Enhancing total site access management
Easton, Minna (2024)
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024061022586
https://urn.fi/URN:NBN:fi:amk-2024061022586
Tiivistelmä
Process management has always been a key for businesses to measure how well they fend in their operations. The key is to have measurable, predictable, and value-adding processes which are also agile for change. Even though processes are a valuable tool to manage operations, one must also understand that in the centre of all operations, especially in the current sustainability-seeking world, compliance plays a vital role in the operations' success, bringing a competitive edge to the business's operations.
Each process has its operational environment, defining its boundaries. The theoretical framework defined the operational environment for the process. The theoretical framework also supported the objective of this research, which was to define a suitable process for total site access management.
The research was conducted as a case study using mixed-method research. Qualitative data was collected through observations and interviews, which were used as the primary data. Observations and interviews were accompanied by survey and document analysis, the latter of which was used as the secondary data collection method.
The research concluded that the process itself is not clear, well-defined, or understood in the case company’s organisation or even within the stakeholder groups in the process. The results indicate that the communication, interaction and sharing of knowledge between the stakeholders is amiss, creating problems within the process. Additionally, during the research, it was evident that the change management after the acquisition of the case company was not implemented in an orderly manner, creating resistance and confusion in the case company’s organisation, inevitably affecting the process’ functionality.
Change management enables the possibility of enhancing and creating new in an orderly manner where interactions between stakeholders are accounted for. To manage a process, it must be understood to measure it and further enhance it. If the same mistakes are repeated, a different result cannot be expected; thus, working together, communicating, and creating sound intergroup cooperation is the key to success.
Through the research, developments to enable the enhancement and predictability of the process have been implemented. Plans for further development of the process and the organisation's process architecture are also conducted in this research.
Each process has its operational environment, defining its boundaries. The theoretical framework defined the operational environment for the process. The theoretical framework also supported the objective of this research, which was to define a suitable process for total site access management.
The research was conducted as a case study using mixed-method research. Qualitative data was collected through observations and interviews, which were used as the primary data. Observations and interviews were accompanied by survey and document analysis, the latter of which was used as the secondary data collection method.
The research concluded that the process itself is not clear, well-defined, or understood in the case company’s organisation or even within the stakeholder groups in the process. The results indicate that the communication, interaction and sharing of knowledge between the stakeholders is amiss, creating problems within the process. Additionally, during the research, it was evident that the change management after the acquisition of the case company was not implemented in an orderly manner, creating resistance and confusion in the case company’s organisation, inevitably affecting the process’ functionality.
Change management enables the possibility of enhancing and creating new in an orderly manner where interactions between stakeholders are accounted for. To manage a process, it must be understood to measure it and further enhance it. If the same mistakes are repeated, a different result cannot be expected; thus, working together, communicating, and creating sound intergroup cooperation is the key to success.
Through the research, developments to enable the enhancement and predictability of the process have been implemented. Plans for further development of the process and the organisation's process architecture are also conducted in this research.