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