Processos de backoffice apresentam um grande impacto nos custos de uma empresa. Centros de Serviço Compartilhados têm sido implementados a fim de controlar e melhorar tais processos. O lean, por sua vez, tem em comum com os CSC o objetivo de trazer excelência a processos. Uma análise da literatura indica haver sinergia entre os métodos e que as ferramentas lean possam promover melhorias que a implantação exclusiva de um CSC não tenha atingido. O objetivo deste trabalho é implantar princípios e ferramentas lean visando a busca de excelência em processos de backoffice, que pertençam a um CSC maduro. Para analisar essa possibilidade foi realizado um estudo de caso em empresa do ramo metalúrgico que já dispõe de um CSC considerado maduro em pesquisas de benchmarking na área. Foram implementados: um estudo de estabilidade e capacidade, posteriormente a prática de gerenciamento diário para implementação de melhorias, ocorrendo coleta de dados qualitativa e quantitativa para avaliação dos seus impactos. Por fim, um questionário foi aplicado para detectar a percepção dos colaboradores a respeito das mudanças obtidas com as ferramentas. Os resultados indicaram que mesmo em um CSC já completamente implantado, havia instabilidade e incapacidade nos processos, detectadas através do estudo de capacidade e estabilidade que são usadas na metodologia Lean. Em relação à utilização de gerenciamento diário, agregado à gestão visual, observou-se ser a abordagem que possibilitaria melhores resultados Em uma pesquisa realizada com todos os níveis hierárquicos envolvidos, que comparava o cenário anterior às ferramentas, um mês após a implantação e a expectativa para o cenário em um ano, foi possível comprovar que 64% dos princípios Lean apresentados por Liker (2005) foram melhorados no primeiro mês e que existe uma expectativa de melhorar 95% dos princípios Lean e das funções da comunicação no próximo um ano com os estudos de capacidade/estabilidade e gerenciamento diário. Observou-se que, enquanto os estudos de capacidade e estabilidade detectam as falhas, o gerenciamento diário permite operacionalizar as mudanças, ao mesmo tempo em que reforça os princípios lean. Embora não possam ser generalizáveis os resultados obtidos, pode-se dizer que neste estudo foi possível atingir melhores níveis de desempenho dos processos de um CSC maduro utilizando ferramentas lean, confirmando a hipótese inicial. / Backoffice processes have a high impact on the costs of a company. Shared Service Centers (SSC) has been implemented in order to control and improve these processes. The lean methodology, in turn, has in common with the SSC the aim to bring excellence to processes. A literature review indicates that there is synergy between the methods and the lean tools can make improvements that exclusive implementation of a CSC has not reached. The aim of this study is to implement lean principles and tools aimed at the pursuit of excellence in backoffice processes, belonging to a mature SSC. To test the initial hypothesis it was conducted a case study in a metal industry that already has a mature SSC. It was implemented: stability and capacity analysis and the practice of daily management to implement improvements, occurring qualitative and quantitative data collection to assess its impact. Finally, a questionnaire was applied to detect the perception of employees about the changes obtained with the tools. The results indicated that even in a SSC already fully deployed, there is instability and failure in processes, detected by stability and capacity analysis that are used in lean methodology. Regarding the use of daily management, added to the visual management, was noted to be the approach would enable better results In a survey of all levels involved, which compared the previous scenario before the tools, one month after implantation and the expectation for the scenario in a year, it was possible to prove that 64% of the lean principles have been improved in the first month and it is expected to improve 95% of the lean principles and communication functions in one year with stability and capacity analysis and daily management. It was observed that, while the stability and capacity analysis detect faults, the daily management enables operational changes at the same time that increases lean principles perception. Although the results obtained may not be generalizable, it can be said that in this study it was possible to achieve better performance levels of processes of a mature CSC using lean tools, confirming the initial hypothesis.

This master's thesis explores how job automation has influenced a selected bank branch workplace and what role gender plays in this process. The thesis is based on a case study focused on a team from one anonymized Czech branch of an international bank where robots are being introduced into the work process. Between November 2018 and February 2019, semi-structured interviews were conducted with six members of this team and obtained data were subjected to an analysis, the results of which are presented in this thesis. Interview questions revolved around changes in the workplace and the evaluation of these changes by the employees. The thesis therefore examines, among other things, whether robots have had any impact on working hours or workplace interpersonal relationships, what control tools narrators have had to monitor the work process, how robots have highlighted existing gender inequalities in the workplace and what issues have arisen after their implementation. The case study has pointed out the importance of further, closer inspection of robot implementation cases, each of which may be affected by a number of specific elements. This micro-level investigation may serve as a foundation for a better understanding of robotic process automation as well as a potential source for developing...

Customer Relationship Management (CRM) har fått ökad uppmärksamhetunder de senaste decennierna. Sökningar i vetenskapligaartiklar och litteratur visar att det finns behov av kunskap om CRM ochdess funktionalitet. Företaget som studeras i detta arbete är ett friståendeIT‐ och managementföretag som bland annat erbjuder CRMochERP‐system (Enterprise Resource planning) till kunder i olikabranscher. Företaget upplever att kunderna har olika behov och uppfattningarom funktionaliteten inom CRM‐system och även kring CRMfunktionalitetsom kan finnas i andra system såsom ERP‐system. Detfinns funktionalitet inom kundernas ERP‐/ekonomisystem som kanöverlappa funktioner i CRM‐system. Syftet med denna studie är attskapa en ökad förståelse för CRM‐systemens roll och dess funktioner.Resultatet baseras på ett slumpmässigt urval av åtta företag inom olikabranscher som hör till både små och medelstora företag. Undersökningenhar genomförts med hjälp av intervjuer med personer som är insatta iföretagens kundhantering. Information om företagens nuvarande CRMsystem,behov av CRM‐funktioner och egenskaper inom ERP‐/ekonomisystemen som svarar mot de önskade CRM‐funktionernainsamlades. Resultatet visar att företagens behov av nya system kanrealiseras genom utveckling av befintliga system istället för nya system.Det visar också att företagens ERP‐/ekonomisystem enbart används förekonomiärenden och inte för någon CRM‐funktionalitet. Små ochmedelstora företag löser sina CRM‐ärenden med separata IT‐lösningar. / During recent decades, Customer Relationship Management (CRM) hasbeen receiving increased attention. Searches within scientific articles andliteratures show that there is a need for increased knowledge in CRMand its functionality. The company studied in this work is an independentIT and management company that provides CRM and ERP systemsto customers in various industries. According to the companyʹs experience,their customers have different requirements and expectations ofthe functionality within CRM systems and also of the CRM functionalitythat can be found in other systems, such as ERP systems. There isfunctionality within the customersʹ ERP‐/financial systems which mayoverlap functions in the CRM system. The purpose of this study is tocreate a greater understanding of CRM systemsʹ role and its functions.The results are based on a random sample of eight companies in Sweden,within various industries, which are both small and medium sized.The survey was conducted by means of interview sessions with respondentswho are familiar with the company‐customer relationshipmanagement. Interview opportunities concern the collection of informationregarding the CRM functions and features within the ERP‐/financial systems of a current CRM system, which correspond to thedesired CRM functionality. The result shows that the business needs ofnew systems can be realized through the development of existingsystems rather than new systems. It also shows that the companiesʹ ERP‐/financial systems are used purely for financial matters and not for CRMfunctionality. Small and medium‐sized enterprises solve their CRMissues and financial matters by means of separate IT solutions.