Supply Chain Inventory Control-Methods for Coordination and Evaluation

Abstract

Background
As a part of the Service Organization’s earlier initiated and at the moment on-going project;
“A more efficient Service Organization”, daily management has been identified as playing a
major part. The starting-point for this has been to gain insight into how the Service
Organization is actually performing and how it would be possible to measure, follow-up and
visualize this performance. To attain a higher performance, the focus has been on utilizing the
philosophy based on Lean Production. By attaining better insight, arrangements and
improvements to become more efficient can easily be done.
Problem definition
Key Performance Indicators (KPIs) are measurements that in a true and continuous way
indicate how a process is performing and supports continual improvements. The question is
what to measure, how to measure it and how to make use of and visualize it. Therefore this
thesis presents one case study on how KPIs could be incorporated in daily work.
Purpose
The purpose of this master thesis is to apply the philosophy of Lean Production to a service
environment and suggest ways of following up as well as visualizing the daily work conducted.

Method
This master thesis has been conducted with a systems approach and the data has been
gathered qualitatively. The information has been gathered through literature studies and
interviews as well as observations during our time spent at the Service Organization.
Project conclusions
The employees at the Service Organization are heading towards an exciting future. There are
large opportunities for improvement, and follow-up of the daily work is perfectly possible.
Improvements to create prerequisites for daily management by identifying customer needs,
shifting from being reactive to proactive and standardizations are suggested in different
contexts. Furthermore an improved feedback and measurement system containing external as
well as internal feedback is proposed, along with a general model for establishing a culture of
continuous improvements.

• author: Håkansson, Henrik and Åkerman, Adam
• supervisor: Bertil Nilsson
• organization: Production Management
• course: MIO920
• year: 2011
• type: M1 - University Diploma
• subject: Technology and Engineering
• keywords: Customer The ones utilizing the services provided by the Service Organization. In most cases not the same people buying the services. Daily Management Short-term and operative management, not necessarily conducted on a daily basis, but generally referred to as Daily Management. Enterprise Sibling companies found under the same company umbrella, whose employees are the Service Organization’s customers. Errand A matter, sent in by the customer, for HRSC to solve. Consists of either an order or a question. HRSC Human Resources Support Centre. KPI Key Performance Indicator, measuring vital activities within an organization. “A More Efficient Service Organization” An ongoing project within the Service Organization, aiming at creating an environment in which continuous improvements are embedded in the organizational culture. Payroll/PA Payroll and Personal Administration. Process within HRSC, and consequently, the Service Organization responsible for the salary disbursement and solving non-salary related errands. PSM Production Safety Matrix. Tool traditionally used within the manufacturing industry to log occurring process problems, and thereby, identifying problem- and improvement areas. SLA Service Level Agreement between buyer and the Service Organization. Specifies what kind of services that are to be included in the value offer and to what price. Service Organization The object of study and client-company. Is part of a larger group of enterprises, and responsible for delivering support services to those.
• other publication id: 11/5397
• language: English
• id: 2199029
• date added to LUP: 2011-10-25 16:27:51
• date last changed: 2011-10-25 16:27:51