Lead time reduction in Finnish commercial vehicle industry - Case Scania Suomi Oy
Lehtiö, Erik (2018)
Pro gradu -tutkielma
Lehtiö, Erik
2018
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2018052924964
https://urn.fi/URN:NBN:fi-fe2018052924964
Tiivistelmä
The objective of this research is to find ways to reduce the lead time of new vehicle sales in Finnish heavy commercial vehicle industry. Theoretical background is crafted from various scientific articles and books that discuss Lean philosophy and Supply Chain Management. The production approach of the case company is classified as Engineer-to-Order, which affects the theoretical background formulation and the applicability of Lean and Supply Chain Management tools and strategies. The focus of the thesis is to study how different theoretical frameworks and tools can be applied in a real-life scenario to reach the targets mentioned above.
The empirical research results suggest that the lead time of the case company could be reduced using different methods. As these methods require resources and alternations to the current processes, the impact of the methods should be further investigated. That said, the results highly suggest that to decrease lead times, the case company should increase orientation and strategic focus towards purchasing activities and the case company order-to-delivery process. Instead of focusing on individual identified problems, the order-to-delivery process strategy should be re-examined. Much of the related information is held within different departments and regional areas, suggesting that cross-departmental and -regional cooperation should be further increased.
The empirical research results suggest that the lead time of the case company could be reduced using different methods. As these methods require resources and alternations to the current processes, the impact of the methods should be further investigated. That said, the results highly suggest that to decrease lead times, the case company should increase orientation and strategic focus towards purchasing activities and the case company order-to-delivery process. Instead of focusing on individual identified problems, the order-to-delivery process strategy should be re-examined. Much of the related information is held within different departments and regional areas, suggesting that cross-departmental and -regional cooperation should be further increased.