Advanced

Reducing lead time during installation projects through Continuous Improvement and Early Management

Carlsson, Sofie LU and Larsson Ernefelt, Henrik LU (2017) MTT820 20162
Engineering Logistics
Abstract
Problem:
Tetra Pak’s strategy is to expand World Class Manufacturing (WCM) from manufacturing to installation projects in order to reduce the installation lead time. There is a challenge in the WCM
implementation since it requires a cross-functional approach and uncertainties with the installation projects being at customer’s site. The question at hand is; how can Tetra Pak use the Early
Management methodology within WCM to achieve Continuous Improvement for installation projects and thus reduce the lead time?

Purpose:
The purpose of the master thesis is to develop an Early Management model and critical success factors to achieve Continuous Improvement and reduce the lead time for installation projects.

Method:
The case study... (More)
Problem:
Tetra Pak’s strategy is to expand World Class Manufacturing (WCM) from manufacturing to installation projects in order to reduce the installation lead time. There is a challenge in the WCM
implementation since it requires a cross-functional approach and uncertainties with the installation projects being at customer’s site. The question at hand is; how can Tetra Pak use the Early
Management methodology within WCM to achieve Continuous Improvement for installation projects and thus reduce the lead time?

Purpose:
The purpose of the master thesis is to develop an Early Management model and critical success factors to achieve Continuous Improvement and reduce the lead time for installation projects.

Method:
The case study started with building up an understanding of the installation projects by open interviews and analysing archive data.Relevant theory within Continuous Improvement, WCM and Early
Management was combined with the empirical findings to construct a holistic Early Management model with supporting critical success factors for achieving and sustaining Continuous Improvement.
Their credibility and to what extent the elements are implemented today was thereafter validated with key stakeholders by structured interviews.

Conclusion:
The theoretical and cross-functional Early Management model developed in this study captures many of the current issues in the case company that affect the lead time. The Early Management
model requires identified critical success factors to be established in order to achieve and sustain Continuous Improvement. (Less)
Popular Abstract (Swedish)
Problem:
Tetra Paks strategi är att expandera World Class Manufacturing(WCM) från produktionen till att täcka installationsprojekt för att reducera dess ledtid. Det finns dock en stor utmaning för att utföra detta, då flera avdelningar är inblandade samt osäkerheterna kring att installationerna utförs ute hos kund. Frågan är därför; hur kan Tetra Pak använda Early Management metodologi från WCM för att uppnå kontinuerliga förbättringar för installationsprojekten och därav förkorta ledtiden?

Syfte: Syftet med den här rapporten är att utveckla en Early Management modell samt tillhörande kritiska framgångsfaktorer för att uppnå kontinuerlig förbättring och reducera ledtid för installationsprojekt.

Metod: Fallstudien började med att... (More)
Problem:
Tetra Paks strategi är att expandera World Class Manufacturing(WCM) från produktionen till att täcka installationsprojekt för att reducera dess ledtid. Det finns dock en stor utmaning för att utföra detta, då flera avdelningar är inblandade samt osäkerheterna kring att installationerna utförs ute hos kund. Frågan är därför; hur kan Tetra Pak använda Early Management metodologi från WCM för att uppnå kontinuerliga förbättringar för installationsprojekten och därav förkorta ledtiden?

Syfte: Syftet med den här rapporten är att utveckla en Early Management modell samt tillhörande kritiska framgångsfaktorer för att uppnå kontinuerlig förbättring och reducera ledtid för installationsprojekt.

Metod: Fallstudien började med att bygga upp en förståelse för installationsprojekt genom öppna intervjuer och analysera arkivdata. Relevant teori inom kontinuerlig förbättring, WCM och Early
Management kombinerades med empiri för att utveckla en holistisk Early Management modell med tillhörande kritiska framgångsfaktorer för att uppnå kontinuerlig förbättring. Strukturerade intervjuer hölls sedan med nyckelintressenter för att analysera trovärdigheten av dessa, samt hur etablerade de är idag.

Slutsats: Den teoretiska och tvärfunktionella Early Management modellen utvecklad i denna studie fångar många av det studerade företagets nuvarande problem som påverkar ledtiden. Early Management modellen kräver etablering av vissa identifierade faktorer för att uppnå och bibehålla kontinuerlig förbättring. (Less)
Please use this url to cite or link to this publication:
author
Carlsson, Sofie LU and Larsson Ernefelt, Henrik LU
supervisor
organization
course
MTT820 20162
year
type
H2 - Master's Degree (Two Years)
subject
keywords
Early Management, World Class Manufacturing, Total Productive Maintenance, Continuous Improvement, Vertical Start-up
report number
5829
language
English
id
8918439
date added to LUP
2017-06-26 11:10:10
date last changed
2017-06-26 11:10:10
@misc{8918439,
  abstract     = {Problem:
Tetra Pak’s strategy is to expand World Class Manufacturing (WCM) from manufacturing to installation projects in order to reduce the installation lead time. There is a challenge in the WCM
implementation since it requires a cross-functional approach and uncertainties with the installation projects being at customer’s site. The question at hand is; how can Tetra Pak use the Early
Management methodology within WCM to achieve Continuous Improvement for installation projects and thus reduce the lead time?

Purpose: 
The purpose of the master thesis is to develop an Early Management model and critical success factors to achieve Continuous Improvement and reduce the lead time for installation projects.

Method:
The case study started with building up an understanding of the installation projects by open interviews and analysing archive data.Relevant theory within Continuous Improvement, WCM and Early
Management was combined with the empirical findings to construct a holistic Early Management model with supporting critical success factors for achieving and sustaining Continuous Improvement.
Their credibility and to what extent the elements are implemented today was thereafter validated with key stakeholders by structured interviews.

Conclusion:
The theoretical and cross-functional Early Management model developed in this study captures many of the current issues in the case company that affect the lead time. The Early Management
model requires identified critical success factors to be established in order to achieve and sustain Continuous Improvement.},
  author       = {Carlsson, Sofie and Larsson Ernefelt, Henrik},
  keyword      = {Early Management,World Class Manufacturing,Total Productive Maintenance,Continuous Improvement,Vertical Start-up},
  language     = {eng},
  note         = {Student Paper},
  title        = {Reducing lead time during installation projects through Continuous Improvement and Early Management},
  year         = {2017},
}