Standardized work : Creating standardized work for Logistics and Order Desk teams : Case: Metso Minerals inc. / DC Europe
Rebek, Jan (2018)
Rebek, Jan
Tampereen ammattikorkeakoulu
2018
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2018060913321
https://urn.fi/URN:NBN:fi:amk-2018060913321
Tiivistelmä
Metso is a global Finnish company operating in various industries, such as mining, aggregates, recycling and process industries. The company employs around 12,000 people in over 50 countries.
The goal of this thesis was to create standardized work for two operational teams: Logistics and Order Desk, at Metso Distribution Centre Europe, Tampere. The managers saw a space for improvement within the teams and believed that standardization of the processes will boost the performance of the teams and help to provide the customers with better service assuring that also workflow within the organization would improve. Metso has been implementing a lean methodology and consistently strives to eliminate wastes within whole value chain of each process.
The conducted research was of qualitative nature and the data collected consist of recorded interviews, transcripts and notes gathered in the company. For the theoretical part, a wide range of sources was utilized, including books about lean management and lean manufacturing, professional articles etc. Firstly, a story of lean manufacturing, its roots and development is elaborated, what makes a solid background for further reflections on lean management and kaizen.
To collect necessary data, several interviews in the office had to be arranged. The managers shared their expectations and ideas for tasks to be included in the standard works. On that basis, focus group interviews with Logistics and Order Desk team members were organized to gather feedback about the solutions proposed by the managers as well as to let the team members share their own suggestions and recommendations that would be taken into account while creating the standard works.
As a result of analyzing collected data, the standard works were created for both teams. The activities to be followed up consisted of daily, weekly and monthly tasks. After familiarizing with the standard works, the managers will make a future decision on implementing suggested variants into teams’ daily operations.
The goal of this thesis was to create standardized work for two operational teams: Logistics and Order Desk, at Metso Distribution Centre Europe, Tampere. The managers saw a space for improvement within the teams and believed that standardization of the processes will boost the performance of the teams and help to provide the customers with better service assuring that also workflow within the organization would improve. Metso has been implementing a lean methodology and consistently strives to eliminate wastes within whole value chain of each process.
The conducted research was of qualitative nature and the data collected consist of recorded interviews, transcripts and notes gathered in the company. For the theoretical part, a wide range of sources was utilized, including books about lean management and lean manufacturing, professional articles etc. Firstly, a story of lean manufacturing, its roots and development is elaborated, what makes a solid background for further reflections on lean management and kaizen.
To collect necessary data, several interviews in the office had to be arranged. The managers shared their expectations and ideas for tasks to be included in the standard works. On that basis, focus group interviews with Logistics and Order Desk team members were organized to gather feedback about the solutions proposed by the managers as well as to let the team members share their own suggestions and recommendations that would be taken into account while creating the standard works.
As a result of analyzing collected data, the standard works were created for both teams. The activities to be followed up consisted of daily, weekly and monthly tasks. After familiarizing with the standard works, the managers will make a future decision on implementing suggested variants into teams’ daily operations.