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Kortare ledtider för axelringtätningar på Trelleborg

Gustafsson, Fredrik and Wikström, Joakim (2009) MTT820
Engineering Logistics
Abstract
The production unit for v-shaped shaft seals in Forsheda has historically been experiencing long
internal lead-times. Trelleborg wishes to reduce these lead-times without negatively affecting the
product quality. Another goal for Trelleborg is to implement a new system for express orders. The
purpose of this new order class is to serve customers that require short lead-times and a high level
of responsiveness. The plan is to set the internal lead-time for these express orders to 48 hours,
compared to the normal lead-time that ranges between 6-7 weeks. This thesis contributes with
suggestions towards continuous improvements regarding the flow of products and information in
order for the production unit to reach its lead-time goals.... (More)
The production unit for v-shaped shaft seals in Forsheda has historically been experiencing long
internal lead-times. Trelleborg wishes to reduce these lead-times without negatively affecting the
product quality. Another goal for Trelleborg is to implement a new system for express orders. The
purpose of this new order class is to serve customers that require short lead-times and a high level
of responsiveness. The plan is to set the internal lead-time for these express orders to 48 hours,
compared to the normal lead-time that ranges between 6-7 weeks. This thesis contributes with
suggestions towards continuous improvements regarding the flow of products and information in
order for the production unit to reach its lead-time goals. The thesis also presents suggestions about
how to model the new express order system.<br>
<br>
Due to its overarching nature the thesis has been conducted with a systems approach. It has been
necessary to view the organisation as a whole and how its different functions work together to be
able to provide a valid and reliable analysis. The flow of products and information has been mapped
to obtain a picture of the organisations processes and activities. This mapping is mostly based on
qualitative data from interviews and observations.<br>
<br>
The altered market conditions resulting from the present global financial crisis has noticeably
affected the production unit in Forsheda. This affects the thesis in the way that observations of the
present conditions cannot represent the “normal” case in production. Bottlenecks that previously
were visible are now hidden by the low order rate. Thus the thesis is largely based on interviews and
discussions regarding a “normal” case scenario in the production.<br>
<br>
The extensive task of reducing an entire production unit’s lead-times requires prioritizing the most
urgent problems. This has been carried out parallel to the work with mapping the organisations
activities and processes where the main goal has been to identify waste. The processes or activities
where the largest portion of waste has been found have been analyzed further.<br>
<br>
For the production unit to be able to start reducing its lead-times it is necessary to achieve a
measurable flow. Today the production unit has a product flow that is hard to measure. New models
to measure the lead-times are presented in the thesis.<br>
<br>
Work with 5s is being implemented at the production unit. This will present great organizational
benefits through standardized work methods and increased visibility. A future possibility of
extending this framework into a more complete system for visual control is analyzed. Other quality
tools are also presented that can increase the future efficiency and safety of the units processes. (Less)
Please use this url to cite or link to this publication:
author
Gustafsson, Fredrik and Wikström, Joakim
supervisor
organization
course
MTT820
year
type
M1 - University Diploma
subject
other publication id
ISRN LUTMDN/TMTP--5690--SE
language
Swedish
additional info
ISRN LUTMDN/TMTP--5690--SE
id
1528979
date added to LUP
2010-01-15 15:01:52
date last changed
2010-01-25 09:45:42
@misc{1528979,
  abstract     = {The production unit for v-shaped shaft seals in Forsheda has historically been experiencing long
internal lead-times. Trelleborg wishes to reduce these lead-times without negatively affecting the
product quality. Another goal for Trelleborg is to implement a new system for express orders. The
purpose of this new order class is to serve customers that require short lead-times and a high level
of responsiveness. The plan is to set the internal lead-time for these express orders to 48 hours,
compared to the normal lead-time that ranges between 6-7 weeks. This thesis contributes with
suggestions towards continuous improvements regarding the flow of products and information in
order for the production unit to reach its lead-time goals. The thesis also presents suggestions about
how to model the new express order system.<br>
<br>
Due to its overarching nature the thesis has been conducted with a systems approach. It has been
necessary to view the organisation as a whole and how its different functions work together to be
able to provide a valid and reliable analysis. The flow of products and information has been mapped
to obtain a picture of the organisations processes and activities. This mapping is mostly based on
qualitative data from interviews and observations.<br>
<br>
The altered market conditions resulting from the present global financial crisis has noticeably
affected the production unit in Forsheda. This affects the thesis in the way that observations of the
present conditions cannot represent the “normal” case in production. Bottlenecks that previously
were visible are now hidden by the low order rate. Thus the thesis is largely based on interviews and
discussions regarding a “normal” case scenario in the production.<br>
<br>
The extensive task of reducing an entire production unit’s lead-times requires prioritizing the most
urgent problems. This has been carried out parallel to the work with mapping the organisations
activities and processes where the main goal has been to identify waste. The processes or activities
where the largest portion of waste has been found have been analyzed further.<br>
<br>
For the production unit to be able to start reducing its lead-times it is necessary to achieve a
measurable flow. Today the production unit has a product flow that is hard to measure. New models
to measure the lead-times are presented in the thesis.<br>
<br>
Work with 5s is being implemented at the production unit. This will present great organizational
benefits through standardized work methods and increased visibility. A future possibility of
extending this framework into a more complete system for visual control is analyzed. Other quality
tools are also presented that can increase the future efficiency and safety of the units processes.},
  author       = {Gustafsson, Fredrik and Wikström, Joakim},
  language     = {swe},
  note         = {Student Paper},
  title        = {Kortare ledtider för axelringtätningar på Trelleborg},
  year         = {2009},
}