Examensarbetet har utförts i samarbete med SJ AB i Stockholm. SJ AB är ett statligt aktiebolag som levererar persontrafik på järnväg. Planering av transportsystem är komplext eftersom det ingår många resurslag och planeringen dessutom begränsas av den mängd spårkapacitet som finns att tillgå. Det finns hjälpmedel tillgängliga för produktionsplanering för järnvägssystem i form av systemstöd. SJ AB beslutade för en tid sedan att byta ut ett flertal föråldrade systemstöd mot ett nytt med målsättningen att få en mer integrerad produktionsplanering. 2011 produktionssattes RPS (Resurs Planerings Stöd) för resursslaget fordon. Se bilaga 1 för definition av fordon och RPS. 2012, ett år efter implementeringen, fanns det fortfarande en mängd användare som inte var nöjda med det nya systemstödet RPS, vilket föranledde idén till examensarbetet. SJ AB har en fordonsflotta som förenklat kan delas upp i två huvudtyper; motorvagnar och ”lok och vagn”. RPS är utvecklat för företag som har en produktion som arbetar med tågsätt, den arbetsmetod som SJ AB tillämpar för motorvagnar. SJ AB har anpassat RPS så att det även ska fungera för deras arbetsmetod avseende ”lok och vagn”, men det har visat sig att användarna inte är nöjda med hur RPS är uppbyggt. Examensuppgiften var att utföra en nulägesanalys av hur användarna upplever hanteringen av ”lok och vagn” i RPS och utreda om den är komplex och/eller svår att ta till sig. Uppgiften angreps från två olika håll. Det ena angreppsättet var att utreda och beskriva hur valet av systemstöd gick till och varför valet blev RPS. Det syftade till att undersöka om användarnas upplevelser av RPS var relaterat till anskaffning och implementering av systemstödet och/eller om det var systemtekniskt relaterat. Det andra var att intervjua användarna för att konkretisera och identifiera de faktiska problem som de upplever med hanteringen av RPS.  Utredningen om av valet av RPS som utfördes i examensarbetet resulterade i att det framkom att SJ AB hade underskattat det förändringsarbete och de processer som måste hanteras i samband med implementering av ett nytt systemstöd. RPS är ett standardsystem som är tänkt att implementeras i sin helhet utan större förändringar i programvaran. När SJ AB istället beslutade att skräddarsy RPS efter redan befintliga arbetsmetoder, utan att ha gjort en större konsekvensanalys om vilka effekter det skulle få på utlovad prestanda, resulterade det i att RPS blev väldigt trögt att arbeta i. Utredningen visade också att en del av den frustration som idag finns hos användarna handlar om att de inte upplever att de är med på den förändringsresa som SJ AB genomgår. Intervjuerna resulterade i att fem olika problemområden identifierades som anledning till användarnas frustration. Som resultat presenterades för SJ AB förslag om hur problemen inom respektive område skulle kunna åtgärdas. Genom att grunden till dagens situation identifierades så blev det enklare att förstå användarna. En slutsats är således att det är av största vikt för SJ AB att arbeta aktivt för att användarna fortsättningsvis ska vara delaktiga i förändringsarbetet, vilket de presenterade rekommendationer leder fram till. / The thesis has been conducted at and in cooperation with SJ AB in Stockholm. SJ is a state owned limited company supplying passenger railway services. It is a complex process to design a transport system since there are many resources to be scheduled. When it comes to railway transport systems an additional constraint that makes it more difficult to plan the production is the limited track capacity available. There are tools available on the market in terms of enterprise resource planning systems. A while back SJ decided to replace several of their support systems with a new one with the aim of achieving a more integrated production planning process. RPS was implemented during 2011 and one year later the users were still not satisfied with the new support system. Their expression of dissatisfaction initiated the idea for the thesis. SJ AB’s fleet of vehicles can be divided into two main types; railcars and “locomotives with carriages”. RPS is designed to support companies with a railcar fleet. SJ AB customized RPS so that it was usable as a support system for “locomotives with carriages” but it has been highlighted that users are not completely satisfied with the customization. The task for this tehesis work was to conduct an analysis of why the users were dissatisfied and why the customization was perceived as complex. The task was addressed in two ways; the first was to look at and describe how SJ AB came to the decision that RPS should be implemented. The aim was to examine whether the users attitude to RPS could be related to the implementation process and/or to the organizational change. The second approach was interviews with the users in order to identify the actual perceived problems. The study revealed that SJ AB had underestimated the process of change that comes with the implementation of a new enterprise resource planning system. RPS is a system intended to be implemented without any major changes in the software. When SJ AB decided to alter RPS in order to customize it to their processes they did it without investigating what effects it might have on the performance measures. It showed that the alterations did have a negative impact on RPS performance measures. The study also showed that a part of the user’s frustration can most likely be related to the lack of knowledge related to a changeover process. Five main problem areas could be identified from the interviews. These areas amongst other minor issues are the reasons behind the user’s frustration. This thesis presents recommendations for each problem area on how SJ AB can go from here. By identifying the roots causing the current situation it became easier to understand the users. The conclusion is that the most important thing for SJ AB in this matter is to work actively with making sure the users feel that they are part of the changeover.

Utvecklingen av sociala medier har inneburit både möjligheter och hot för företag i deras anseendehantering. Sociala medier som Twitter ger kunder möjlighet att vara opinionsbildare och snabbt sprida information. Detta gör det viktigt för företag att ha en kommunikationsstrategi för att hantera denna spridning och därmed försvara sitt företagsanseende. SJ AB har fått mycket kritik för problemen i tågtrafiken och företagets anseende har försämrats. SJ AB arbetar idag aktivt med att förbättra sitt anseende och finns sedan 2009 aktiva på Twitter, vilket är en del av deras kommunikationsstrategi. Med detta som bakgrund är vårt syfte att undersöka hur SJ:s twittrande resenärer upplever kommunikationen med SJ på Twitter för att därefter föra en diskussion kring om kommunikationen kan förbättra SJ:s anseende hos dessa resenärer. En kvantitativ metod tillämpas och primärdata består av en enkätundersökning där urvalet är resenärer som kommunicerat med SJ på Twitter. Sekundärdata har insamlats för att ge bakgrundinformation om SJ AB:s arbete med Twitter genom en e-postintervju med Jenny Gejke, chef digitala kanaler på SJ AB samt en videoföreläsning med Jacob Palicki, digital media strateg på SJ AB. Våra resultat visar att det viktigaste för resenärerna i kommunikationen är att ställa frågor och uttrycka sina åsikter vilket visar att de värdesätter interaktion med SJ AB. Företaget uppfyller inte helt sina kunders förväntningar på tillgänglighet och beteende i kommunikationen på Twitter men trots detta är majoriteten av respondenterna positiva till SJ AB:s användning av Twitter. Något som indikerar att det viktigaste är att SJ AB är närvarande hos sina kunder och möjliggör för interaktion.

Title: “SJ AB har kommenterat ditt inlägg”: En kvantiativ och kvalitativ studie om SJ AB:s kommunikation i sociala medier Writers: Fanny Fellman and Moa Grönroos Class, semester, year: Bachelor thesis, 15 HP, winter semester 2014 Number of words in the thesis: 13 566 Problem definition and purpose: Our purpose is to investigate how SJ communicate in social media in crisis. SJ AB is a Swedish train company with traffic across Sweden who may be affected by a variety of crises. Social media use has today grown and now uses just not the Internet for pleasure, but also to ask questions and get feedback. Social media leads us into a new communication scenery, which also applies to organizations to be present. Internet thus play a major role in the battle for the main communication arenas and may even have been one of the most important media to communicate through during a crisis - Internet helps to organize crises, whether you're talking about handling or solutions of crises. In that SJ has many followers in their social media, it puts them in a tight seat and forces them to act. Methods and material: The empirical data is collected through quantitative and qualitative methods. The quantitative and qualitative material has been collected through fifty posts from SJ's stakeholders in the organization's official pages on Facebook and Twitter. Our selection was due to the social networking SJ had the most activity and the selection of posts were posts that dealt with some form of crisis. Main results: What SJ is at the forefront with is to communicate with their stakeholders within short time. In the majority of posts you could see communication from the organization within an hour race. This suggests that SJ AB concentrates on answering its stakeholders quickly. What pervade their presence on both Facebook and Twitter is that they always, in any form, offers a solution and / or explanation of the situation. In contrast to vary the quality of the solution depending on the social medium terms and the type of crisis terms, and it results in SJ AB's attitude perceived as engaging but also passively. In many of the cases where they explain and offer a solution to the crisis shows they are also a good transparency by showing an openness to the interested about what happened and why. In the majority of the analyzed posts, SJ is confirming rather than taking distance to the crises and problems that stakeholders highlight of their consciousness. On the other hand, sometimes it occurs revulsion if it is felt justified, but then it’s explained closely. SJ strives to have an informal language when communicating via social media, and it's something that generally is consistently communicating on Facebook while on Twitter vary to a greater extent. In the communication via social media so not perceived stakeholder and SJ AB as unequal. The organization adapts to the stakeholder and try to engage in stakeholder's level, speaking not too formal but for dialogue as if it were in real life. Through dedication and simple language achieves SJ AB and stakeholder together with an understanding of the current crisis, and in this way they can together contribute to the crisis dissolves. Keywords: social media, crisis communications, crisis management, SJ AB, strategic communication, relationship building

SJ AB is the leading railway operating company in Sweden and is owned by the Swedish government. In Hagalund train depot (HGL) SJ AB, as well as some of SJ AB:s competitors, run their operational maintenance. The HGL property is owned by Jernhusen but some of the infrastructure is owned by Trafikverket; the Swedish transport administration. The number of depot tracks available for SJ AB have been reduced over time, as competition is increasing. SJ AB constructs their own track plans, i.e. decide the arrival and departure track for each train turnaround in the depot. These track plans are currently made by a so called production planner in the planning system RPS. In RPS the planners base their decisions on common sence, as there is no optimising function in the system. The mathematical problem associated with this task is called the Track Assignment Problem (TAP), which is a well-known problem within railway related research. This report presents an optimisation program - TAP Solver (TAPS) - that takes information from RPS and then generates an optimised solution visualised as a track plan. The user is given the opportunity to direct the solution through parameters in a weight matrix in Excel. TAPS is created to make the process of constructing a track plan both faster and easier. Our results show that TAPS is able to find the optimal 24 hour track plan within a few minutes.

Railway is one of public transport mode on land transportation. Railways, as mass public transport modes, have unique characteristics. It has large capacity, high safety level, and free from traffic jam. Those characteristics make railway a primary public transportation. In  fact, even railway transportation has a lot of benefits for society life but they still faced by the problem. Service quality level of Railways transportation is still low compared with other transportation modes. At present railways operation is still colored with the delay, limited condition vehicle, and unclear train travel information that often disadvantage passengers, and many other services offered fail to attract passengers. These conditions result in decreasing the quality of services and insufficient railways operation. The objective of this research is to analyze the relationship between customer satisfaction towards provided service with the desire to do a complaint and to find the factor from service quality that has significant influences to customer satisfaction towards PT KAI services. From that data, and also comparison study between PT Kereta Api Indonesia and Statens Järnvägar (SJ) AB, Sweden, we can recommend the service standards design, service guarantee and complaint handling system that need to be adjusted with the interest of consumer. The data was collected via field survey in the station that located in Jakarta, Yogyakarta and Pekalongan. This research shows several findings. First, there are six factors of service quality attributes that have significant influences to customer satisfaction towards PT KAI services for commuter class (Information, Appearances, Service coverage, Tangible, Safety & security, and Cost), seven factors for business class (Travel time, Information, Scheduling, Comfort, Tangible, Safety & security, and Service coverage), and also seven factor for executive class (Appearances, Safety & security, Information, Comfort, Tangible, Travel time, and Cost). Second, while the commuter class passengers complain on the Safety & security attribute, for business class it is the information that influence the desire to complain. Meanwhile for executive class, passengers are mostly satisfied with the service given by PT KAI. Third, to decrease the number of complaints, some effective mechanisms to handle those complaints and learning from Statens Järnvägar (SJ) AB are necessary to take. Fourth, the service standards for PT KAI can be classified into 6 details of service, (safety and security attributes; comfort and appearances attributes; availability of information aspect attributes; tangible attributes; service coverage attributes; and the operations of train). For service guarantee design, this research focus on travel time guarantee. Learning from Statens Järnvägar (SJ) AB on Sweden service guarantee, PT KAI can adopt and use their system to increase customer satisfaction.