Layout tender process harmonization
Tiainen, Ville (2020)
Tiainen, Ville
2020
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2020052513384
https://urn.fi/URN:NBN:fi:amk-2020052513384
Tiivistelmä
The goal of this development project was to harmonize elevator level engineering tender phase processes and functions for KONE, Hyvinkää supply unit. The back-ground of this project was the merging of several engineering teams and different ways of working.
Lean was the main principle when research methods and project operating models where considered. The development project was started with a kaizen event in which “as is -situation” of process was mapped, “to be -process state” was created and the tasks needed to be carried out before taking the process into use were defined. Other lean methods like value stream mapping were uti-lized during this process. Value stream mapping analysis led to remarkable de-velopments particularly in tender lead times.
During this project, different functions inside tender teams and layout team were harmonized. Harmonization actions were concentrated specially to redefines lay-out drawing content and output in general. A piloting period was arranged for this phase and feedback was collected from frontline units and tender teams. Another large activity was the redefinition, documentation and implementation of tender layout service content. During the process, a renewed and harmonized tender layout process was taken into use.
During the project the current state of the process was analyzed with different lean methods. At the end of this project, the target state for future process devel-opment was set. The target state was analyzed with data-analysis and lean meth-ods with the purpose of improving flow efficiency and lead times of the process. The results were presented to engineering management and further development of the process was already started.
Lean was the main principle when research methods and project operating models where considered. The development project was started with a kaizen event in which “as is -situation” of process was mapped, “to be -process state” was created and the tasks needed to be carried out before taking the process into use were defined. Other lean methods like value stream mapping were uti-lized during this process. Value stream mapping analysis led to remarkable de-velopments particularly in tender lead times.
During this project, different functions inside tender teams and layout team were harmonized. Harmonization actions were concentrated specially to redefines lay-out drawing content and output in general. A piloting period was arranged for this phase and feedback was collected from frontline units and tender teams. Another large activity was the redefinition, documentation and implementation of tender layout service content. During the process, a renewed and harmonized tender layout process was taken into use.
During the project the current state of the process was analyzed with different lean methods. At the end of this project, the target state for future process devel-opment was set. The target state was analyzed with data-analysis and lean meth-ods with the purpose of improving flow efficiency and lead times of the process. The results were presented to engineering management and further development of the process was already started.