Improved Operating Model for the Development Function of In-house Logistics Service Provider
Oka, Olli (2016)
Oka, Olli
Metropolia Ammattikorkeakoulu
2016
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-201605168109
https://urn.fi/URN:NBN:fi:amk-201605168109
Tiivistelmä
This study introduces the improved operating model for the Development function of the case company. Currently, The Development function consists of several Development teams operating in different business units around Finland. Each Development team has their own expertise and own ways of improving processes. However, this current dispersion causes problems in many levels. The study reveals that the Development function lacks common goals and the roles are unclear. In addition to that, best practise is not shared sufficiently between the Development teams. These challenges have been recognized by the key stakeholders. This study was initiated to address these challenges.
This study is conducted in four phases. First, the weaknesses and strengths in the current processes were identified with the help of Development employees and other key stakeholders. Next, best practice was gathered from existing knowledge in order to form a framework for improving the operating model. Third, the initial proposal for the operating model was crafted with help of Development employees. Finally, the initial proposal was validated and refined according to the feedback of Development Director and Business Director.
The outcome of this study is the improved operating model aiming to address the key weaknesses discovered during the current state analysis. The improved operating model is a combination of three building blocks: the strategy, the key processes and the individual roles. The first building block includes the Business-in-a-Business strategy striving to provide clear goals for the Development employees. The second building block includes the key processes and the key stakeholder expectations. The key processes will unify the current diverse processes and thus enable a better cooperation and increased proactivity. The third building block includes individual roles related to the key processes defined by using the RACI-matrix. The individual roles aim to improve the flow of work by clarifying the responsibilities related to the key processes.
The proposal for the improved operating model for the Development function is reviewed and validated by the key stakeholders of the case company. The next step is to implement the building blocks into the existing operations.
This study is conducted in four phases. First, the weaknesses and strengths in the current processes were identified with the help of Development employees and other key stakeholders. Next, best practice was gathered from existing knowledge in order to form a framework for improving the operating model. Third, the initial proposal for the operating model was crafted with help of Development employees. Finally, the initial proposal was validated and refined according to the feedback of Development Director and Business Director.
The outcome of this study is the improved operating model aiming to address the key weaknesses discovered during the current state analysis. The improved operating model is a combination of three building blocks: the strategy, the key processes and the individual roles. The first building block includes the Business-in-a-Business strategy striving to provide clear goals for the Development employees. The second building block includes the key processes and the key stakeholder expectations. The key processes will unify the current diverse processes and thus enable a better cooperation and increased proactivity. The third building block includes individual roles related to the key processes defined by using the RACI-matrix. The individual roles aim to improve the flow of work by clarifying the responsibilities related to the key processes.
The proposal for the improved operating model for the Development function is reviewed and validated by the key stakeholders of the case company. The next step is to implement the building blocks into the existing operations.