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Basierend auf den erfolgreichen Einsätzen von Lean Management in der Automobilbranche und darauffolgend in weiteren Wirtschaftszweigen übernahmen auch immer mehr große IT-Dienstleister diese Prinzipien und Konzepte. Kaum ausgeprägt ist jedoch bisher der Einsatz von Lean Management in Unternehmen, die primär IT-Dienstleistungen für externe klein- und mittelständische Kunden anbieten. Die dazu notwendigen Produkte müssen individuell auf die Kundenanforderungen zugeschnitten sein und sind deshalb sehr heterogen und kostenintensiv. Werden die Potentiale in den Bereichen Personaleinsatz, Durchlaufzeiten und Qualität mittels der Anwendung von LM-Prinzipien ausgeschöpft, sind große Effizienzsteigerungen realisierbar. Deshalb ist es wert, gerade auch für das klein- und mittelständische Dienstleistungssegment zu überlegen, wie die Lean-Management-Prinzipien trotz dieser komplexen Problemstellung umgesetzt werden können. Zu diesem Zweck wird in der Arbeit auf Basis der leanen Grundüberlegung Vermeidung von Verschwendung ein Modell entwickelt, das das schlanke Managementkonzept mit dem Best-Practise-Framework ITIL verknüpft. Die Umsetzung dieses Modells lässt Effizienzsteigerungen, Verbesserungen in der Prozessqualität sowie die Erhöhung der Kunden- und Mitarbeiterzufriedenheit erwarten. / Based on the successful Lean Management applications in the automotive industry and, subsequently, in other sectors of the economy, a growing number of large IT service providers has adopted these principles and concepts. However, the use of Lean Management is hardly distinctive among companies that offer primarily IT services for external small and medium-sized customers. The products necessary for this must be individually tailored to customer requirements and are, therefore, heterogeneous and costly. If potential is fully utilized by applying Lean Management principles in the areas of human resource placement, lead times and quality, major gains in efficiency can be achieved. It is, therefore, worth considering how Lean Management principles can be implemented, in spite of the complex problem statement, even for the small and medium-sized service segment. Towards that end, within this paper a model is developed on the basis of the \"lean\" rationale of Waste Avoidance, which links the Lean Management concept with the Best Practice Framework of ITIL. The implementation of this model makes way for gains in efficiency, improvements in process quality, as well as increased satisfaction among customers and employees.

Extreme Production Makeover™ fångade vårt intresse för en tid sedan, strax innan vi skulle börja skriva vår C-uppsats. Metoden går ut på att under mycket kort tid förändra och effektivisera en produktionslina för att höja produktiviteten. Vi blev genast nyfikna på om Extreme Production Makeover™ skulle gå att omsätta i administrativa flöden och tjänste-flöden med ett informationslogistiskt perspektiv. Inom produktion finns det en lång tradition av att arbeta med effektiviseringar och förbättringar. Våra studier av effektiviseringsmetoder inom administrativa flöden visar på att me-toderna inte är lika utbredda inom tjänste- och servicebranschen. Vad beror det på? Normalt tar ett förändringsarbete av administrativa flöden eller tjänsteflöden en ganska lång tid i anspråk. Men, om en Extreme Production Makeover™ kan genomföras på en kort tid, så borde ju också en Extreme Administration Makeover kunna genomföras. Syfte: Vårt syfte med studien är att undersöka och jämföra effektivisering i produktionsflöden med effektivisering i administrativa flöden och tjänsteflöden. Vi vill belysa nyttan med informationslogistik i samband med förändringsarbeten, för företag och personer som arbetar med processeffektivisering. Resultatet av studien är en handlingsplan för Extreme Administration Makeover. Metod: Vårt arbete är genomfört som en skrivbordsstudie, vi har alltså inte provat eller utvärderat Extreme Administration Makeover i verkligheten. Vi har studerat olika typer av litteratur som rör informationslogistik och effektivisering av olika flöden. Detta har vi sammanfattat och redovisat under rubriken Teori. För att ge ytterligare kraft till teorin, har vi samtalat med nyckelpersoner inom Extreme Production Makeover™ och Lean Forum, för att bilda oss en uppfattning om hur metoderna kan jämföras och tillämpas. Resultatet av dessa diskussioner tas upp i Empirin. Till detta har vi lagt vår kunskap i informationslogistik och därefter skapat en handlingsplan med tillhörande modell, för Extreme Administration Makeover. Därefter följer Analysen av vårt studieresultat och en Avslutande Diskussion. Avgränsning: Vi har i vår rapport valt att begränsa oss till metoderna inom traditionell produktionseffektivisering och Lean Production men är väl medvetna om att metoderna för förändringsarbete är fler än så. Resultat: Delar av ett förändringsarbete kan genomföras under en kortare, eller extremt kort tid, men att etablera och rota arbetssätt och framför allt tanken bakom; att få tänkandet att genomsyra verksamheten, kräver förmodligen betydligt längre tid. Det beror på de personer som berörs och blir involverade i den. Genom att förankra tankar, mål och visioner i organisationens alla led, skapas en grund för en stabil förändring och en förutsättning för ett gott resultat. / Extreme Production Makeover™ caught our interest before we began to write our C-essay. The method is about transformation and how to make a production line more efficient in order to raise the productivity level within a short timeframe. Since we are about to gradu-ate in Information logistics, we are curious to find out if Extreme Production Makeover™ is transferable to administrative and service flows, from an information logistics perspec-tive. Within the area of production, there has been a long tradition to work with efficiency and improvements. Our studies of efficiency methods within administrative flows indicate that these methods are not as widespread within the service trades. How come? In general, the procedure of changing administrative and service flows is a long process, however, if an Extreme Production Makeover™ could be accomplished during a short timeframe, so could probably also Extreme Administration Makeover. Aim: The aim of our study is to examine and compare production flow efficiency along with ef-ficiency in administrative and service flows. We want to illustrate the benefit of using in-formation logistics in structural changes, for both companies and personnel working with process efficiency. The result of our study is an action plan for Extreme Administration Makeover. Method: Our essay was created as a proposal; we did not test or evaluate Extreme Administration Makeover in reality. We have studied a variety of literature linked to information logistics and the efficacy of different flows, which we have summarized and illustrate under the heading Theory. In order to support the theory further, we spoke to key personnel within Extreme Production Makeover™ and Lean Forum and determined how the methods could be compared and applied. The result of these discussions is presented in the Em-pirical research. Furthermore, we have added our knowledge about information logistics and created an action plan, with an attached model exclusively for Extreme Administration Makeover. Accordingly, the result presented in the Analysis is followed by a Conclusion. Delimitation: We have chosen to limit our essay to the methods of traditional production efficiency and Lean Production, although we are well aware that there are several other methods for change. Results: Parts of a transformation plan could be accomplished during a short, or minimally short timeframe, however, in order to establish a deeply rooted work process, particularly the underlying force, and to permeate this vision into the enterprise, almost certainly requires more time. The outcome depends on the individuals affected and involved in the process. By establishing deeply rooted thoughts, goals and visions throughout the organisation, a solid foundation generates a sound transformation, which is crucial for a positive outcome.

The main objective of this diploma thesis is to identify the problems (restrictions, impasses) which are connected with the practical implementation described in the ITIL publication - the processes of ITSM. For achieving these objectives it was necessary to study extensive library of methodologies and standards that are being used in the area of IT service management (i.e. ITIL, CobiT, and ISO 20000). The conclusion is based on the results of consultations with the practicing specialists. The form of these consultations was a questionnaire elaborated in advance. The whole thesis can be separated into two logical units: the theoretical one and the practical one. The structure of theoretical part and the content of individual chapters are designed so that the reader can progressively acquire knowledge about the position of ITSM/ITIL in the area of methodologies and legislative standards intended for operating organization as a whole. In the other part of this thesis the relationship between, actually the most prestigious, two approaches to IT service management: ITSM and IT Governance is described. The chapter presenting other similar methodologies for IT service management follows in logical sequences. The introduction of practical part is dedicated to the basic characteristics of various ways of ITSM implementation (from the position of system integrator, in the form of internal project and in the public sector). The conclusion is divided into three units of the same titles as the main headstones of ITSM, these headstones are: the people, the tools and the processes. For every single unit I have elaborated the summary of the restrictions and the impasses that can appear during practical implementation of ITSM. The main contribution of this diploma thesis is just the last-mentioned, the compilation of summary of impasses related do the practical implementation of IT Service Management.

Basierend auf den erfolgreichen Einsätzen von Lean Management in der Automobilbranche und darauffolgend in weiteren Wirtschaftszweigen übernahmen auch immer mehr große IT-Dienstleister diese Prinzipien und Konzepte. Kaum ausgeprägt ist jedoch bisher der Einsatz von Lean Management in Unternehmen, die primär IT-Dienstleistungen für externe klein- und mittelständische Kunden anbieten. Die dazu notwendigen Produkte müssen individuell auf die Kundenanforderungen zugeschnitten sein und sind deshalb sehr heterogen und kostenintensiv. Werden die Potentiale in den Bereichen Personaleinsatz, Durchlaufzeiten und Qualität mittels der Anwendung von LM-Prinzipien ausgeschöpft, sind große Effizienzsteigerungen realisierbar. Deshalb ist es wert, gerade auch für das klein- und mittelständische Dienstleistungssegment zu überlegen, wie die Lean-Management-Prinzipien trotz dieser komplexen Problemstellung umgesetzt werden können. Zu diesem Zweck wird in der Arbeit auf Basis der leanen Grundüberlegung Vermeidung von Verschwendung ein Modell entwickelt, das das schlanke Managementkonzept mit dem Best-Practise-Framework ITIL verknüpft. Die Umsetzung dieses Modells lässt Effizienzsteigerungen, Verbesserungen in der Prozessqualität sowie die Erhöhung der Kunden- und Mitarbeiterzufriedenheit erwarten. / Based on the successful Lean Management applications in the automotive industry and, subsequently, in other sectors of the economy, a growing number of large IT service providers has adopted these principles and concepts. However, the use of Lean Management is hardly distinctive among companies that offer primarily IT services for external small and medium-sized customers. The products necessary for this must be individually tailored to customer requirements and are, therefore, heterogeneous and costly. If potential is fully utilized by applying Lean Management principles in the areas of human resource placement, lead times and quality, major gains in efficiency can be achieved. It is, therefore, worth considering how Lean Management principles can be implemented, in spite of the complex problem statement, even for the small and medium-sized service segment. Towards that end, within this paper a model is developed on the basis of the \"lean\" rationale of Waste Avoidance, which links the Lean Management concept with the Best Practice Framework of ITIL. The implementation of this model makes way for gains in efficiency, improvements in process quality, as well as increased satisfaction among customers and employees.

Samtidigt som klimatkrisen konstaterats har också hållbarhetsarbete i företag ökat, vilket kan användas som ett redskap för att anta de utmaningar som följer av ett mer komplext och transparent företagande. Tidigare forskning har haft ett huvudsakligt fokus på de monetära fördelarna med hållbarhetsarbete, men eftersom finansiella aspekter nödvändigtvis inte är den enda nyckeln till ett företags framgång är det intressant att även finna andra värden. Således är syftet med studien att skapa förståelse för vilka icke-monetära värden som kan skapas genom hållbarhetsarbete i företag. Det teoretiska ramverket omfattar fyra hållbarhetsteorier samt värdeskapandeteorin service-dominant logic. En kvalitativ metod har valts då området är relativt outforskat och studien syftar till att studera hållbarhetsarbete i olika sociala kontexter och tolka samband. Analysen har gjorts med utgångspunkt i åtta semistrukturerade intervjuer som genomförts med respondenter i olika företag, kombinerat med det teoretiska ramverket. Studien visar att triple bottom line-rapportering varit ett initialt steg för att få företag att implementera hållbarhetsarbete, men inte tillräckligt för att hantera de utmaningar samhället står inför, där sättet att bedriva verksamhet kan behöva förändras. Med service-dominant logic som utgångspunkt för analysen har ett nytt sätt att se miljön som en aktör i ekosystemet genererats, då alla aktörer ska gynnas av tjänsteutbyten. Genom ömsesidigt värdeskapande inom ramen för de planetära gränserna kan doughnut-ekonomi uppnås, där fokus ligger på att långsiktigt frodas snarare än att expansivt växa. För att uppnå ett hållbart företagande är studiens respondenter eniga om att alla företag måste ta ansvar för miljön och argumenterar för att hållbarhetsarbete inte enbart medför marknadsmässiga fördelar, utan också värdesätts av anställda som upplever sitt arbete som betydelsefullt. Ett företag som tar ansvar genom hållbarhetsarbete och erbjuder en arbetsplats där anställda trivs blir en attraktiv arbetsgivare på en arbetsmarknad där arbetstagare blir allt mer medvetna om problematiken gällande miljön. Studien visar att hållbarhetsarbete ger företag möjlighet att lättare möta krav från aktörer, bidra till utvecklingen av samhället och forma en verksamhet där arbetstagare trivs. / At the same time as the climate crisis has been noted, sustainability work in companies has increased, which can be used as a tool to meet the challenges posed by a more complex and transparent way of doing businesses. Previous research has mainly focused on the monetary benefits of sustainability work, but since financial aspects necessarily are not the only key to business success, it is of interest to find other values as well. Thus, the purpose of the study is to create an understanding of the non-monetary values that can be created through sustainability work in companies. The theoretical framework consists of four sustainability theories as well as the value creation theory service-dominant logic. A qualitative method has been chosen, since the field is relatively unexplored and the purpose is to study sustainability work in different social contexts and interpret relationships. The analysis has been conducted with starting point in eight semi-structured interviews with respondents from different companies, combined with the theoretical framework. The study shows that triple bottom line reporting was an initial step to get businesses to implement sustainability work, but not enough to handle the challenges the society are facing, where the way to conduct business might need to change. With service-dominant logic as a starting point for the analysis, a new way of viewing the environment as an actor in the service ecosystem has been generated, since all actors should gain from service exchanges. Through mutual value creation within the frame of the planetary boundaries, doughnut-economy can be achieved, where the focus is on thriving rather than expansive growing. In order to achieve sustainable business, the respondents of the study agree that all companies must take environmental responsibility and argue that sustainability work do not only entail advantages on the market, but also to bring value to employees who experience their work as meaningful. A business which takes responsibility through sustainability work and offers a workplace where employees thrive, becomes an attractive employer on a labor market where workers are becoming more aware of the problems regarding the environment. The study shows that sustainability work gives companies an ability to easier meet actor demands, contribute to the development of the society, and conduct a business where employees thrive.

Uppsatsen behandlar mindre grossisters situation på marknaden i Sverige. Mindre grosssisters nyckelposition i den traditionella värdekedjan suddas ut alltmer. Grossisterna måste finna nya vägar för att behålla de befintliga kunderna. Därför måste de skapa mervärde, vilket i sin tur skapas genom att utveckla olika former av samarbete med sina kunder. / This essay is about the smaller wholesalers situation on the Swedish market. The small wholesalers key positioning in the generic value chain is dissapearing. Therefore they have to find new ways to retention their existing customers. They have to create a value added in order of connect tier to their customers. A wholesaler will be able to create value added  through developing different forms of cooperation with its customers.

Call number: LD2668 .T4 1979 B63 / Master of Science

International Telemetering Conference Proceedings / October 20-23, 2003 / Riviera Hotel and Convention Center, Las Vegas, Nevada / CCSDS Space Link Extension (SLE) Services enable the ground segment assets of space agencies to interoperate, allowing for ground stations and space data users to interact without the need for ad hoc, complicated gateways designed specifically for each new mission. Their goal is to reduce the development, management, and operational costs of providing cross support between space organizations for exchange of tracking, telemetry, and command (TT&C) data. SLE services are actively supporting over a dozen spacecraft, with many more planned over the next few years. This paper first presents an overview of the underlying SLE architecture, as defined in the SLE Reference Model. The SLE data transfer services, which move data between mission facilities and ground stations are defined, along with the management services that enable missions to make requests for ground station services. Next, up-to-date status of the testing, prototyping, and implementation of SLE services over the past few years is presented, as well as plans for adoption of SLE services by a number of space networks and space mission organizations. Finally, efforts to adapt SLE services to support legacy missions are briefly described.

International Telemetering Conference Proceedings / October 20-23, 2003 / Riviera Hotel and Convention Center, Las Vegas, Nevada / The Consultative Committee for Space Data Systems (CCSDS) is developing standards for the interface through which spaceflight mission managers request tracking, telemetry, and command (TT&C) and Space Link Extension (SLE) services from TT&C ground stations and networks. The standards are intended for use not just by the spaceflight projects and networks operated by the CCSDS member agencies, but also by commercial networks and networks operated by other governmental agencies. As part of the process of developing the standards, several prototypes are under development. This paper presents a summary status of both the emerging service request standards and the prototypes that implement them.