<p>AB Svenska Spel är ett statligt ägt monopolföretag som levererar spel och lotter till det svenska samhället. I detta examensarbete har AB Svenska Spel och dess avdelning ombudsekonomi verkat som fallföretag. Avdelningen, vilken är placerad vid huvudkontoret i Visby, valdes ut då ekonomichefen deklarerade att deras arbetssätt upplevdes ineffektivt av medarbetarna.</p><p>Examensarbetet inleddes med en förstudie där olika förbättringsområden inom avdelningen identifierades, där ett beslut sedan fattads att två av dessa områden som skulle vara i fokus i examensarbetet. De delar i avdelningen som skulle granskas var kreditbevakning samt arbetsflödet och de interna överlämningarna. Gemensamt för de identifierade förbättringsområdena var att dessa kunde ses som symtom på att avdelningen inte arbetade systematiskt med kvalitetsutveckling eller med en tydlig verksamhetsstyrning. Detta innebar i praktiken att avdelningens övergripande ramverk, riktlinjer och målstyrning helt saknades.</p><p>Vad avdelningens funktion och syfte var, hur medarbetarna bidrog till resterande organisation eller hur de bidrog externt till det svenska samhället kunde inte redogöras för. Inte heller någon dokumenterad information om detta återfanns och var inte uttalad. Medarbetarna kunde vidare inte redogöra för hur avdelningens interna arbetsmoment och arbetsuppgifter tillsammans bidrog till en enhetlig avdelning som gemensamt arbetade mot samma riktning. Följaktligen arbetades ett övergripande ramverk fram för avdelningen genom att insamlat material har kombinerats med existerande teorier om verksamhetsstyrning, till exempel offensiv kvalitetsutveckling och processkartläggning.</p><p>För att skapa en helhet har avdelningens uppdrag och huvudprocess identifierats och sedan brutits ned i nya riktlinjer och arbetsdokument som rör kreditbedömningarna och på så sätt har arbetet konkritiserats och effektiviserats. Resultatet är att en röd tråd skapats mellan AB Svenska Spels övergripande vision och målbild och avdelningen ombudsekonomi genom att en anpassad affärsidé och vision skapats vilken är en förlängning på ett formulerat uppdrag. För att ytterligare konkritisera hur avdelningen kan styras samt hur mätning och nyckeltal kan användas har ett balanserat styrkort skapats. Vidare har resultatet med examensarbetet bidragit till att systematiska angreppssätt presenteras för att främja analys och ständiga förbättringar. Genom att anpassa hörnstensmodellen till avdelningen har nya värdegrunder skapats som ska verka som en stabil grund för långsiktigt hållbart arbete.</p><p>Då examensarbetet inte inkluderar att resultatet som presenteras i denna rapport implementeras på avdelningen eller kan påvisa en reell effekthämtning har en åtgärdsplan och förslag till fortsatt arbete tagits fram och överlämnats till avdelningschefen. Detta ska möjliggöra att det systematiska arbetssättet fortskrider, förbättras ytterligare och det förändrade tankesättet bibehålls.</p> / <p>AB Svenska Spel is a state-owned company that delivers games and lottery to the Swedish society. In this essay, Svenska Spel and its unit ombudsekonomi acted as a case company. The unit, which is located at the Headquarters in Visby, was selected when the Chief Financial Officer declared that the employees felt that their workflow was ineffective and in need of change. Ombudsekonomi is part of the Finance Department and works with the company's establishment process for new customers, accounts receivable and management of the company's collection of debts.</p><p>This essay began with a pre-study which intended to identify areas of improvement within the department, which then would form the basis for this essay. The pre-study pointed out several  primarily, development of the unit's credit surveillance, head process and workflow, as well as internal handovers.</p><p>Common for all identified areas was that the unit didn ́t plan their work systematically or with total quality management, which is to be seen as a symptom of the lack of overall framework, policies and well-defined goals. The employees couldn ́t describe the function and purpose of the unit, or how they contributed to Svenska Spels organization or to the Swedish society. Neither could they express how the unit's internal actions and tasks together contributed to the common cause or how to work together to reach it, and we couldn't find any (for the unit) defined goals, vivion or overall assignment.</p><p>Therefore, a general framework was put together combining theories of total quality management and processes, mapping with the official strategies, vision and goals that were found in the Svenska Spel annual report. To enable this, information was collected, modified and reformulated to fit the unit's work situation. A mission, vision and strategy was made and new processes were established. This, together with new guidelines and documents for work practices, should make it possible for all the emplyees to work against the same goal in an effective and rationalized way that creates more value for the unit.</p><p>The result of this essay is the creation of a main thread from Svenska Spels overall existing framework down to the unit's work, as well as a new defined goal. To illustrate how this work can be implemented in different perspectives, a balance scorecard has been created including suggestions for measurement and key performance indicators. Furthermore, the result of this essay contributes to the unit's systematic approach to promote the analysis and continuous improvement based on fundamental proposed values.</p><p>However, this project does not include implementation of the results and is therefore not going to ensure the outcomes. An action and application plan for further work will be handed over to the unit's Team Leader. This ensure that the systematic work approach progress, is further improved and that the proposed mind set is maintained.</p>

Sammandrag Denna studie tar upp problematiken vid införande av administrativa stödprojekt vid Uppsala universitet, främst hur motstånd till förändring kan motverkas. Problemet definieras genom frågan: Hur kan Uppsala universitet effektivisera implementeringen av administrativa stödprojekt? Syftet med denna studie är att lyfta fram kritiska framgångsfaktorer vid genomförandet av projekt. Färdigimplementerade administrativa stödprojekt studerades genom personliga intervjuer med projektansvariga och administratörer på institutioner. Upptäckterna analyserades med hjälp av en processorienterad teori baserad på Demingcykeln. Erfarenheterna utkristalliserades till konkreta riktlinjer och råd för framtida projektimplementeringar vid Uppsala universitet. Den främsta riktlinjen var att i större utsträckning informera och motivera de som kommer att påverkas av projektet.

Sickness absence not only causes significant costs for organizations but also leads to other negative consequences for individuals and societies. Previous research has shown that working with organizational values within Quality Management affects job satisfaction and results in increased profitability and customer satisfaction. There would, in addition, seem to be great gains if managers, by working with Quality Management, can manage to establish sustainable health among co-workers.   The purpose of the research described in this thesis was to examine how Quality Management could be practised in order to support sustainable health among co-workers and what it is within Quality Management that influences sustainable co-worker health. Accordingly, the purpose was also to contribute to the understanding of the relation between sustainable health and Quality Management. To fulfil this purpose, three research questions were asked. The results are described in three parts related to the three research questions and are the product of six case studies carried out in seven different organizations.   Interviews with managers and workshops with co-workers were carried out to investigate how Quality Management can be practised within organizations in order to promote sustainable co-worker health. These investigations took place in four organizations that had received awards. Three had been awarded for their excellence in leadership, work environment and co-workership, along with improved profitability; one for its successful implementation of quality programmes. The results are descriptions of methodologies, behaviours, values and organization structure used by the organizations to support sustainable health. These are exemplified with practical examples. The methodologies, behaviours, values, and organizational structure are considered possible for other organizations to adopt and all of them are already supported in the quality, management and leadership literature. Support from the health literature is also found for most of the behaviours, methodologies, values, and organizational structure.   Surveys and focus groups interviews were carried out in five different organizations in order to find out what is of most importance when practising Quality Management in order to influence sustainable co-worker health. The results pointed to ‘Leadership Commitment’ as the most central of the values for achieving sustainable health among the co-workers. Furthermore, the values ‘Continuous Improvements’, ‘Participation of Everybody’ and ‘Customer Orientation’ were found to be related to sustainable health among the co-workers. The values ‘Leadership Commitment’ and the value ‘Participation of Everybody’ were then further elaborated to find aspects of importance for sustainable co-worker health. From the value ‘Leadership Commitment’ four aspects were extracted. These were labelled ‘Empathy’, ‘Presence and Communication’, ‘Integrity’, and ‘Continuity’. The results showed relations between the value ‘Leadership Commitment’ within Quality Management and sustainable health among the co-workers. Thus it is essential for leaders to work in accordance with that value to achieve results in the work towards sustainable co-worker health. The results indicate that this requires management and leadership that are characterized by the aspects above. The leaders have to:   • Really understand the co-workers and their work situation. • Be present and available for co-workers and communicate with them. • Act as a role model, be fair and keep their promises. • Stay in their positions long enough to build up trust and confidence.   The value ‘Participation of Everybody’ has also been shown to be related to sustainable health among the co-workers. This indicates that it is important to work in accordance with that value in the struggle to achieve sustainable health among the co-workers. The results imply that this value is characterized by the aspects ‘Development’, ‘Influence’ and ‘Being informed’. This could be done by:   • Giving the co-workers opportunities to develop their skills and develop personally. • Letting the co-workers influence their work situation and taking suggestions and proposals from them seriously. • Having good communication within the whole organization.   To manage this; the managers have to delegate more and empower the co-workers.   These results were then further elaborated within another organization in order to develop a measurement approach that can clarify the extent to which the values, ‘Leadership Commitment’ and ‘Participation of Everybody’ permeate an organization. The developed measurement approach can be used to clarify the extent to which the organization is practising the health-promoting values within Quality Management and in what areas improvement is needed to increase co-worker health. The approach can also help the organization to detect those shortcomings within the management which are important for co-worker well-being. The developed measurement approach can be used to establish and enhance co-worker health by improving their well-being, satisfaction and motivation.

Σκοπός της διπλωματικής είναι η ανασκόπηση της βιβλιογραφίας και η ανεύρεση των κυριότερων θεωρητικών – εννοιολογικών μοντέλων σχετικά με τη πολιτική ποιότητας 6σ. Ωστόσο ο σημαντικότερος σκοπός ήταν η κατασκευή ενός πλήρους και τεκμηριωμένου ερωτηματολογίου που να ανταποκρίνεται στο περιβάλλον που λειτουργούν οι ελληνικές επιχειρήσεις. Μεθοδολογία: ανασκόπηση της βιβλιογραφίας και πιο συγκεκριμένα των διεθνών ακαδημαϊκών βιβλιοθηκών (emerald) όπου έγινε αναζήτηση άρθρων χρησιμοποιώντας ως λέξεις κλειδιά: 6 σίγμα, κρίσιμοι παράγοντες 6σ, οφέλη του έξι σίγμα, εμπόδια και δυσκολίες του έξι σίγμα, το έξι σίγμα στη παροχή υπηρεσιών, λόγοι εφαρμογής – λόγοι μη εφαρμογής, η απόδοση του έξι σίγμα, εργαλεία και τεχνικές που χρησιμοποιούνται στη πρωτοβουλία έξι σίγμα, το έξι σίγα και η σύνδεσή του με άλλες προσεγγίσεις ποιότητας (TQM, BE, ISO) και lean έξι σίγμα. Αποτελέσματα: η παρούσα εργασία παρουσιάζει τα κυριότερα εννοιολογικά μοντέλα πάνω στη πολιτική ποιότητας 6σ. Επίσης εξετάζει τα μοντέλα αυτά από την πλευρά των επιχειρήσεων παροχής υπηρεσιών και το πώς αυτά εφαρμόζονται επιτυχώς από αυτές. Το τελικό αποτέλεσμα της εργασίας είναι ένα τεκμηριωμένο ερωτηματολόγιο το οποίο προορίζεται για τις επιχειρήσεις παροχής υπηρεσιών και εξετάζει το κατά πόσο η πρωτοβουλία έξι σίγμα είναι γνωστή στα ελληνικά δεδομένα. Περιορισμοί: η εργασία παρέχει μόνο μία ανασκόπηση της βιβλιογραφίας και όχι ερευνητικά αποτελέσματα. Πρακτικές εφαρμογές: η εργασία παρέχει μία πλήρης εικόνα πάνω στα θεωρητικά - εννοιολογικά μοντέλα για την πολιτική ποιότητας έξι σίγμα στις επιχειρήσεις παροχής υπηρεσιών και μπορεί να χρησιμοποιηθεί ως βάση για μελλοντικές εργασίες. Καλύπτει το κενό που υπάρχει στην κατασκευή ενός πλήρους και καλά τεκμηριωμένου ερωτηματολογίου Πρωτοτυπία – αξία: η εργασία αυτή καλύπτει σημαντικά το κενό που υπάρχει στην ελληνική βιβλιογραφία σχετικά με τη πολιτική ποιότητας έξι σίγμα. Συμβάλλει στη παροχή ενός εννοιολογικού πλαισίου για τη πολιτική ποιότητας έξι σίγμα από την πλευρά των επιχειρήσεων παροχής υπηρεσιών. / The purpose of the current thesis is to review the literature and finding the main theoretical - conceptual models on the quality policy 6s. However the most important goal was to build a complete and documented questionnaire to respond to the environment that Greek companies operate. Methodology : literature review and in particular searching at international academic libraries (emerald) of articles using keywords such as: six sigma critical success factors, six sigma benefits, obstacles and difficulties of six sigma, six sigma in the service sector, implementation reasons – reasons for no implementation, the performance of six sigma, tools and techniques used in the six sigma initiative, the six sigma’s connection with other quality approaches (TQM, BE, ISO) and lean six sigma. Results: This paper presents the main conceptual models on the quality policy 6s. Also considers these models from the perspective of service providers and how they apply them successfully. The final outcome of this study is a well documented questionnaire intended for service firms, which examines whether the six sigma initiative is known in Greek service sector. Limitations: The paper provides only an overview of the literature rather than research results. Practical applications: this study provides a complete overview on the theoretical - conceptual models for the quality system of Six Sigma in the service sector and can be used as a basis for future studies. It covers the gap that exists in providing a complete and well- documented questionnaire. Originality - value: this study covers the major gap in Greek literature on Six Sigma quality policy. It provides a conceptual framework for six sigma quality policy on the part of the service providers.

Η παρούσα εργασία αποτελεί μία βιβλιογραφική διερεύνηση των κυριότερων Μεθόδων Μέτρησης Απόδοσης των επιχειρήσεων. Έγινε μια προσπάθεια να συγκεντρωθούν οι σημαντικότερες μέθοδοι, να αναλυθούν και τελικά να συγκριθούν για την επιλογή της μέχρι τώρα καταλληλότερης μεθόδου. Η αρθρογραφία πάνω στη Μέτρηση της Απόδοσης των Επιχειρήσεων, είναι πλούσια και συνεχώς αυξανόμενη. Αυτό οφείλεται στην ανάγκη των επιχειρήσεων να πρωταγωνιστήσουν σε ένα συνεχώς μεταβαλλόμενο και πλήρως ανταγωνιστικό επιχειρησιακό περιβάλλον, με μεγάλες αλλαγές να διαδραματίζονται στους κοινωνικο-τεχνικούς παράγοντες αλλά και στα χαρακτηριστικά λειτουργίας των επιχειρήσεων. Ενδεικτικά αναφέρουμε: την παγκοσμιοποίηση των αγορών, την απελευθέρωση των αγορών, την «Οικονομία των Υπηρεσιών», τις ταχύτατες εξελίξεις στην πληροφορική και τις επικοινωνίες, την αύξηση της επιρροής και της εστίασης στις ανάγκες των πελατών από πλευράς επιχείρησης, την διαφοροποίηση των αναγκών και την αύξηση των προσδοκιών εξυπηρέτησης των πελατών κλπ. Όλα αυτά συνθέτουν ένα νέο κοινωνικό, οικονομικό, τεχνολογικό, ηθικό και πολιτικό πλαίσιο λειτουργίας της κοινωνίας, της οικονομίας και των επιχειρήσεων γενικότερα. Κυριότεροι ερευνητές που ασχολήθηκαν με το θέμα της Μέτρησης της Απόδοσης των επιχειρήσεων είναι οι: Kaplan R., Norton D., Neeley A., Gregory M., Platts k., Eccles R., με τις εργασίες “The balance Scorecard – Translating Strategy into Action” Kaplan and Norton , “Performance Measurement – Why, What and How” του Neeley και “The performance Prism perspective” των Neeley και Adams , να είναι οι κυριότερες και με τον μεγαλύτερο αριθμό αναφορών(citations) σε αυτές μέχρι σήμερα. Η μέθοδος που ξεχωρίζει τόσο σε πλήθος βιβλιογραφίας όσο και σε πλήθος αναφορών είναι η Balance Scorecard, καλύπτοντας τα ¾ όλης της υπάρχουσας βιβλιογραφίας, με το υπόλοιπο ¼ να μοιράζεται στις υπόλοιπες μεθόδους. Δεν είναι τυχαίο επομένως η μεγάλη χρήση της μεθόδου αυτής από παγκόσμιες επιχειρήσεις που κατατάσσονται στο τοπ 10 των επιχειρηματικών περιοδικών Fortune και Business Week. Το γεγονός αυτό έρχεται να επικυρώσει και η συγκεκριμένη εργασία κατατάσσοντας την μέθοδο Balance Scorecard ως πληρέστερη - πιο ολοκληρωμένη έναντι των υπολοίπων μεθόδων. Η παρούσα εργασία απαρτίζεται από εννέα κεφάλαια. Στο 1ο Κεφάλαιο περιγράφεται η έννοια της αποδοτικότητας, η ανάγκη μέτρησης της αποδοτικότητας που έχει ανακύψει στο σύγχρονο περιβάλλον των επιχειρήσεων και ένα σύνολο δεικτών που χρησιμοποιούνται στη διαδικασία μέτρησής της. Στο 2ο Κεφάλαιο περιγράφεται η έννοια της μέτρησης τη απόδοσης, δίνεται μία περιληπτική περιγραφή των μεθόδων που υπάρχουν στην βιβλιογραφία και των συνθηκών που πρέπει να ικανοποιούνται για τη σωστή εφαρμογή των μεθόδων μέτρησης αποδοτικότητας. Στο κεφάλαιο 3 περιγράφεται: η μέθοδος Balance Scorecard, οι μέθοδοι προσδιορισμού των δεικτών - κλειδιά απόδοσης της επιχείρησης (SWOT, QFD, PVA), η μέθοδος της Αναλυτικής Ιεράρχησης για την επιλογή των βασικών δεικτών-κλειδιά απόδοσης και τον καθορισμό των στατιστικών τους βαρών, οι προϋποθέσεις για τον επιτυχή προσδιορισμό και επιλογή των δεικτών κλειδιά στον πινάκα ισορροπημένης στοχοθεσίας, η προσαρμογή του πινάκα ισορροπημένης στοχοθεσίας στις μεταβαλλόμενες συνθήκες του περιβάλλοντος και ο διαχρονικός διαχωρισμός αίτιου και αποτελέσματος. Στο 4ο Κεφάλαιο γίνεται περιγραφή του Κοινού πλαισίου Αξιολόγησης Στο 5ο Κεφάλαιο γίνεται περιγραφή της μεθόδου Διοίκησης Ολικής Ποιότητας, αναφέρονται οι κύριες αρχές εφαρμογής της μεθόδου, οι στόχοι ενός συστήματος αυτής της μεθόδου, οι κρίσιμοι παράγοντες επιτυχής εφαρμογής της και εργαλεία και μεθοδολογίες που χρησιμοποιούνται για την εφαρμογή της. Στο 6ο Κεφάλαιο περιγράφεται το Μοντέλο επιχειρηματικής Αριστείας (EFQM), τα επίπεδά του και τα θετικά αποτελέσματα από την εφαρμογή της μεθόδου στην επιχείρηση. Στο 7ο Κεφάλαιο περιγράφεται η μέθοδος της Συγκριτικής Αξιολόγησης, οι στόχοι τα οφέλη και οι παγίδες που κρύβει η εφαρμογή της, οι προϋποθέσεις εφαρμογής της μεθόδου, η διαδικασία εφαρμογής καθώς και μία σειρά εργαλείων απαραίτητα για την εφαρμογή της. Στο 8ο Κεφάλαιο γίνεται αναφορά στις μεθοδολογίες SEM, ISO, στο Πλαίσιο των 7-S, στο Performance Prism και στο Activity based Business Modeling for Government. Αναλύονται τα κύρια σημεία της κάθε μεθοδολογίας τα κύρια σημεία εφαρμογής της κάθε μίας μεθόδου και τα πλεονεκτήματα εφαρμογής τους σε μία επιχείρηση. Στο 9ο Κεφάλαιο γίνεται μία προσπάθεια να συγκριθούν οι κυριότερες μέθοδοι μέτρησης αποδοτικότητας, υιοθετείται ένα σύνολο 10 κριτηρίων, γίνεται μία σύνοψη των αποτελεσμάτων της σύγκρισης και προτείνεται από την εργασία ένα πλαίσιο μεθοδολογίας. / The present study is a bibliographic investigation concerning the main Performance Measurement Methods. Important methods are assembled, analyzed and compared in an attempt to find the best one applied to the research study subject. The work is composed from nine chapters. The 1st chapter describes the significance of an enterprise performance, the need for its measurement that emerged in the frame of the modern environment of the enterprises and the total number of indices used in the process of measurement. The 2nd one describes the significance of the output measurement by summarizing the relevant methods existing in bibliography, along with the conditions satisfied for a correct application of the methods referring to the efficiency measurement. In chapter three, the various methods such as: Balance Scorecard, the methods of determining the indices – keys of enterprise output (SWOT, QFD, PVA), the method of Hierarchy Analysis for selecting the basic indicators of output, as well as, the determination of it statistical weights, the conditions for a successful determination, the choice of indicator keys in the table balanced target setting, the adaptation of table of balanced target setting in the altered conditions of environment and the diachronic segregation of cause and effect, are presented. Chapter 4th presents the common frame of evaluation. In the 5th chapter the description of the Total Quality Management method is reported with references to the main application methods, the objectives of the system, the critical factors of its successful application and the tools and methodologies used for their application. In the 6th chapter the model of enterprise description (EFQM), its levels and the positive results obtained from the model application in an enterprise, are described. The method of Comparative Evaluation, the objectives and profits, the conditions and the process of application along with the tools essentially for its application, are presented in chapter 7th. Chapter 8th reports the methodologies SEM, ISO, the frame of 7-S methodology, the Performance Prism and the Activity Based Business Modeling for Governments. Finally, in chapter 9th an attempt is made to compare the most important and effective methods based on a total number of ten criteria, followed by a synopsis of the comparative analysis results, along with a proposed frame of new methodologies.

Darbo tikslas: Atskleisti organizacijos kultūros ir visuotinės kokybės vadybos principų dermę klinikinių tyrimų organizacijoje. Darbo uždaviniai: 1. Ištirti klinikinių tyrimų organizacijos kultūrą ir visuotinės kokybės vadybos principų dermę. 2. Vadovaujantis Denison organizacijos kultūros modeliu, išanalizuoti klinikinių tyrimų organizacijos kultūros ypatumus. 3. Pateikti rekomendacijas dėl klinikinių tyrimų organizacijos kultūros tobulinimo. / Aim of the research – to reveal the coherence of organization culture and total quality management principles in clinical research organization. Targets: 1. To investigate clinical research organization culture and the coherence of total quality management. 2. To introduce clinical research organization. 3. According to the model of Denison to analyze organizational culture characteristics of clinical research organization. 4. To provide recommendations for the improvement of clinical research organization culture.

AB Svenska Spel är ett statligt ägt monopolföretag som levererar spel och lotter till det svenska samhället. I detta examensarbete har AB Svenska Spel och dess avdelning ombudsekonomi verkat som fallföretag. Avdelningen, vilken är placerad vid huvudkontoret i Visby, valdes ut då ekonomichefen deklarerade att deras arbetssätt upplevdes ineffektivt av medarbetarna. Examensarbetet inleddes med en förstudie där olika förbättringsområden inom avdelningen identifierades, där ett beslut sedan fattads att två av dessa områden som skulle vara i fokus i examensarbetet. De delar i avdelningen som skulle granskas var kreditbevakning samt arbetsflödet och de interna överlämningarna. Gemensamt för de identifierade förbättringsområdena var att dessa kunde ses som symtom på att avdelningen inte arbetade systematiskt med kvalitetsutveckling eller med en tydlig verksamhetsstyrning. Detta innebar i praktiken att avdelningens övergripande ramverk, riktlinjer och målstyrning helt saknades. Vad avdelningens funktion och syfte var, hur medarbetarna bidrog till resterande organisation eller hur de bidrog externt till det svenska samhället kunde inte redogöras för. Inte heller någon dokumenterad information om detta återfanns och var inte uttalad. Medarbetarna kunde vidare inte redogöra för hur avdelningens interna arbetsmoment och arbetsuppgifter tillsammans bidrog till en enhetlig avdelning som gemensamt arbetade mot samma riktning. Följaktligen arbetades ett övergripande ramverk fram för avdelningen genom att insamlat material har kombinerats med existerande teorier om verksamhetsstyrning, till exempel offensiv kvalitetsutveckling och processkartläggning. För att skapa en helhet har avdelningens uppdrag och huvudprocess identifierats och sedan brutits ned i nya riktlinjer och arbetsdokument som rör kreditbedömningarna och på så sätt har arbetet konkritiserats och effektiviserats. Resultatet är att en röd tråd skapats mellan AB Svenska Spels övergripande vision och målbild och avdelningen ombudsekonomi genom att en anpassad affärsidé och vision skapats vilken är en förlängning på ett formulerat uppdrag. För att ytterligare konkritisera hur avdelningen kan styras samt hur mätning och nyckeltal kan användas har ett balanserat styrkort skapats. Vidare har resultatet med examensarbetet bidragit till att systematiska angreppssätt presenteras för att främja analys och ständiga förbättringar. Genom att anpassa hörnstensmodellen till avdelningen har nya värdegrunder skapats som ska verka som en stabil grund för långsiktigt hållbart arbete. Då examensarbetet inte inkluderar att resultatet som presenteras i denna rapport implementeras på avdelningen eller kan påvisa en reell effekthämtning har en åtgärdsplan och förslag till fortsatt arbete tagits fram och överlämnats till avdelningschefen. Detta ska möjliggöra att det systematiska arbetssättet fortskrider, förbättras ytterligare och det förändrade tankesättet bibehålls. / AB Svenska Spel is a state-owned company that delivers games and lottery to the Swedish society. In this essay, Svenska Spel and its unit ombudsekonomi acted as a case company. The unit, which is located at the Headquarters in Visby, was selected when the Chief Financial Officer declared that the employees felt that their workflow was ineffective and in need of change. Ombudsekonomi is part of the Finance Department and works with the company's establishment process for new customers, accounts receivable and management of the company's collection of debts. This essay began with a pre-study which intended to identify areas of improvement within the department, which then would form the basis for this essay. The pre-study pointed out several  primarily, development of the unit's credit surveillance, head process and workflow, as well as internal handovers. Common for all identified areas was that the unit didn ́t plan their work systematically or with total quality management, which is to be seen as a symptom of the lack of overall framework, policies and well-defined goals. The employees couldn ́t describe the function and purpose of the unit, or how they contributed to Svenska Spels organization or to the Swedish society. Neither could they express how the unit's internal actions and tasks together contributed to the common cause or how to work together to reach it, and we couldn't find any (for the unit) defined goals, vivion or overall assignment. Therefore, a general framework was put together combining theories of total quality management and processes, mapping with the official strategies, vision and goals that were found in the Svenska Spel annual report. To enable this, information was collected, modified and reformulated to fit the unit's work situation. A mission, vision and strategy was made and new processes were established. This, together with new guidelines and documents for work practices, should make it possible for all the emplyees to work against the same goal in an effective and rationalized way that creates more value for the unit. The result of this essay is the creation of a main thread from Svenska Spels overall existing framework down to the unit's work, as well as a new defined goal. To illustrate how this work can be implemented in different perspectives, a balance scorecard has been created including suggestions for measurement and key performance indicators. Furthermore, the result of this essay contributes to the unit's systematic approach to promote the analysis and continuous improvement based on fundamental proposed values. However, this project does not include implementation of the results and is therefore not going to ensure the outcomes. An action and application plan for further work will be handed over to the unit's Team Leader. This ensure that the systematic work approach progress, is further improved and that the proposed mind set is maintained.

Since the 1990s quality management has been translocated from industry into higher education. However, there is little evidence that improvement in the core functions of universities has resulted. This study adopts a critical systems approach that is grounded in a critique of prevailing models of quality management to explore quality in a university. It examines the potential of Critical Systems Thinking enacted through Total Systems Intervention (TSI) to promote improvement. A case is made for local intervention towards improvement. The thesis is structured around the three modes of TSI, namely Critical Review, Problem Solving and Critical Reflection. A Critical Review of Quality Management suggests that the opposition of academics to quality initiatives in general, and to Quality Management in particular, is rooted in its language and underlying image of organization. This proposition is explored through an analysis of key Quality Management definitions and concepts in relation to the university. The importance of language, metaphors and images of organization are explored. The fitness for purpose of industrial models of quality for universities is challenged. TSI is employed in its Problem Solving mode to describe the quality problem for an academic unit within a university in New Zealand initially from the perspective of its staff and students. For them, the quality problem mainly related to better promoting learning. Analysis and reflection on the problem and context drawing on systems methodologies shaped interventions for improvement. Critical Reflection on a cycle of participative creativity, choice and implementation identified cultural, structural and environmental factors that present threats not only to quality improvement but also to the viability of the unit. The main findings and conclusions question the appropriateness of current models of QM in the university. The thesis demonstrates key systemic problems in higher education; provides a rationale for systemic interventions; identifies pressures that make resistance to systems thinking almost inevitable; and illustrates that TSI is more appropriately used by external researchers than insider researchers. Nevertheless, critical systems approaches, in particular boundary critique, help to structure the problem of improving quality in locally meaningful ways. The challenges of using systems ideas and systems methodologies in the university context, however, are substantial.

The basic objective of this research was to assess the suitability of Total Quality Management (TQM) via the International Standards Organization (ISO) 9000/2000 quality accreditation system route for bringing about organisational transformation in the Indian Railways and to develop an India specific model for taking an ISO certified organization towards TQM.The first part of the research aimed at getting the ‘as is’ and ‘should be’ status of Indian Railways from an organisational change point of view. Based on the work carried out by Khandwalla (1995), a series of open-ended and close-ended questions were asked to the senior members of Indian Railways. Analysis of their responses was undertaken. It indicated that the way they thought Indian Railways should change was in line with the TQM model of change.The culture-TQM fit was studied as a part of this research. ‘Hierarchy’ (or power distance) and its related concept ‘collectivism’ were identified as the two cultural constructs which affect the successful implementation of TQM. The second part of the research aimed at measuring the hierarchical orientation among the employees of Indian Railways. This was measured on three dimensions of ‘dependency proneness’, ‘personalised relationship’ and ‘status consciousness’ based on the work done by Sinha (1995). It was found that among the three dimensions, ‘status consciousness’ and ‘dependency proneness’ were more deeply entrenched cultural traits among Indian Railway employees as compared to ‘personalised relationship’. On the two dimensions of ‘status consciousness’ and ‘dependency proneness’, the class 1 officers of Indian Railways were less hierarchy conscious than the class 2 officers who, in turn, were less hierarchy conscious than the supervisors. The tendency for ‘personalised relationship’ did not vary significantly either across the class 1 officer, class 2 officer and supervisor categories or across different age groups. Further, employees less than 30 years old, from 31 years to 50 years old and more than 50 years old, demonstrated similar level of ‘status consciousness’ and ‘dependency proneness’. This shows that at least in the Indian Railways, even among the younger generation, notwithstanding 15 years of liberalisation, hierarchical orientation continues to be a powerful cultural trait.The third part of the research aimed at understanding the impact of ISO 9000 implementation in the Indian Railway units. It was found that, contrary to the literature, there was no resistance to implementation of ISO based change in the Indian Railways. This research argues that because of their strong sense of identity with their work group, the employees of Indian Railways are more amenable to an internal leader initiated change. Hence there was no resistance to change.The fourth part of the research was an action research project aimed at ISO 9000:2000 certification of a warehousing unit in the Indian Railways. This was carried out to investigate the way organisational learning occurred during ISO certification. Three action cycles were conducted over a period of two months. Seven months later, one additional cycle was completed. Special care was taken to see that the conclusions arrived after one cycle were validated from other sources. It was found that departmentalism and lack of team spirit are major problems in Indian Railways. Both are ascribed to the caste system in India. It is hypothesised that since an Indian Railway employee remains in a department throughout his/her career, the department becomes his/her ‘professional caste’. The research then identifies an Indianised version of leadership in the context of organisational change. It hypothesises that hierarchical teacher-student (guru-shishya) relationship with the leader invokes personal bases of power which promotes change in India. The teacher-student (gurushishya) relationship with the leader is conceptually similar to ‘intellectual stimulation’ factor of transformational leadership. The ‘personalised relationship’ with a more equitable slant can be elevated to the status of ‘individualised consideration’ factor of transformational leadership and the Nurturant Task (NT) leadership model of India is conceptually similar to the contingent reward factor of transformational leadership.In the context of TQM, this research hypothesises that there is a sequential relationship among the critical success factors (CSFs) of TQM. For this, one should begin by framing process-based quality procedures and quality objectives. Process based quality procedures and quality objectives lead to development of team orientation in the context of TQM implementation. Similarly, a multi-tier Corrective and Preventive Action (CPA) reinforced with a reward and recognition system, positively intervenes in the transition of an ISO certified organization towards TQM.The learning arrived at in different parts of the research was finally integrated into a model for transforming an ISO certified unit towards TQM. The model shows that propagation of customer satisfaction as a value and not just as a measurement- as in a customer satisfaction index – is key for replacing some of the dysfunctional traditional Indian values which do not fit in a liberalised economy. More specifically, the compulsion of implementing a ‘Corrective / Preventive Action’ makes a person come out of his/her traditional moorings and thus begins his/her socialisation outside his/her ‘professional caste’. The reinforcing effect of successive improvement inculcates a feeling of team spirit among members of different functional groups. Successive CPAs supported by a suitable reward system and an Indianised version of leadership mentioned earlier create a spiral vortex which continually pulls the organization towards achieving TQM.Finally, this research establishes a link between the soft system methodology and an India specific cultural dimension called ‘context sensitivity’. The researcher argues that it is because of context sensitivity of Indians that no resistance to change was found during ISO implementation in Indian Railways. This also explains why post liberalisation Indians have been able to make a mark in the world.

The basic objective of this research was to assess the suitability of Total Quality Management (TQM) via the International Standards Organization (ISO) 9000/2000 quality accreditation system route for bringing about organisational transformation in the Indian Railways and to develop an India specific model for taking an ISO certified organization towards TQM.The first part of the research aimed at getting the ‘as is’ and ‘should be’ status of Indian Railways from an organisational change point of view. Based on the work carried out by Khandwalla (1995), a series of open-ended and close-ended questions were asked to the senior members of Indian Railways. Analysis of their responses was undertaken. It indicated that the way they thought Indian Railways should change was in line with the TQM model of change.The culture-TQM fit was studied as a part of this research. ‘Hierarchy’ (or power distance) and its related concept ‘collectivism’ were identified as the two cultural constructs which affect the successful implementation of TQM. The second part of the research aimed at measuring the hierarchical orientation among the employees of Indian Railways. This was measured on three dimensions of ‘dependency proneness’, ‘personalised relationship’ and ‘status consciousness’ based on the work done by Sinha (1995). It was found that among the three dimensions, ‘status consciousness’ and ‘dependency proneness’ were more deeply entrenched cultural traits among Indian Railway employees as compared to ‘personalised relationship’. On the two dimensions of ‘status consciousness’ and ‘dependency proneness’, the class 1 officers of Indian Railways were less hierarchy conscious than the class 2 officers who, in turn, were less hierarchy conscious than the supervisors. The tendency for ‘personalised relationship’ did not vary significantly either across the class 1 officer, class 2 officer and supervisor categories or across different age groups. Further, employees less than 30 years old, from 31 years to 50 years old and more than 50 years old, demonstrated similar level of ‘status consciousness’ and ‘dependency proneness’. This shows that at least in the Indian Railways, even among the younger generation, notwithstanding 15 years of liberalisation, hierarchical orientation continues to be a powerful cultural trait.The third part of the research aimed at understanding the impact of ISO 9000 implementation in the Indian Railway units. It was found that, contrary to the literature, there was no resistance to implementation of ISO based change in the Indian Railways. This research argues that because of their strong sense of identity with their work group, the employees of Indian Railways are more amenable to an internal leader initiated change. Hence there was no resistance to change.The fourth part of the research was an action research project aimed at ISO 9000:2000 certification of a warehousing unit in the Indian Railways. This was carried out to investigate the way organisational learning occurred during ISO certification. Three action cycles were conducted over a period of two months. Seven months later, one additional cycle was completed. Special care was taken to see that the conclusions arrived after one cycle were validated from other sources. It was found that departmentalism and lack of team spirit are major problems in Indian Railways. Both are ascribed to the caste system in India. It is hypothesised that since an Indian Railway employee remains in a department throughout his/her career, the department becomes his/her ‘professional caste’. The research then identifies an Indianised version of leadership in the context of organisational change. It hypothesises that hierarchical teacher-student (guru-shishya) relationship with the leader invokes personal bases of power which promotes change in India. The teacher-student (gurushishya) relationship with the leader is conceptually similar to ‘intellectual stimulation’ factor of transformational leadership. The ‘personalised relationship’ with a more equitable slant can be elevated to the status of ‘individualised consideration’ factor of transformational leadership and the Nurturant Task (NT) leadership model of India is conceptually similar to the contingent reward factor of transformational leadership.In the context of TQM, this research hypothesises that there is a sequential relationship among the critical success factors (CSFs) of TQM. For this, one should begin by framing process-based quality procedures and quality objectives. Process based quality procedures and quality objectives lead to development of team orientation in the context of TQM implementation. Similarly, a multi-tier Corrective and Preventive Action (CPA) reinforced with a reward and recognition system, positively intervenes in the transition of an ISO certified organization towards TQM.The learning arrived at in different parts of the research was finally integrated into a model for transforming an ISO certified unit towards TQM. The model shows that propagation of customer satisfaction as a value and not just as a measurement- as in a customer satisfaction index – is key for replacing some of the dysfunctional traditional Indian values which do not fit in a liberalised economy. More specifically, the compulsion of implementing a ‘Corrective / Preventive Action’ makes a person come out of his/her traditional moorings and thus begins his/her socialisation outside his/her ‘professional caste’. The reinforcing effect of successive improvement inculcates a feeling of team spirit among members of different functional groups. Successive CPAs supported by a suitable reward system and an Indianised version of leadership mentioned earlier create a spiral vortex which continually pulls the organization towards achieving TQM.Finally, this research establishes a link between the soft system methodology and an India specific cultural dimension called ‘context sensitivity’. The researcher argues that it is because of context sensitivity of Indians that no resistance to change was found during ISO implementation in Indian Railways. This also explains why post liberalisation Indians have been able to make a mark in the world.