Department was carried out, through the implementation of a questionnaire and the application of the WID and BPMN tool. In this way, it was possible to identify aspects that could be improved, such as: large discrepancy between predicted and actual times, constant stock outs of welding consumables and large waste of movement and transport, among others. As a way to improve these aspects, the following improvement proposals were presented: elaboration of an Excel to correct predicted times, creation of a kanban board for the welding gas and implementation of the order point for the welding wire, as well as the application of Visual Management across the department. Additionally, an exhaustive analysis was carried out on the Assembly Department, through the study of its processes in order to understand its main problems. The problems encountered include poor organizational communication, lack of identification of spaces, lack of documented processes and procedures and the inexistent preparation of assembly works. For these problems, several improvement proposals were presented, namely, the identification and coding of storage spaces using the 5S tool, the creation of a standard for the preparation of assembly works and the elaboration of a checklist to verify the final state of the assembly works. Finally, with the implementation of these improvement proposals, the following results stand out: elimination of soldering consumables stock breaks, optimization of estimated times and reduction of the search time for leftover stock by 88%, among others.

[ES] La formación de equipos de trabajo permite el desarrollo simultáneo y eficaz de tareas y proyectos. Este hecho supone una gran mejora productiva para las empresas, pero a su vez, implica una serie de retos organizacionales para los directivos. La coordinación, reparto y seguimiento de tareas serán factores clave para la optimización de dichos equipos. Este proyecto de fin de grado tiene por objeto de estudio el análisis de JIRA y su gran gama de posibilidades para sacar el máximo partido al potencial del trabajo grupal. Esta herramienta en línea, además, facilita la dinamización de procesos de negocio gracias a su elevada flexibilidad y capacidad de personalización de instancias a medida, adaptándose a todo tipo de sectores empresariales. JIRA está diseñado para interconectarse con otras herramientas, como Confluence o Bitbucket, todas ellas propiedad de Atlassian, aunque también permite el trabajo colaborativo con aplicaciones de terceros, como Azure o Microsoft Teams. De manera adicional, se tratará en profundidad el papel fundamental que tienen metodologías como Scrum o Kanban dentro de JIRA para conseguir una mejor organización y planificación de las tareas. Todo el estudio sobre este software se fundamenta en las prácticas empresariales que he podido realizar durante varios meses en Inlogiq, compañía que se dedica a la implantación de JIRA. Durante mi estancia allí, he podido comprender la necesidad que tienen muchas empresas de una herramienta de gestión como JIRA, que les permita la dinamización y organización de sus proyectos. Gracias a esta perspectiva y conocimientos adquiridos, se presentará de manera adicional, un caso práctico real donde se documentará el proceso de desarrollo de parte de una instancia de una compañía. De esta forma, quedará patente el poder de la herramienta tanto desde un marco teórico como práctico., [EN] The formation of work teams allows the simultaneous and effective development of tasks and projects. This fact supposes a great productive improvement for the companies, but at the same time it implies a series of organizational challenges for the directors. The coordination, distribution and monitoring of tasks will be key factors for the optimization of these teams. This end-of-degree project aims to study the analysis of JIRA and its wide range of possibilities to make the most of the potential of group work. This online tool also facilitates the dynamization of business processes thanks to its high flexibility and ability to customize / personalize instances, adapting to all types of business sectors. JIRA is designed to interconnect with other tools, such as Confluence or Bitbucket, all of them owned by Atlassian, although it also allows collaborative work with third-party applications, such as Azure or Microsoft Teams. Additionally, the fundamental role of methodologies such as Scrum or Kanban within JIRA to achieve a better organization and planning of tasks will be discussed in depth. All this study on this software is based on the business practices that I have been able to carry out for several months in Inlogiq, a company that is dedicated to the implementation of JIRA. During my stay there, I was able to understand the need that many companies have for a management tool like JIRA, which allows them to streamline and organize their projects. Due to this perspective and all the knowledge acquired, additionally, a practical case will be shown. All the development of a company instance process will be documented. With all this, the power of the tool will be evident from a theoretical and practical framework.

RESUMEN: La finalidad del presente trabajo consiste en profundizar en el conocimiento de las principales metodologías agiles de gestión de proyectos, así como comprender como han de ser implantadas y que consideraciones se han de tener en cuenta. Para poder comprender en profundidad las metodologías agiles es necesario previamente comprender el concepto de proyecto, de gestión de proyectos y los puntos clave que han a través de los cuales se ha dado forma a las metodologías agiles. El concepto de proyecto se estudia bajo el análisis de los tres pilares fundamentales que lo definen: tiempo, recursos y objetivos. Adicionalmente se examina el ciclo de vida de un proyecto. En cuanto a la gestión de proyectos se analiza la evolución de la misma a través de puntos sus puntos o etapas clave. Las metodologías agiles objeto de estudio en este trabajo son Scrum, Kanban, Extreme Programming, SAFE, Agile Inception Design Sprint (Google) y Lean, así como el Manifiesto Ágil como eje vinculante y precursor de todas ellas. También se presentan en las principales herramientas, certificaciones y estándares asociados a cada una de las mitologías Una vez asentados todos los conocimientos presentados previamente se realiza una comparación entre las metodologías agiles estudias. Cabe desatacar que no existe una metodología mejor que otra si no que dependiendo de la casuística concreta una metodología ágil se adaptará mejor que otra. Por ello, el objetivo de la comparativa es analizar la metodología óptima para distintos enfoques empresariales/organizacionales y tipos de proyecto. Como resultado de la comparativa se presentan las principales ventajas, los escenarios y los tamaños de equipo óptimos de uso de cada una de las metodologías. Como conclusión de todo lo anterior y con el objetivo de comprender en detalle cómo se realiza la implantación de una metodología ágil en una empresa se presenta el estudio de un caso práctico. En este caso práctico se realiza el análisis de una empresa y se genera un marco de trabajo personalizado basado en metodologías agiles. ABSTRACT: The purpose of this paper is to deepen the knowledge of the main agile project management methodologies, as well as to understand how they have to be implemented and what considerations have to be taken into account. In order to understand agile methodologies in depth, it is first necessary to understand the concept of project, project management and the key points that have shaped agile methodologies. The concept of project is studied under the analysis of the three fundamental pillars that define it: time, resources and objectives. In addition, the life cycle of a project is examined. The evolution of project management is analysed through its key points or stages. The agile methodologies studied in this work are Scrum, Kanban, Extreme Programming, SAFE, Agile Inception Design Sprint (Google) and Lean, as well as the Agile Manifesto as the binding axis and precursor of all of them. The main tools, certifications and standards associated with each of the mythologies are also presented. Once all the knowledge previously presented has been established, a comparison is made between the agile methodologies studied. It should be emphasised that there is no one methodology that is better than another, but that depending on the specific casuistry, one agile methodology will adapt better than another. Therefore, the objective of the comparison is to analyse the optimal methodology for different business/organisational approaches and project types. As a result of the comparison, the main advantages, scenarios and optimal team sizes of use of each of the methodologies are presented. As a conclusion to all of the above and with the aim of understanding in detail how the implementation of an agile methodology is carried out in a company, a case study is presented. In this case study, a company is analysed and a personalised framework based on agile methodologies is generated. Máster en Empresa y Tecnologías de la Información

Em empresas de produção de bens e produtos, o controle de movimentação física e os custos de estoque estão no radar dos executivos, visto que as organizações buscam na diminuição de custos e velocidade na entrega para a obtenção de resultados competitivos. Diante disso, o objetivo dessa pesquisa é verificar como a curva ABC e o Kanban contribuem na gestão de estoque para componentes do braço de reação produzidas por uma multinacional. A empresa estudada desenvolve e implementa projetos de sistemas de fixação de grande porte em que são necessários braços de reação para proteger o usuário no momento da fixação. A metodologia utilizada nesta pesquisa compreende uma abordagem qualitativa, de cunho exploratório, desenvolvida por meio de um estudo de caso único. Foram entrevistados dois colaboradores da empresa, realizada a análise dos registros de movimentação de estoque e observação direta não participante. Foi identificado que as implantações das ferramentas de gestão de estoque reverteram em benefícios no que tange a organização e a administração de materiais

This work is a supplement to earlier literature reviews of research on the production control scheme known as CONWIP. In this paper, we chronicle the origins of CONWIP and address many of the issue...

The purpose of this study is to show how the implementation of the Kanban system based on ABC/XYZ analysis helps in improving the inventory management system in the supply chain where there is a lack of proper inventory management. Ethiopian pharmaceutical supply agency's distribution network is taken as a case to show the significance of the Kanban system. Monthly data for one year is collected and is accompanied by primary data obtained from direct observation and discussion with the company's management staff. ABC, XYZ, and ABC/XYZ matrix analyses were performed to determine items to be considered in Kanban implementation. By analysis, it is shown that the Kanban system can improve inventory-related costs by about 75%. While the Kanban system is rarely implemented in the pharmaceutical sector so far, it is understood in this study that it can bring improvements in the sector if properly implemented. Though it is shown by analyzing data on how the Kanban system can improve inventory-related costs, it is imperative to practically implement it for validation of its effectiveness.

During the shift from gasoline vehicles to electric ones, auto parts manufacturing companies have realized the importance of improvement in the manufacturing process that does not require any layout changes nor extra investments, while maintaining their current production rate. Due to these reasons, for the auto part manufacturing company, I-company, this study has developed the simulation model of the PUSH system to conduct a process analysis in terms of production rate, WIP level, and logistics work’s utilization rate. In addition, this study compares the PUSH system with other three manufacturing systems -KANBAN, DBR, and CONWIP- to compare the performance of these production systems, while satisfying the company’s target production rate. With respect to lead-time, the simulation results show that the improvement of 77.90% for the KANBAN system, 40.39% for the CONWIP system, and 69.81% for the DBR system compared to the PUSH system. In addition, with respect to WIP level, the experimental results demonstrate that the improvement of 77.91% for the KANBAN system, 40.41% for the CONWIP system, and 69.82% for the DBR system compared to the PUSH system. Since the KANBAN system has the largest impacts on the reduction of the lead-time and WIP level compared to other production systems, this study recommends the KANBAN system as the proper manufacturing system of the target company. This study also shows that the proper size of moving units is four and the priority allocation of bottleneck process methods improves the target company’s WIP and lead-time. Based on the results of this study, the adoption of the KANBAN system will significantly improve the production process of the target company in terms of lead-time and WIP level.

Strategic and tactical capacity planning are critical decisions faced by hospitals. While these problems have received significant attention, current queueing-based approaches do not address realistic healthcare constraints such as blocking, transient arrivals, transient capacity assignments, and surge capacities. A queueing methodology is developed to extend the analysis of these constructs. The methodology developed is generic for hospitals responding to demand surges during epidemics and pandemics such as the recent COVID-19, and in other application areas in manufacturing, supply chain management, and logistics. The medical staff and patient chairs in the emergency room, beds in the operating theater, ICU, and medical/surgical care units are used in patient treatment at a hospital. They can be considered as servers in a system, where capacity and operational policies affect performance measures such as patient throughput. The methodology develops the probabilities from which system performance measures can be estimated for a serial queueing network with blocking. Transient analysis is employed, due to the time varying nature of the patient arrival patterns. The methodology has the capability to analyze different interventions such as increasing and decreasing capacities, and ambulance diversion. In order to handle typical hospital sized problems that result in thousands of ordinary differential equations defining the system probabilities, a transient version of Kanban queueing network decomposition is developed along with procedures for dealing with the discontinuities that arise at capacity changes. Verification/validation is presented along with several scenarios that illustrate the potential application of this methodology in emergency hospital management.

O presente estudo buscou em referências bibliográficas analisar o sistema kanban de uma empresa de análises clínicas e compará-la com o sistema implementado e verificar se a empresa utiliza da versão original, criado inicialmente em conjunto com o Just In Time. Para isso, a teoria serviu como base e acompanhou-se o processo para observar de que maneira funciona o kanban implantado na empresa objeto de estudo. Com isso, após entender o processo que utiliza os cartões de controle para administração de estoque e gestão de pedidos de compra, confirmou-se que o processo não se encaixa dentro das especificações, considerando que o modelo utilizado seria de uma versão adaptada ao modelo de produção empregado. Por meio de coleta de dados do processo, verificou-se a funcionalidade do kanban em sua versão adaptada dentro do sistema operacional, observando suas variações e características próprias que ao final, por mais que haja alterações em sua forma original, o kanban atua de maneira funcional, auxiliando no controle de estoque e de pedidos da empresa.

To understand the benefits of the Lean manufacturing implementation in the Apparel Industry, a project was initiated in Pheonix International, Ludhiana (India). Different lean tools were implemented such as 5S, Kaizen, Poka-Yoke, Kanban, and Andon. Lean tools were implemented in all the departments including a fabric store, CAD lab, spreading and cutting department, sewing department, finishing and packaging department. Implementation of lean tools in apparel industry increases productivity by around 8%. The implementation of lean tools resulted in a reduction of cycle time. The lean tools also result in managing and reducing the garment manufacturing waste and thus increasing quality. At the same time, the organization must have to maintain the effectiveness of lean tools to gain benefits over a period.

The lean manufacturing concept is a systematic minimization of waste and non-value activities in production processes introduced by the Toyota production system. In this research, lean manufacturing is implemented in a cement production line. Value Stream Mapping (VSM) is applied to give a clear picture of the value chain in cement production processes and to highlight the non-value-added in the shop floor. To begin, the existing VSM is constructed based on the information and data gathered during visiting and observing the manufacturing process in the firm. As a result, the excess inventory between workstations was identified as a major waste generation, hence, the proposed VSM conducts further improvement and makes action plans to alleviate the unwanted activities. Then, the takt time to ensure smooth material flow and to avoid any occurring delay or bottleneck in the production line was figured out. The supermarket pull-based production control is suggested to be adopted in the future map. Two pull production strategies are selected in this case. The first is applying the Kanban system to control the level of inventory between workstations. The other is the CONWIP approach to control the amount of work in process to the entire production line. The outcome of the proposed models indicates a decrease of the none-value time from 23 days in the current state to about 4 and 2 days in Kanban and CONWIP systems respectively, so the CONWIP was suggested as most efficient. Some suggestions for further research are also mentioned.

Resumo: As instituições têm a cada dia lidado mais com os níveis elevados de concorrência do mercado, onde os clientes tornaram-se mais exigentes quanto a qualidade dos produtos ofertados, exigindo que as empresas adotem ferramentas para enxugar custos e eliminar desperdícios. Diante deste cenário, surge um problema que merece ser estudado: o Kanban pode ser utilizado como ferramenta para enxugar gastos e diminuir desperdícios nos processos de fabricação? Para compreender como estas empresas podem desenvolver processos mais competitivos e se manterem ativas no mercado, o presente artigo tem por objetivo analisar a importância do método Kanban e sua aplicação gerencial dentro das instituições. O mesmo foi desenvolvido utilizando uma abordagem qualitativa, através de uma revisão bibliográfica. Como resultado, foi possível observar que a melhora do desemprenho da instituição pode ocorrer quando os administradores fazem uso da Gestão da Qualidade total, das ferramentas da qualidade, do método Kanban e de recursos como o Just-in-Time, esses recursos contribuem diretamente para a diminuição dos desperdícios, dos volumes de estoques e principalmente para uma redução dos custos das mercadorias. Compreende-se também que estas ferramentas surgiram como uma necessidade para algumas empresas e no período eram consideradas diferenciais competitivos, porém, com o aumento da competitividade elas se tornaram itens essenciais para uma organização eficiente. Torna-se interessante que futuros estudos, direcionados a estas ferramentas, abordem a diversidade de aplicações que podem ser feitas das mesmas, em diferentes ambientes, colhendo assim os resultados dos seus desempenhos. Palavras–Chave: Gestão da qualidade, gesta da qualidade total, o método Kanban

Atualmente, a exigência e pressão do mercado sentida pelas empresas para entregarem produtos de qualidade aliada à redução de custos implica a definição de novas estratégias de negócio que passam pela aposta na melhoria da eficiência e qualidade, com o objetivo de alcançar a excelência operacional. Neste contexto, este trabalho apresenta um estudo realizado numa unidade industrial de produção de peças e componentes para a indústria automóvel, que surge da necessidade de implementar melhorias no processo produtivo, por forma a reduzir desperdícios e custos inerentes aos mesmos. Assim, numa fase inicial do projeto, foi necessário entender o contexto e os pontos críticos tendo, para o efeito, sido efetuada uma análise à situação atual dos processos. Posteriormente, foram desenvolvidas três propostas de melhoria, com base na aplicação de práticas e ferramentas Lean, para dar resposta aos objetivos propostos. Na primeira proposta, foi aplicada a ferramenta Value Stream Mapping (VSM) que permitiu identificar oportunidades de melhoria no processo e as respetivas ações a implementar, numa ótica de redução de desperdícios de tempo, defeitos e stocks e, consequentemente, redução do lead time do processo. A segunda proposta de melhoria teve como objetivo eliminar um dos desperdícios previamente identificados com base na ferramenta VSM, desperdício esse relacionado com o tempo alargado de setup nos dois postos de trabalho da montagem. A juntar a este, surge também o objetivo de melhorar a organização do posto de trabalho e reduzir o risco de lesões músculo-esqueléticas, sendo que a solução proposta passou pelo estudo de um novo método de abastecimento por kanban, que possibilitou a redução de cerca de 70% do tempo de setup e redução de cerca de 50% do risco de lesões músculo-esqueléticas. A terceira proposta de melhoria consistiu no desenvolvimento de uma nova embalagem para as peças de aftermarket, em que foram apresentadas duas soluções possíveis no sentido de reduzir o tempo de ciclo do processo de embalagem, obtendo-se uma redução de 9% e 34%, que resultou numa estimativa de ganhos anuais com materiais e mão de obra de 7576,36€ e 3645,31€, respetivamente. Nowadays, the demand and market pressure felt by companies to deliver quality products allied to cost reduction plans implies the definition of new business strategies which involves a commitment to improving processes efficiency, quality, and availability, to achieve operational excellence. In this sense, this work presents a study conducted in an industrial unit that produces parts and components for the automotive industry and arises from the need to implement process improvements to reduce waste and related costs. Thus, at an early stage of the project, it was necessary to understand its context and critical points and, for this purpose, an analysis of the current situation of processes was conducted. Subsequently, three improvement proposals were developed, based on the application of Lean practices and tools, to respond to the proposed objectives. In the first proposal, Value Stream Mapping (VSM) tool was applied, which made it possible to identify opportunities for process improvement and respective actions to be implemented, focused on reducing and, consequently, reducing process lead time. The second proposal aimed to eliminate one of the problems previously identified with VSM tool, a waste related to the extended setup time in two assembly workstations. In addition to this, there is also the objective of improving workplace organization and reducing the risk of musculoskeletal injuries. The proposed solution involved a study of a new supply method using kanban, which made it possible to reduce about 70% of setup time and about 50% of risk of musculoskeletal injuries. The third improvement proposal consisted in developing a new packaging for aftermarket parts, in which two practical solutions were presented to reduce the packaging process cycle time, resulting in a reduction of 9% and 34%, that would reduce material and labor costs in 7576,36€ and 3645,31€, respectively. Mestrado em Engenharia e Gestão Industrial

Nos dias de hoje, com o aumento da competitividade entre as empresas, é percetível que só se destacarão aquelas que conseguirem explorar ao máximo os recursos disponíveis dentro das suas próprias instalações. No âmbito da indústria de duas rodas, o Covid-19 proporcionou um aumento súbito no número de encomendas em Portugal, a qual consta a empresa Miranda & Irmão, LDA localizada em Águeda. Por forma a acompanhar a procura no mercado, a empresa tem insistido na implementação gradual de conceitos e ferramentas Lean, no sentido de otimizar os processos produtivos, reduzir custos e lead time, melhorar a qualidade dos seus produtos, satisfazendo, assim, o cliente. O relatório reporta vários trabalhos nesse âmbito da melhoria contínua, diretamente no gemba, com o propósito de procurar identificar e eliminar desperdícios, executando apenas atividades que, na ótica do cliente, acrescentem valor ao produto final. O projeto decorreu numa das secções produtivas mais críticas ao nível da produtividade, a Tampografia e Embalamento, sendo esta uma das últimas secções do processo produtivo antes da expedição do produto final. Cada melhoria proposta resultou de uma abordagem metodológica que passou inicialmente pela observação e análise do processo/tarefa com o intuito de identificar desperdícios e recolher feedback dos colaboradores envolvidos, a fim de implementar a ferramenta correta, como 5S, Gestão Visual, Ciclo PDCA, Kaizen Diário, SMED, Kanban, Supermercado e Bordo de Linha. Realçar que o acompanhamento no início e durante o processo foi fundamental. Em termos de resultados, as intervenções feitas proporcionaram melhorias, estando estas especificadas em termos de desperdícios eliminados (no âmbito dos tradicionais oito desperdícios Lean) e quantitativamente, quando possível, relativas à redução de recursos, financeiros e humanos. De salientar que nem todas as melhorais atingiram o valor objetivo da produtividade, devido a fatores como adaptação e complexidade das intervenções. No entanto, para os procedimentos em cursos, prevê-se a continuidade das intervenções (trabalho futuro) com expectativa de obtenção de resultados positivos num futuro próximo. Nowadays, with the increase in competitiveness among companies, it is noticeable that only those who can make the most of the resources available within their own facilities will stand out. Within the framework of the two-wheeled industry, Covid-19 provided a sudden increase in the number of orders in Portugal, which includes Miranda & Irmão, LDA located in Águeda. To keep up with demand in the market, the company has insisted on the gradual implementation of Lean concepts and tools, in order to optimize production processes, reduce costs and lead time, improve the quality of its products, thus satisfying the customer. The report reports several works in this field of continuous improvement, directly in the gemba, with the purpose of seeking to identify and eliminate waste, performing only activities that, from the customer's point of view, add value to the final product. The project took place in one of the most critical production sections in terms of productivity, tampography and packaging, being one of the last sections of the production process before the dispatch of the final product. Each proposed improvement resulted from a methodological approach that initially went through the observation and analysis of the process/task to identify waste and collect feedback from the employees involved, in order to implement the correct tool, such as 5S, Visual Management, PDCA Cycle, Kaizen Daily, SMED, Kanban, Supermarket and Line Board. Highlight that monitoring at the beginning and during the process was essential. In terms of results, the interventions made have provided improvements, which are specified in terms of waste eliminated (in the context of the traditional eight Lean wastes) and quantitatively, where possible, relating to the reduction of resources, financial and human. It should be noted that not all improvements reached the objective value of productivity, due to factors such as adaptation and complexity of interventions. However, for the procedures in courses, it is expected the continuity of interventions (future work) with the expectation of obtaining positive results in the near future. Mestrado em Engenharia e Gestão Industrial

Dissertação de Mestrado em Engenharia e Gestão Industrial apresentada à Faculdade de Ciências e Tecnologia Devido à globalização e ao forte crescimento que encontramos hoje na indústria de produção de componentes de bicicleta, a flexibilidade e a capacidade de resposta rápida são duas das características fundamentais que permitem a uma empresa fazer face à variabilidade do mercado e às exigências do consumidor, ganhando margem em relação aos oponentes. Porém, para manter os níveis de flexibilidade, garantindo a satisfação dos clientes, podem estar implícitos custos adicionais quando não executados de uma forma correta. Assim, esta dissertação, realizada em contexto empresarial, nas instalações da SRAMPort – Transmissões Mecânicas Lda., surge do interesse da implementação de um método de controlo e planeamento estável e capaz de sequenciar a produção, garantindo uma redução nos tempos de stockout, sem a necessidade de uma intervenção sistemática como é feita atualmente na fábrica. Deste modo, foi realizada uma pesquisa bibliográfica, onde foram encontrados estudos que relacionavam o sistema de planeamento e controlo de produção Kanban, atualmente utilizado pela empresa onde o trabalho foi desenvolvido, e a prática Heijunka. Posteriormente, foi desenvolvido um modelo de simulação de eventos discretos, de modo a estudar o sistema e os parâmetros da metodologia de controlo e planeamento atual. Após analisados os resultados, verificou-se que o principal constrangimento do planeamento atual consistia na quantidade de stockouts no sistema. Posto isto, foi realizada uma análise de cenários, onde foi possível identificar quais os efeitos que as alterações de certos parâmetros tinham no output do modelo, afetando o sequenciamento de produção. Foram obtidos resultados positivos, tendo sido descritos cenários que permitem a redução do stockout previsto de até setenta e sete por cento, com um possível aumento do nível de stock médio, algum acréscimo no volume de lotes no sistema, sem a sua sobrecarga, e aumentos de produção de até dois por cento. No final, foram propostos vários cenários qualificáveis para a implementação em fábrica com melhorias significativas. Due to globalization and the strong growth, we find today in the bicycle component manufacturing industry, flexibility and quick responsiveness are two of the key characteristics that allow a company to cope with market variability and consumer demands, achieving a margin over its opponents. However, to maintain certain levels of flexibility while ensuring consumer satisfaction, additional costs may be implicit when not executed in a correct manner. Thus, this dissertation, carried out at SRAMPort - Transmissões Mecânicas Lda., results from the interest of implementing a stable planning and control method capable of sequencing the production and ensuring a reduction in stockout times, without the need for a systematic intervention, as it is currently performed in the factory.Thus, a literature search was conducted, where studies were found that relatedthe Kanban production planning and control system, currently used by the company where the work was developed, and the Heijunka practice. Subsequently, a discrete event simulation model was developed to study the system and the parameters of the current planning and control methodology. After analysing the results, it was found that the main constraint of the current planning consisted in the amount of stockouts in the system. That being said, a scenario analysis was performed, where it was possible to identify the effects that changes in certain parameters had on the model output, affecting the production sequencing.Positive results were obtained, where were described scenarios that allow a reduction in the expected stockout of up to seventy seven percent, with a possible increase in the average stock level, some increase in the volume of batches in the system, without overloading it, and production increases of up to two percent. In the end, several scenarios qualifying for factory implementation with significant improvements were proposed.

Moderne metode upravljanja projektima, gdje pripadaju i agilne metode, se fokusiranju na ciklusima koji se provode iterativno i općenito traju kraće od faza tradicionalnih metoda. Neke od agilnih metoda upravljanja projektom su Scrum, Kanban tablica i ekstremno programiranje (skraćeno XP). Agilne metode su usmjerene na brzu isporuku rezultata projekta, pri čemu je veliki fokus na zadovoljstvu klijenta i/ili mušterije te na suradnju i konstantnu povratnu informaciju od strane klijenta. Alati za upravljanje projektima agilnim metodama su prijeko potrebni te ovaj diplomski rad se bavi izradom jednog takvog alata u kojem je također moguće promijeniti korištenu agilnu metodu u bilo kojem trenutku projekta. Radi se o web aplikaciji naziva Agile na koju se mogu registrirati voditelji projekta te stvoriti novi projekt kojemu se mogu dodavati članovi i zadaci projekta. Web aplikacija Agile se može koristit za upravljanje projektom u jednoj od agilnih metoda, scrum, kanban ili ekstremno programiranje. Za izradu web aplikacije Agile korištene su tehnologije Spring Boot, Vaadin, Microsoft SQL Server i JDBC API za programski jezik Javu. Modern methods for project management, which includes agile methods, focus on cycles which are done iteratively and usually last shorter than phases in traditional methods. Some of the agile methods for project management are Scrum, Kanban table and Extreme Programming (XP). Agile methods are directed towards a fast delivery of product with a big focus on client satisfaction and constant client cooperation and feedback. Tools for agile project management are needed a lot so this thesis is about creating one such tool in which it is possible to switch between multiple agile methods at any point during the project. It’s about a web application called Agile where project managers can register their account and create a project in which project members and tasks can be added. Web application Agile can be used for project management in one of the agile methods, scrum, Kanban or extreme programming. Some of the technologies used to create this app are Spring Boot, Vaadin, Microsoft SQL Server and JDBC API for Java.

Presentacion de 8 Pasos de Kotter para la aplicación de Cambios en Transformación Digital

Due to changing technology and acceleration of digitalization, epidemics, and difficulties in the economy, it is difficult for businesses to develop their marketing and revenue management in a balanced and sustainable way, because of the rapidly changing needs and expectations of the customers. For businesses to achieve success quickly in line with the changes they have encountered, they need to add new talents to their structures. It is of great importance that the agility criterion be adapted to the business, especially in the adaptation of the business to the rapidly progressing digitalization. Agility, which first started in the field of mass production in the business, then continued in all production areas and over time has begun to be used in other areas such as human resources, supply chain, and organization. The rapid adaptation provided in many areas of the business through agility is called agile marketing in the field of marketing. The agile marketing structure is a type of iterative approach, with the application of Kanban, Scrum, Scrumban, and other agile methodologies. Managing the external and internal problems faced by the business with an agile marketing structure, will provide the company with the opportunity to try new methods to turn these problems into opportunities. Therefore, with the implementation of an agile marketing structure within the company, the actions to be taken in the field of marketing will be rapidly adapted in regard of all external and internal problems faced by the enterprise., Değişen teknoloji ve dijitalleşmenin hızlanması, salgın hastalıklar, ekonomide yaşanan dalgalanmalar ve tüm bunlardan dolayı müşterinin hızla değişen ihtiyaç ve beklentilerinden kaynaklı işletmelerin pazarlama ve gelir yönetimini dengeli ve sürdürülebilir bir şekilde ilerletebilmesi zorlaşmaktadır. İşletmelerin karşılaşmış olduğu değişimler doğrultusunda hızlı bir şekilde başarı elde edebilmesi için yeni yetenekleri kendi bünyelerine eklemeleri gerekmektedir. Özellikle bu değişimler arasında hızla ilerleyen dijitalleşmeye işletmenin uyum sağlamasında çeviklik kriterinin işletmeye adapte edilmesi önem arz etmektedir. İşletmede ilk olarak seri üretim alanında başlamış olan çeviklik sonrasında tüm üretim alanlarında devam ederek zamanla insan kaynakları, tedarik zinciri, organizasyon gibi diğer alanlarda da kullanılmaya başlanmıştır. Çeviklik ile işletmenin birçok alanında sağlanan hızlı uyumun pazarlama alanındaki ismi çevik pazarlamadır. Çevik pazarlama yapısı; Kanban, Scrum, Scrumban ve diğer çevik metodolojilerin uygulanması ile sürekli olarak yinelemeli bir yaklaşım türüdür. İşletmenin karşılaşmış olduğu dış ve iç kaynaklı sorunları çevik pazarlama yapısı ile yönetmek, karşılaşılmış olan sorunları fırsatlara çevirebilmek için işletmeye yeni yöntemler deneme imkanı sunacaktır. Bu nedenle işletme içerisinde çevik pazarlama yapısının uygulanması ile işletmenin dış ve iç kaynaklı karşılaştığı tüm problemler karşısında pazarlama tarafında alınacak olan aksiyonlara hızlı bir biçimde uyum sağlanacaktır.

Project management is an ever-evolving field that requires a combination of approaches to be successful. Each of the methodologies offers unique principles of project management from the initial stage to completion. When choosing a methodology, it is necessary to take into account quite a few factors: the field of activity, project priorities, project complexity, specialization of roles, and the scope of the organization. With the right project management methodology in place, you can improve the efficiency of project delivery and implement processes that work for the team and the organization. The proposed work is devoted to the development and research of the method of choosing a project approach based on the "Cynefin" model. the proposed method makes it possible to more effectively choose a project management methodology, taking into account the factors of influence specifically on international projects that are not aimed at software development. The developed method is based on the concept of a risk assessment tool. The model that formed the basis of the method is presented in the form of a coordinate system, on the axis of which the characteristics of the project are plotted, the number of axes depends on the parameters of the project, which are appropriate to use. For each parameter, the characteristics that influence the project activity process to the greatest extent are selected. International experts and the customer determine and agree on the number and characteristics of the parameters to be plotted on the diagram. The obtained diagram with the characteristics of the methodology is an intermediate result of the model. It allows you to visually display the possibilities of applying one or another methodology within the available parameters. To investigate the effectiveness of the developed method, the work analyzed the international project on the development of gas cleaning devices for ventilation systems, the model was tested by comparing its initial parameters with the available parameters and their characteristics at the time of project implementation, after which the obtained data were plotted on a diagram. In the future, the ratio of the diagram of the characteristics of the project with the diagram of the characteristics of the methodologies was performed. The obtained results confirm the significant advantages of the developed model, as they allow to choose the appropriate project management methodology, due to which the risks of disruption of the project terms are minimized, at least the risk of closing the project due to an increase in financial requirements or non-fulfillment of obligations to the customer. In addition, the choice of the appropriate methodology can significantly improve and facilitate the work processes on the project., Управління проєктами – галузь, що постійно розвивається, для успішної роботи в якій необхідно застосовувати поєднання декількох підходів. Кожна з методологій пропонує унікальні принципи ведення проєкту від початкової стадії до завершення. Під час вибору методології необхідно враховувати доволі багато чинників: сферу діяльності, пріоритети проєкту, складність проєктів, спеціалізацію ролей, обсяг організації. Маючи в своєму розпорядженні правильну методологію управління проєктами, можна підвищити ефективність реалізації проєктів і впровадити процеси, придатні для команди й організації. Пропонована робота присвячена розробці і дослідженню методу вибору проєктного підходу на основі моделі «Cynefin». Запропонований метод дає змогу ефективно проводити вибір методології управління проєктом з врахуванням факторів впливу саме на міжнародні проєкти, що не спрямовані на розроблення програмного забезпечення. Розроблений метод побудовано на концепції інструменту оцінки ризиків. Модель, що лягла в основу методу, представляється у вигляді системи координат, на осі якої наносяться характеристики проєкту, кількість осей залежить від параметрів проєкту, які доцільно використовувати. Для кожного параметра вибираються характеристики, які впливають на процес проєктної діяльності найбільшою мірою. Міжнародними експертами і замовником визначаються та узгоджуються кількість і характеристики параметрів, що наносяться на діаграму. Отримана діаграма із характеристиками методології є проміжним результатом моделі. Вона дає змогу наочно відображати можливості застосування тієї чи іншої методології у межах наявних параметрів. Для дослідження ефективності розробленого методу в роботі проведено аналіз міжнародного проєкту з розроблення газоочисних пристроїв для вентиляційних систем, апробація моделі проходила шляхом порівняння його вихідних параметрів з наявними параметрами та їхніми характеристиками на момент реалізації проєкту, після чого наносились отримані дані на діаграму. Надалі було виконано співвідношення діаграми характеристик проєкту з діаграмою характеристик методологій. Отримані результати підтверджують суттєві переваги розробленої моделі, оскільки допомагають вибрати відповідну методологію управління проєктом, за рахунок чого мінімізувати ризики зриву термінів проєкту, як мінімум ризик закриття проєкту через зростання фінансових вимог чи невиконання зобов'язань перед замовником. Крім того, вибір відповідної методології може значною мірою підвищити і полегшити процеси роботи над проєктом.