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Improving a Delivery Flow

Lindholm, Alexander (2023)

 
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lindholm_alexander.pdf (671.0Kt)
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Lindholm, Alexander
2023
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023052313485
Tiivistelmä
The process of preparing vehicles for delivery to the end user can be a time-consuming and intricate process. With so many moving parts involved, it is not uncommon for inefficiencies to occur that can result in lost time and decreased productivity. That is why this study was conducted to improve this process, with the goal of increasing daily output while decreasing work hours. To achieve this objective, the study used action research. By observing and analysing, the researcher was able to find areas of improvement. One of the main areas of focus for the study was modifying the delivery flows in different phases. Through careful analysis, the study was able to identify the largest contributor to lost time: the movement of the vehicles. By changing the way that vehicles were moved between different phases of the process, the study was able to become faster, safer, and more economical. The modifications were evaluated using various logistical theories, such as the 7 Rs of logistics and lean thinking. Lean thinking was found to be a good fit for the study because it emphasizes continuous improvement through teamwork and the 7Rs of logistics supported the delivery flow by ensuring a stable base for the product flow. In conclusion, the study effectively achieved its goal of improving the delivery flow on several fronts, while also addressing whether this could be done without increasing resources. The study also touches on workplace culture and how it was affected by the implemented changes. In conclusion, the study succeeded in increasing vehicle output without increasing work hours when compared to earlier quarters, indicating a significant improvement in process efficiency.
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