Besök eller kontakt med statliga myndigheter innebär ofta väntetid och långa handläggningstider. Nynäshamns kommun har för att minska väntetiderna skapat ett kontaktcenter vars syfte är att förenkla för kunden samt minska handläggningstider för rutinärenden. Kontaktcenters syfte efterföljs inte och många av de ärenden som kontaktcenter behandlar innebär för kunden långa väntetider. Syftet med detta projekt är att undersöka hur kontaktcenter kan effektivisera det dagliga arbetet med målet att minska handläggningstiderna. Verksamheten har studerats med fokus på ett av de mest problemutsatta ärendena, nämligen handläggning av färdtjänst. Projektet som är grunden till rapporten var ett förbättringsprojekt där DMAIC användes som struktur för genomförandet. I datainsamlingen användes både kvantitativa och kvalitativa metoder såsom intervjuer, observationer, sekundära data och workshop. För att analysera datainsamlingen användes värdeflödesanalys, histogram och träddiagram utifrån de åtta slöserierna inom Lean. Detta för att identifiera vilka delar i processen som var i störst behov av förbättring samt vad som kunde utvecklas. Utifrån värdeflödesanalysen identifierades att den studerade processen bestod av mycket slöseri då enbart 2 timmar och 15 minuter av den totala handläggningstiden på 30 dagar var värdeskapande. Det resulterade i att väntetiden, transporter, lagerhållning och defekter studerades närmare och resulterade i tydliga åtgärder som verksamheten bör åtgärda. Studien resulterar i fyra tydliga åtgärdsförslag. Åtgärderna utgår från att effektivisera processerna och arbetssätten i syfte att minska handläggningstiderna. Dessutom krävs ett införande av standardiserade arbetssätt för att bibehålla samt fortsätta utveckla den studerade processen men även andra processer och arbetssätt inom verksamheten. / Visits or contacts with government agencies often mean a waiting time and long processing times. Nynäshamns kommun has, in order to reduce waiting times, created a contact center in order to simplify for the customer and reduce processing times for routine cases. The purpose of the contact center is not working and many of the cases that contact center deals with results in long waiting times for the customer. The purpose of this project is to investigate how the contact center can be more effective with the goal of reducing processing times. The business has been studied with a focus on one of the most problematic issues, namely handling of travel services for the disabled. The project is an improvement project and therefore DMAIC was used as a structure for the implementation of the study. The data collection used both quantitative and qualitative methods such as interviews, observations, secondary data and workshop. To analyze the data collection, value flow analysis, histograms and tree diagrams were used based on the eight wastes in Lean. Analysis tools were used to identify which parts of the process were in greatest need of improvement and what could be developed. Based on the value flow analysis, it was identified that the process studied consisted of a lot of waste because only 2 hours and 15 minutes of the total processing time of 30 days was value-creating. As a result, the waiting time, transport, warehousing and defects were studied more closely and resulted in four clear measures that the business should implement. The measures focus on making the processes and modes more effective to reduce processing times. In addition, an introduction of standardized working methods is required to maintain and continue to develop the studied process, but also other processes and working methods within the business.

Any business management process involves a relevant risk management process whereas proper integration of risk management process following the lean guidelines can result in an efficient risk management process. This is a vital advantageous character for successful companies of this era. However, in real world business, many cases have been observed with different types of hidden wastes associated with their risk management process. These wastes act as obstacles to create value for their customer.Hence, the need for an integrated risk management process enabled with a lean perspective is growing in all levels of business and industry. Lean management and risk management process are in close interaction whether we see it or not. There would be two options ahead of organizations. First option is to ignore this mutual relationship between lean management and risk management process and the other option is to try to understand this interaction in detail with a continuous effort to make it more efficient. This conscious approach to the issue can turn into an efficient integration in successful cases. Integration process towards having a lean risk management is a tricky journey that requires proper understanding of the issue among the associated people and smart strategic decision making along with proper tactical knowledge and know-hows. In the current thesis work, we have tried to apply lean philosophy in order to recognize the wastes and non value added activities. This integration process starts with recognizing the context of risk management in a target organization. It is critical to recognize the risk management process steps because it is necessary to analyze the process steps one by one. Importance of following the flow principle of lean philosophy is a must in order to attain to a streamlined progress in the work. Consequently eight typical lean wastes should be identified in the relevant risk management process steps. In order to be able to eliminate the identified non value added activities, lean tools would be applied at this stage of the work. In other words, the root causes to the process wastes would be tracked down with the aim of eliminating or reducing them.Through proper application of lean tools in the integration process, we would get to a level of improved effectiveness and efficiency in our organization. In a comprehensive lean risk management integration strategy, the future state of risk management process would be drawn following lean principles with an eye on extension work for developing the lean risk management policies throughout the supply chain. This lean extension program is a key to catch hidden synergies in risk management process of the whole supply chain. Inbuilt KPIs and process metrics would be the proper provision for enabling the organization be in a state of continuous thrive for perfection.Applications of lean principles make a quick response enterprise with proper level of flexibility which results in an aware personnel attitude in a lean risk management working environment. Mixing the factor of improved internal efficiency with our risk management process, would help us have a better control over our associated risks. The result to this integration work would be a lean organization with continuously growing voracity to make improvements to the status of lean risk management process.