Visualization plays a key role in the concept of Lean. Lean was developed in Japan as a business philosophy in order to lead to an activity, where only steps that contribute to customer value of the final product are being performed. By defining the customer value and establish visualized standards, it is possible to see when situations differ from the standard. Then it’s possible to lead the process back on track. This approach generates an activity that evolves and improves its ability in meeting customer needs. And that has a great potential to make operations more profitable and competitive. Siemens Turbomachinery AB in Finspång manufactures complete power generation systems, based on the company’s own produced gas and steam turbines. The company has for years worked to establish a Lean-based thinking. The Procurement function, within the Supply Chain Management department (GP) is responsible for purchasing the supply system of the gas turbine and has since 2007 worked with visualization as a daily management tool. However, the existing concept fails when it comes to conveying a holistic approach from a given standard, and to support the daily work and to progress. The purpose of this thesis is to suggest a visualization concept for the Procurement function. The concept has to be developed and generate a result in line with the Lean work on SIT. Because of shortcomings in standards of the Procurement function, a significant part of the thesis was spent on the identification of the current status. The identification of the current status resulted in: A system description of Operational purchasing role in supply chain, the survey of the main activities as well as a visual process description containing the main process, and some of the deviations/wastages identified during the identification process. It has been found that the visualization methodology is inconsistent among GP’s groups. Because the final product is processed cross-functional, we believe that there should be greater focus on communication and on the comprehensive view that conveys the whole. Visualization of GP’s common leverabel can in that sense foster interaction and lead to even better results. The visualization concept was finally summarized into: Static goal images to promote employee commitment for the final product, of a group board to operate and develop the internal operations, and of a project board which aims to highlight the department's common leverabel. The concept is based on the Lean philosophy and has the potential to be introduced in other groups within GP. A prerequisite for the implementation of the boards is a clear division of responsibilities in which participation and individual responsibility is the most important. It’s preferable that the visualization concept continues to evolve, but it’s also important to avoid deviation from the proposed standard in order to counteract inconsistencies. The signal levels of the deliverables must be continuously updated through discussions with internal customers. This is to reflect the client's needs and gradually refine and improve the signal levels and hence the company's performance
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:liu-58130 |
| Date | January 2010 |
| Creators | Loftenius, Josefine, Nilsson, Robert |
| Publisher | Linköpings universitet, Institutionen för teknik och naturvetenskap, Linköpings universitet, Institutionen för teknik och naturvetenskap |
| Source Sets | DiVA Archive at Upsalla University |
| Language | Swedish |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
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