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Fokus på processer: att skifta från lönsamhet till effektivitet
Uppsala University, Disciplinary Domain of Science and Technology, Technology, Department of Engineering Sciences, Industrial Engineering & Management.
2019 (Swedish)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesisAlternative title
Focus on processes : a shift from profitability to efficiency (English)
Abstract [sv]

Fallstudien har sin grund från en tidigare förstudie där det framkom att den samarbetande organisationens största problem var bristande struktur och processorientering. Inför examensprojektet valde organisationen att närmare granska delprocessen köpa i deras kundprocess. Syftet för studien var att processkartlägga organisationens nuläge i deras köp-process. Syftet var också att identifiera aktiviteter som organisationen genomförde som inte var värdeskapande, lämna implementeringsförslag om hur processen kunde effektiviseras samt hur organisationen kunde implementera hållbarhetsfaktorer i processen.

Vald teori omfattade processledning, definitioner kring processer, leverantörsamverkan och andra kvalitetstekniska grunder som förbättringscyklar och slöserier från Lean management. Examensprojektet hade en deduktiv ansats där studien gjorde jämförelser med vad som ansågs vara en korrekt process jämfört med organisationens för att kunna identifiera vad som saknas eller inte överensstämmer.

Resultatet kartlade nuläget och efterföljande analys påvisade att organisationen arbetar dels med för många leverantörer för att, berörda avdelningar arbetar övergripande manuellt vilket skapar ledtider och organisationen sätter inte mål efter kärnprocesser utan avdelningar vilket kompliceras när kärnprocesserna skär igenom flera avdelningar i organisationen.

Slutsatserna var att organisationen måste ändra sin finansiella målstyrning till kvalitetstekniska där de först utser ett processägarskap för kärnprocesserna, sedan sätter mål och uppföljningstal för processerna. Organisationen behöver börja arbeta med miljömässiga frågor om de ska kunna hållbarhetsredovisa i framtiden, och även där fanns en orsak till att minska leverantörantalet då de måste eftersträva kontroll hos sina partners, tillverkare och leverantörer för att kunna leverera en trovärdig hållbarhetsredovisning.

Abstract [en]

During a pilot study with an organization, it appeared the the most critical cause of their problems was the lack of internal structure and process orientation in their daily work. The organization decided to look deeper into their customer process and a closer analysis in the sub part called buying. The purpose of this case study was to map the buying-process, identify the wastes and activities that were not of value according to Lean theories. The purpose was also to leave suggestions for improvements in the process, both according to quality management but also with a touch of sustainability.

Theories that were chosen were according to quality management and contained Lean, process mapping, cycles of improvement and supplier interaction. The project had a deductive approach, which in this case study assumed that quality management is right, and everything that compared to that and did not contain elements from quality management identified as something wrong. The approach was combined with participant observations to be able to collect data about the process by adding documents of value like a code of conduct and a yearly operational plan.

The  result mapped a structure of daily work that involved two departments called production planning and administration. The administation was in practice workers from the sales department and further analysis showed that employees mostly work with manual handling and they have too many suppliers to be able to be effective. The organization didn't set yearly goals or key performance indicators for every process, but instead for every department without consideration that the process cut through in total of five departments.

The conclusion was that the organization need to change many of their financial goals to quality management goal setting to be able to contain effectiveness. The organization needs to distribute a process ownership and map their processes. If the organization wants to obtain knowledge about sustainability reports they need to start collecting data about their products life cycles, which they will do with advantage of cutting the number of suppliers. 

Place, publisher, year, edition, pages
2019. , p. 42
Series
TVE-LKF ; 19 048
Keywords [en]
efficiency, Lean, PDSA, process mapping, process management, process orientation, supplier interaction, sustainability, wastes
Keywords [sv]
effektivisering, hållbarhet, Lean, leverantörssamverkan, PDSA, processkartläggning, processledning, processorientering, slöserier
National Category
Engineering and Technology
Identifiers
URN: urn:nbn:se:uu:diva-390879OAI: oai:DiVA.org:uu-390879DiVA, id: diva2:1343022
External cooperation
Anonym
Educational program
Bachelor Programme in Leadership - Quality Management - Improvement
Supervisors
Examiners
Available from: 2019-08-19 Created: 2019-08-15 Last updated: 2019-08-19Bibliographically approved

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