Establishing Process Management: Case BillerudKorsnäs Finland Oy
Ojutkangas, Anni (2016)
Ojutkangas, Anni
Tampereen ammattikorkeakoulu
2016
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2016100514842
https://urn.fi/URN:NBN:fi:amk-2016100514842
Tiivistelmä
The objective of this thesis is to help BillerudKorsnäs Finland Oy (BKF) to produce a process description and to find out how processes can be used as tools in company operations as well as in day to day project improvement work. The aim is to create a foundation for a standardized business culture and a routine of easy and systematic development. The purpose of this research is to demonstrate how processes can be mapped and how companies can benefit from the introduction of processes as tools.
This thesis consists of a written process description and a research to find out what potential BKF employees see in using processes. While the creation of the process description did not follow any specific methodology, the research was qualitative in nature. The employees at Tampere office were interviewed using semi-structured group interview. The interview was transcribed and analyzed by coding and categorizing content into relevant themes.
The result of the process mapping was a process description of the produce and deliver process, published in this thesis partially. Tampere office personnel evaluated the description and deemed it to be accurate and explicit. The main finding of the interview was that there is clear potential of using processes to improve information flow and defining of responsibilities between internal stakeholders. The second major finding was that there are issues in continuous improvement that cannot be fixed simply through introduction of process management.
It was concluded that BillerudKorsnäs Finland Oy should continue developing a process system as it can concretely improve its operations. Through processes, shared understanding can be achieved throughout the different departments and the benefits of a truly standardized business culture can be enjoyed. BKF should create clear plans and schedules for future process mapping and actively include its employees. Instead of using processes as tools meant just for managers, they should be incorporated into the company culture. BKF should also consider how communication can be improved between stakeholders who are not part of this process project.
There is clear potential in in utilizing process thinking even if the intention is not to shift to fully process based management. However, it is important that processes are to be taken seriously and the framework for complete cultural change is nurtured.
This thesis consists of a written process description and a research to find out what potential BKF employees see in using processes. While the creation of the process description did not follow any specific methodology, the research was qualitative in nature. The employees at Tampere office were interviewed using semi-structured group interview. The interview was transcribed and analyzed by coding and categorizing content into relevant themes.
The result of the process mapping was a process description of the produce and deliver process, published in this thesis partially. Tampere office personnel evaluated the description and deemed it to be accurate and explicit. The main finding of the interview was that there is clear potential of using processes to improve information flow and defining of responsibilities between internal stakeholders. The second major finding was that there are issues in continuous improvement that cannot be fixed simply through introduction of process management.
It was concluded that BillerudKorsnäs Finland Oy should continue developing a process system as it can concretely improve its operations. Through processes, shared understanding can be achieved throughout the different departments and the benefits of a truly standardized business culture can be enjoyed. BKF should create clear plans and schedules for future process mapping and actively include its employees. Instead of using processes as tools meant just for managers, they should be incorporated into the company culture. BKF should also consider how communication can be improved between stakeholders who are not part of this process project.
There is clear potential in in utilizing process thinking even if the intention is not to shift to fully process based management. However, it is important that processes are to be taken seriously and the framework for complete cultural change is nurtured.