Optimizing the physical order to cash process in an international sme
Salo, Iina (2021)
Salo, Iina
2021
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2021121225353
https://urn.fi/URN:NBN:fi:amk-2021121225353
Tiivistelmä
The research aimed to find an optimal physical order to cash process for the commissioner. The commissioner is small to a medium international enterprise that operates in a niche industry. They import from the USA and China and sell to consumers in events and internationally online.
The emphasis was on the optimization, including timing and physical ergonomics. The Living Lab was chosen as a methodology with open innovation theory due to the versatile and structured approach.
The constructed Living Lab included the current layout of the commissioner and two designed variables: Plan A and Plan B. Plan A was the lower-cost option with optimal shelving, workspace, and designed workflow. Plan B was a custom build unit with internal shelving and trackable workspace.
The Living Lab included timed tests aimed to conclude the variable that would be the most optimal time-wise. Timed tests were finished with all employees on various days and options with different conjoined and singular order processes.
The results found the most optimal physical order to cash process for the commissioner with Living Lab variable Plan A due to its physical, ergonomic factors, efficient time in order completion and workflow design for numerous workers for simultaneous work. Furthermore, low buy in cost also played a factor as commissioner operates in a niche field, where the future is unpredictable.
The emphasis was on the optimization, including timing and physical ergonomics. The Living Lab was chosen as a methodology with open innovation theory due to the versatile and structured approach.
The constructed Living Lab included the current layout of the commissioner and two designed variables: Plan A and Plan B. Plan A was the lower-cost option with optimal shelving, workspace, and designed workflow. Plan B was a custom build unit with internal shelving and trackable workspace.
The Living Lab included timed tests aimed to conclude the variable that would be the most optimal time-wise. Timed tests were finished with all employees on various days and options with different conjoined and singular order processes.
The results found the most optimal physical order to cash process for the commissioner with Living Lab variable Plan A due to its physical, ergonomic factors, efficient time in order completion and workflow design for numerous workers for simultaneous work. Furthermore, low buy in cost also played a factor as commissioner operates in a niche field, where the future is unpredictable.