Förbättrad produktionsplanering vid låg volym och hög variation: En fallstudie vid Metso Paper Sweden AB i Sundsvall
Independent thesis Advanced level (professional degree), 20 credits / 30 HE creditsStudent thesis
Companies all over the world has chosen to implement the philosophy of Lean and the tools associated with it. Many of these tools are designed to achieve high control over the flow of products and a detailed production planning. These tools however, are developed for a repetitive production, where high-volume of only a few products are made with little variation in the processes. Therefore they are not properly tested for a non-repetitive production, like that in a job shop. Furthermore, it has been shown that this particular production seems to be the most competitive for high-cost countries where a trend can be revealed that these companies are representing more of production in the high-cost countries. This study is based on the fact that an efficient production planning and control system is essential to satisfy the customers increasing demands within the competitive markets. The purpose of this study is therefore to find guidelines, features, and recommendations for how the production planning and control can be improved within the non-repetitive low-volume production. Due to the uncertainty surrounding the Lean tools functionality in such a production environment the study intends to use Lean as a starting point and to explore related strategies, perspectives, and values. The purpose was explored through a case study at Metso Paper Sweden AB’s production unit in Sundsvall, Sweden. They are a producer of products and spare parts for companies within the fiber industry. The study identified that the current production planning causes high work in progress, long lead times and therefore a low percentage of value adding time. This problem is however widespread among similar manufacturing companies due to the production planning difficulties in a complex production environment. These difficulties are due to high variability in processing times, uncertain demand and a wide spread of customer-driven choices. To find recommendations for the production unit’s continued work with production planning and control, theory were analyzed in relation to the current situation. Through the analysis it was identified that some Lean tools are not appropriate in the non-repetitive, low-volume production, while others could be applied successfully. It was also identified that other manufacturing strategies must be used to supplement Lean in this production environment. As related strategies, Quick Response Manufacturing (QRM), which is a strategy that focuses on reducing lead times, was studied. The analysis demonstrated a lack of implementation and control within the production unit, which is a result of that the Lean tools used for implementation and control is not appropriate in a complex production environment. However, tools within the QRM strategy seem more suitable for this production environment. The analysis also identified that production planning and control is dependent on the different manufacturing conditions. Based on the conclusions of the analysis the following recommendations were formed for the production unit; Change conditions; Through strategic changes, a less complex production environment can be achieved. This will simplify the planning conditions and would create potential for a more precise plan. The recommendations is that this should be done by increasing the number of production cells, change the focus towards lowering work in progress and changing their production house to contain more appropriate tools and methods. Change work methods; Through the changing conditions the production unit can use capacity planning within their detailed scheduling. Therefore a more precise plan can be archived and will give the opportunity to decrease the work in progress. The recommendation is also that production system will have to be based on accurate data and the implementation of a method called POLCA. Monitoring; By measuring work in process, resource utilization, and delivery precision a better balance in the production can be achieved. It is recommended that lead times is measured for the whole production to demonstrate improvements in various stages of the production.
Place, publisher, year, edition, pages
2013. , 83 p.
Social Behaviour Law
Samhälls-, beteendevetenskap, juridik, HMLV, produktionsplanering, kontroll, hög variation, låg volym, Icke repetitiv, Lean, Quick Response Manufacturing, QRM, POLCA, Agile
IdentifiersURN: urn:nbn:se:ltu:diva-42964Local ID: 0e6692e1-7909-4af1-b2bf-7246cdc1c8dbOAI: oai:DiVA.org:ltu-42964DiVA: diva2:1016191
Subject / course
Student thesis, at least 30 credits
Industrial and Management Engineering, master's level
Validerat; 20130624 (global_studentproject_submitter)2016-10-042016-10-04Bibliographically approved