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Ledarskapet i den flödesfokuserade tillverkningsindustrin: Framgångsfaktorer
KTH, School of Industrial Engineering and Management (ITM), Production Engineering.
KTH, School of Industrial Engineering and Management (ITM), Production Engineering.
2012 (Swedish)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
Abstract [sv]

Vi har sett att den svenska tillverkningsindustrin i detta nu befinner sig i ett paradigmskifte. Det vi observerat är att tillverkningsindustrier idag försöker åstadkomma en mer effektiv organisation som bättre tillgodoser marknadens krav på snabbhet och kvalitet. Det råder samstämmighet i litteraturen vi studerat, om att det har varit nödvändigt för många organisationer inom tillverkningsindustrin att förändra sina verksamhetsstrategier. Förändringen handlar om Lean och flödeseffektivisering som den nya verksamhetsstrategin. Genom intervjuer med ledare inom den svenska tillverkningsindustrin har vi uppmärksammat att ledarskapet är av stor betydelse i denna nya verksamhetsstrategi. Intervjuer har även genomförts med personer med kunskap inom området Lean. Utifrån detta har vi dragit slutsatser kring ledarskapet i dagens svenska flödesfokuserade tillverkningsindustri. Det vi kommit fram till är att förändringen i tillverkningsindustrin har medfört kvar på en ny typ av ledarskap. Vi har identifierat fem framstående faktorer som viktiga för det nya ledarskapet:

 Ha förståelse för flödet

 Vara tillgänglig och coacha

 Känna sitt team och veta vilka kompetenser som finns

 Utmana sitt team – höja kraven kontinuerligt

 Lära genom gemensam problemlösning

Dessa faktorer anser vi vara nyckeln i ledarskapet för att uppnå en mer flödesfokuserad verksamhet i den svenska tillverkningsindustrin.

Abstract [en]

We have seen that the Swedish manufacturing industry is in the midst of a paradigm shift. What we observed is that the manufacturing industries today are trying to achieve a more efficient organization that better meet the market requirements of speed and quality. There is a consensus in the literature we have studied, that it has been necessary for many organizations in the manufacturing industry to change their business strategies. The change is about Lean and flow efficiency as the new business strategy. Through interviews with leaders in the Swedish manufacturing industry we have noticed that, in this new business strategy, the leadership is of great importance. Interviews were also conducted with people with knowledge in the field of Lean. From this, we have drawn conclusions about the leadership in today's Swedish flow focused manufacturing. We came to the conclusion that the change in the manufacturing industry has brought with it, a new kind of leadership. Five prominent factors have been identified as key factors for the new leadership:

 Understand the flow

 Be accessible and coach

 Know their team and know which competencies there is

 Challenge their team - raise the demands continuously

 Learn through joint problem solving

To achieve a more flow focused business in the Swedish manufacturing industry, we believe that these are the leadership’s key factors.

Place, publisher, year, edition, pages
2012. , 33 p.
Series
Examensarbete inom teknik och management, grundnivå, 209
National Category
Engineering and Technology
Identifiers
URN: urn:nbn:se:kth:diva-102591OAI: oai:DiVA.org:kth-102591DiVA: diva2:555537
Uppsok
Technology
Examiners
Available from: 2012-09-25 Created: 2012-09-20 Last updated: 2012-09-25Bibliographically approved

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