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This paper presents a continuous improvement (CI) project based on the application of Lean Six Sigma (LSS) methodology. This project was carried out at coffee manufacturing industry located in northern area of Malaysia. The focus of this presented CI project is to improve the weight inconsistency problem of coffee powder packaging. The presented CI project was mainly guided with Six Sigma methodology of Define, Measure, Analyze, Improve and Control (DMAIC) steps, and related Lean tools applications. The step of Define summaries the overall view of CI project. In the step of Measure, current level of sigma based on defect per million of opportunities (DPMO) calculation was determined. Initially, 6% of rejected products were recorded, which it presents the sigma level at 3.1. In the step of Analyze, a series of team-based activities towards root cause identification was carried out. It included the applications of cause effect (CE) analysis and possible causes prioritization and close observations on packaging process. In the step of Improve, the related Lean tool was proposed to improve the problem under study. In the final step of Control, related supportive actions were suggested to sustain the effectiveness of the proposed solution. There are fourteen possible causes are initially identified in CE analysis and based on team’s evaluation process of possible causes prioritization four causes are collectively to be the most possible of root cause(s). Three close observation sessions were carried out to finalize the most possible root cause of the problem. Result strongly suggested that the high variation of coffee powder’s size and inconsistency is the root cause. An improvement strategy based on Lean Manufacturing approach called ‘poka yoke’ is proposed. The proposed improvement strategy was then validated based on real packaging process scenario. Result shows that the proposed improvement strategy is significantly effective to solve the problem with 0% of reject product was recorded so far, where it is not only produced the product within the acceptable weight of 215 and 208 grams, but also presents the reduction of weight fluctuation that close to ideal weight of 208 grams.

Este proyecto técnico que ha sido propuesto en la empresa metal mecánica “DICOMAHI S.A.”, situada en el cantón del Guayas de la provincia de Guayaquil, empresa dedicada al Diseño Construcción y Mantenimiento de maquinarias de todo tipo de las diferentes áreas industriales alimenticia, agrícola, pesquera, plástica y equipos camineros, en la que se analiza la productividad y el entorno de las áreas del proceso productivo, ya que en el mercado actual, las empresas tanto; grandes, medianas o pequeñas deben ser eficientes y dar seguridad laboral a sus colaboradores mejorando el flujo de trabajo de cada proceso. This technical project that has been proposed in the metal-mechanical company "DICOMAHI SA", located in the canton of Guayas in the province of Guayaquil, a company dedicated to the Design, Construction and Maintenance of machinery of all kinds of the different industrial areas, food, agriculture, fishing, plastic and road equipment, in which productivity and the environment of the areas of the production process are analyzed, since in the current market, companies both; large, medium or small must be efficient and provide job security to their employees by improving the workflow of each process.

Der Schwerpunkt dieser Dissertation liegt in der Einführung von 5S in einem Prüflabor für Verpackungen für gefährliche Güter in Deutschland. 5S ist die Grundlage der kontinuierlichen Verbesserung und hat das Ziel, den Arbeitsplatz in Bezug auf Effizienz, Platz, Suchzeiten für Geräte, Sicherheit und Sauberkeit zu verbessern. 5S strebt nicht nur eine Verbesserung der gesamten Organisation an, sondern ermutigt die Mitarbeiter, ihre Arbeitsabläufe ständig zu verbessern. 5S dient dazu, verschiedene Verschwendungen in einem Unternehmen zu ermitteln und diese zu beseitigen. Obwohl 5S in den 1980er Jahren eingeführt worden sein soll, wurde es im Prüflabor nicht umgesetzt. Im Prüflabor für Gefahrgutverpackungen fehlte es an grundlegenden Ebenen der Organisation, Ordnung und Sauberkeit. Das Ziel dieser Untersuchung war die Einführung von 5S im Prüflabor und die Bewertung der wahrgenommenen Verbesserungen der vorgegebenen abhängigen Variablen vor und nach der Einführung von 5S. Die Teilnehmer, die die Bewertung durchgeführt haben, waren Mitarbeiter des Prüflabors und nahmen an einer Prä-Test-Post-Test-Umfrage teil, die sich auf Suchzeiten für Geräte, Sauberkeit, Arbeitseffizienz, Arbeitssicherheit, Arbeitsraum und Produktverfügbarkeit konzentrierte. Die Ergebnisse der Studie zeigten eine durchschnittliche Reduzierung des Parameters Suchzeit von 1056 Stunden (44 Tage) pro Jahr vor der Einführung auf 88 Stunden (3,6 Tage) pro Jahr nach der Einführung. Das 5S-Programm erzielte eine wahrgenommene Verbesserung der abhängigen Variablen, und es wurde der Schluss gezogen, dass die Einführung erfolgreich war. The focus of this dissertation is on the implementation of 5S in a Packaging for Dangerous Goods Testing Laboratory in Germany. 5S is the foundation of continuous improvement and has the goal of improving the workplace in terms of efficiency, space, equipment search times, safety, and cleanliness. 5S not only strives to improve the whole organization but encourages employees to constantly improve work processes. 5S is used to identify various wastes of a company and aims to eliminate these wastes. Although 5S is said to have been established in the 1980´s, it had not been implemented in the testing laboratory. The dangerous goods packaging testing laboratory was lacking in basic levels of organization, orderliness, and cleanliness. The aim of this research was to implement 5S in the testing laboratory and evaluate the perceived improvements of predetermined dependant variables before and after the implementation of 5S. The participants that were subjected to the evaluation were employees of the testing laboratory and took part in a pre-test post-test survey that focused on equipment search times, cleanliness, work efficiency, work safety, workspace, and product availability. The results of the study showed an average reduction of the search time parameter from 1056 hours (44 days) per year before implementation to 88 hours (3.6 days) per year post implementation. The 5S program achieved a perceived improvement of the dependent variables and it was concluded that the implementation was successful. Abweichender Titel laut Übersetzung der Verfasserin/des Verfassers Masterarbeit Wien, FH Campus Wien 2022

In this paper we present the re-engineering process of an assembly line that features speed reducers and multipliers for agricultural applications. The product operates as an interface between an input torque, typically supplied by an agricultural vehicle, and an output torque, generally moving specific equipment placed on a trolley equipped with a tow hook. The "as-is'' (initial version) line was highly inefficient due to several critical issues, including the high age of the machines, a non-optimal arrangement of them in the shop floor, and the absence of controls and process standards. These critical issues were analysed with the tools offered by Lean Manufacturing, which made it possible to identify irregularities and operations that require effort (Mura), overload (Muri), and waste (Muda). The definition of the "to-be'' (new version) assembly line included actions to update the department layout, to modify the assembly process and to design the line feeding system in compliance with the well-known concepts of Golden Zone and Strike Zone. The whole process addressed, in particular, the problem of the incorrect assembly of the oil seals. The registered error was mainly caused by the difficulty in visually identifying the correct side of the assembled oil seal, and by the mental fatigue of operators at the end of the shift. The solution studied in this paper resulted in a Poka-Yoke solution, which, leveraging the modern technologies and methods of deep learning and computer vision, monitors the process flow of the operators through a camera, preventing its completion in the event of an assembly error.

[ES] Este trabajo que a continuación se presenta, está basado en una aplicación de herramientas de mejora de la productividad en una planta de fabricación de etiquetas para la confección textil. La idea del trabajo parte de la observación que he realizado durante mi periodo de prácticas, en el cual he ido pasando por los diferentes departamentos. Desde que empecé he tenido la inquietud de mejorar diariamente en aspectos que he considerado vitales para mejorar la productividad y que ahora plasmaré en este trabajo. Durante mi formación académica he realizado asignaturas relacionados con las herramientas destinadas a la mejora de la productividad y son estas las que deseo desarrollar. Mejora Continua, Producción Esbelta, 5S, Kanban, Poka Yoke, Despilfarros, Kaizen..., conceptos basados en la filosofía Lean Manufacturing son en los que centraré este trabajo de final de carrera.

El objetivo principal de este proyecto ha sido la aplicación de las herramientas de la filosofía Lean Manufacturing a la cadena de valor de RJ S.A.S una empresa del sector cárnico, con el fin de diseñar una serie de propuestas enfocadas a la eliminación de mudas. Esta serie de propuestas se plantearon para aumentar la productividad de la empresa para que de esta manera pueda aspirar a una mejor posición en el mercado actual. Para el desarrollo de este objetivo se planteó una metodología que consiste en 4 fases. La primera, se enfocó a la conformación de un grupo de ayuda, el cual suministró la información bajo la cual se trabajó. La fase dos identificó que actividades provocaban una disminución de la productividad, estas se analizaron para llegar a la causa-raíz de cada una de ellas. La tercera fase relaciona las actividades, anteriormente analizadas, junto con la técnica o herramienta lean que mejor pudiera solucionar los desperdicios causados por estas. Por último, la cuarta fase tomo en consideración el factor financiero, relacionando los costos del proyecto y su rentabilidad. El contenido de los resultados obtenidos, se ha dividió en tres grandes grupos: A. Aplicación de metodología Lean para la identificación de desperdicios: En primer lugar, se han analizaron los diferentes actores que intervienen en el proceso productivo a través de las herramientas las Lean Manufacturing VSM, estandarización de procesos y cuestionario de mudas. B. Aplicación de técnicas lean para la solución de desperdicios: Una vez identificadas las mudas causantes de la baja productividad, se asignaron a los procesos: Embutido, Homogenización y Cocción, las técnicas SMED. POKA YOKE y TPM, respectivamente. C. Análisis de la rentabilidad del proyecto: Por último, se presentó un flujo de caja donde se consideraron los ingresos y los costos una vez implementadas las diferentes propuestas de mejoras, esto con el objetivo de analizar la rentabilidad del proyecto. The main objective of this project has been the application of the tools of the Lean Manufacturing philosophy to the value chain of RJ S.A.S, a company in the meat sector, in order to design a series of proposals focused on the elimination of molts. These series of proposals were made to increase the productivity of the company so that in this way it can aspire to a better position in the current market. For the development of this objective, a methodology consisting of 4 phases was proposed. The first one focused on the formation of a support group, which provided the information under which it worked. Phase two identified which activities caused a decrease in productivity, these were analyzed to get to the root cause of each of them. The third phase lists the activities, previously analyzed, together with the lean technique or tool that could best solve the waste caused by them. Finally, the fourth phase took into consideration the financial factor, relating the costs of the project and its profitability. The content of the results obtained has been divided into three large groups: A. Application of the Lean methodology for the identification of waste: First, the different actors that intervene in the production process have been analyzed through the Lean tools Manufacturing VSM, process standardization and dump questionnaire. B. Application of lean techniques for the solution of waste: Once the seedlings causing the low productivity were identified, the techniques that were assigned to the processes: Stuffing, Homogenization and Cooking, were SMED, POKA YOKE and TPM, respectively. C. Analysis of the profitability of the project: Finally, a cash flow was presented where the income and costs were considered once the different improvement proposals had been implemented, this with the aim of analyzing the profitability of the project. Ingeniero Industrial http://unidadinvestigacion.usta.edu.co Pregrado

Examensarbetet utfördes på Volvo Construction Equipments anläggning i Hallsberg. Projektet utgick på att studera materialhanteringen i tankmonteringen. VCE monterar idag cirka 50 hydraul- och bränsletankar om dagen och har uppemot 20 olika typer av tankar för Volvos hjullastare och ramstyrda dumprar. Tankarna monteras i ett rum med renhetsklassning vilket utgör svårigheter i hur bland annat material får hanteras och förvaras i rummet. Idag förvaras materialet för dessa tankar i monteringslokalen i de fyra monteringsstationerna. Monteringsstationerna har begränsat med plats för material och behöver återfyllas ifrån mellanlagret utanför lokalen. Kundavvikelser på grund av fel monterade tankar är ett problem och kan ha koppling till materialet. I Volvo CE:s ständiga utvecklingsarbete med effektivitet och kvalitetssäkring i fokus ifrågasätts dagens läge inom materialhantering och kvalitetssäkring. Volvo CE misstänker att läget idag inte är optimalt och önskar en utredning på hur materialhanteringen kan effektiviseras för framtida produkter med hänsyn till renhetssklassningen samt hur monteringsfel kan minimeras med eventuella hjälpmedel. Efter observationer samt samtal med montörer och ansvariga kunde en nulägesbeskrivning skapas i syfte få en överblick över problemområdet och inhämta kunskap om projektets avgränsningar. Utifrån observationer och intervjuer ur ett Lean-perspektiv samt med Lean-verktyg utformades en nulägesanalys. Slöserier identifierades med 7+1 metoden, tankmonteringen visade brister i 5S arbetet. Rotorsaksanalyser på 7+1 slöserierna och bristerna i 5S utfördes och förbättringsmöjligheter visades. Kittning som med i materialförsörjningen presenterades som förbättringsförslag där materialhanteringen skulle minimeras för montörerna vilket skulle leda till ökat fokus och ökad kvalitet på monteringen. Kittning eliminerar även behovet till att förvara material i monteringslokalen. VCE rekommenderas att i det fortsatta arbetet studera följande: • Hur kittning kan implementeras på olika nivåer i tankmonteringen• Poka Yoke. Hur risken för felplock eller felmontering kan minimeras med hjälp om konstruktioner eller färgkodningar• Digitalisering av monteringslokalen. Datorer vid varje bås med ständigt uppdaterade monteringsrutiner kan minimera risken för fel., This thesis was carried out at Volvo Construction Equipment's facility in Hallsberg. The project was based on studying material handling in the tank assembly. VCE currently assembles about 50 hydraulic and fuel tanks a day and has up to 20 different types of tanks for Volvo wheel loaders and dump trucks. The tanks are mounted in a room with purity rating which poses difficulties in how materials may be handled and stored in the room, among other things. Today, the material is stored for these tanks in the assembly room of the four assembly stations. The assembly stations have limited space for materials and need to be refilled from the supermarket outside the premises. Customer returns due to faulty assembled tanks are a problem and may be related to the material handling. Volvo CE's continuous development work with efficiency and quality assurance in focus calls into question the current situation in material management and quality assurance. Volvo CE suspects that the situation today is not optimal and asks for an investigation into how material handling can be made more efficient for future products considering the cleanliness-controlled environment and how assembly errors can be minimized with any aids. After observations as well as conversations with fitters and managers, a present-mode description could be created in order to get an overview of the problem area and gain knowledge of the project's boundaries. Based on observations and interviews from a Lean perspective and lean tools, a current situation analysis was designed. Wastes were identified using the 7+1 method, the tank assembly showed shortcomings in the 5S work. Root cause analyses of 7+1 waste and the shortcomings of 5S were carried out and opportunities for improvement were demonstrated. . Kitting presented as an improvement proposal in which material handling would be minimized for fitters, which would lead to increased focus and increased quality of assembly. Kitting also eliminates the need to store materials in the assembly room. VCE is recommended to study the following: • How Kitting can be implemented at different levels in the tank assembly• Poka Yoke. How the risk of error picking or faulty assemblies can be minimized by using new designs or color codings.• Digitization of the assembly room. Computers at each booth with constantly updated assembly routines can minimize the risk of errors.

One of the activities of the Karawang ADM Engine Plant in component export is to mix part packing, which is the process of combining several component parts with a certain quantity box into one pallet. This is done to streamline delivery to the destination country. This research was conducted to analyze problems and make improvements in order to achieve the target of zero flow out with the Poké Yoke approach, to design processes or tools so that errors do not occur or at least can be detected or corrected. The flow out occurs when the clip hose part separates from the module and the part way brake actuator is left in the consumable area. Identify the problem using why analysis and the main factors that cause the flow out of man, methods, and environment factors. Some improvement ideas based on Poké Yoke ideas are presented at the end.

Zaradi večjega naročila kupca bo treba dvigniti produktivnost linije ali kupiti dodatno montažno linijo, kar bi bil prevelik finančni zalogaj. Dviga produktivnosti in krajšanja časa takta se lahko lotimo na različne načine. Za zelo učinkovite so se izkazale metode vitke proizvodnje in MTM analiza, s katero se analizirata čas dela in ergonomska razmestitev naprav in materiala. S temi ukrepi in analizami smo ugotovili, da lahko zahtevani takt kupca dosegamo s tremi delavci in želene kupčeve količine proizvajamo brez večjih dodatnih investicij na obstoječi liniji. Znižali smo čas takta na potrebnih 50 s/kos ter izboljšali izkoriščenost delavcev in naprav za 35 %. Due to a higher customer’s order, it will be necessary to raise the productivity of the line or to purchase an additional assembly line, which would be an excessive financial burden. Increasing productivity and shortening the takt time can be achieved in many ways. Lean production methods and MTM analysis, which analyzes the time of work and the ergonomic arrangement of devices and materials, have proved to be very effective. With these actions and analyzes, we found out that the required customer’s takt time can be achieved with three workers and the desired customer quantity is produced without major additional investments on the existing line. We reduced the takt time to the required 50 s/pc and improved the utilization of workers and devices by 35%.

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The exigencies of the permanently evolving markets require continuous adaptation of company offers. The development and continuous improvement of the quality and environment management systems would be to anticipate these developments and therefore fully satisfy the needs and expectations of each partner (customers, staff and other stakeholders) and also maintain competitive advantage. One of the possibilities of gaining operational excellence is implementing different quality improvement initiatives like Total Quality Management, ISO certification, Agile & Lean manufacturing etc. Real life demonstrated that these initiatives are neither time efficient nor profitable in terms of quality. Therefore introducing and implementing the Six Sigma methodology was proven to provide breakthrough quality improvements in a reasonable short time. This paper presents a creative solution for improving an assembly process in an automotive company in Romania by using Statistical Thinking and DMAIC Six Sigma methodology.