Two Years of Kaizen : A Case Study of Strategic Lean Transformation and Its Measurable Impact in a Finnish Logistics Centre
Hjerp, Johan (2025)
2025
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https://urn.fi/URN:NBN:fi:amk-2025111728251
https://urn.fi/URN:NBN:fi:amk-2025111728251
Tiivistelmä
This thesis investigates the outcomes of a two-year Lean-Kaizen programme at Company X logistics centre. The change in the company began after a difficult year (2022) in which next-day deliveries were frequently missed and reactive recovery work absorbed time and resources. The aim is to assess whether introducing a standardised operating model - daily management, visible standards, and regular Kaizen (continuous improvement) - could stabilise the system and improve performance.
The study combines statistical process control of key performance indicators with quantitative analysis of employee survey data. Operational data included weekly delivery deviations, picking accuracy, and work efficiency for 2022-2024. Control charts, boxplots, and segmented time-series analysis were used to test stability and performance levels. In addition, a staff survey with 26 respondents in 2024 measured employee perceptions across 13 areas. Descriptive statistics and non-parametric tests were applied.
The improvement effort in the company followed a clear sequence. Early work concentrated on high-level order picking, where standardising sequences and hand-offs, right-sizing batches and introducing a short daily huddle reduced delays. In parallel, daily management was rebuilt around uniform team boards, a brief shift-start meeting and tiered escalation, supported by a central “situation room” that consolidated plans, KPIs and open actions. Later in 2023, packaging was re-balanced by reducing waste from interim storage and reorganizing teamwork. In late 2024, inbound receiving piloted a station-based model with smaller batches and standardized work, then scaled it across the area.
Findings indicate a marked shift from instability to control. By 2024, undelivered lines had become rare, picking accuracy remained high with less variation, and efficiency per person increased markedly over the course of two years. Survey results confirmed that employees experienced clearer routines, reduced stress, and higher engagement. Together, the evidence shows that running intralogistics as a Lean operating system made the process more predictable and better able to meet the next-day delivery promise.
The study contributes a practice-based sequence for warehouse transformation and a measurement approach that combines Statistical Process Control (SPC) with survey analysis. Limitations include single-case scope, partial lead-time coverage, and a relatively small survey sample. Further research is recommended on long-term sustainment and on the integration of digital tools into daily Kaizen routines.
The study combines statistical process control of key performance indicators with quantitative analysis of employee survey data. Operational data included weekly delivery deviations, picking accuracy, and work efficiency for 2022-2024. Control charts, boxplots, and segmented time-series analysis were used to test stability and performance levels. In addition, a staff survey with 26 respondents in 2024 measured employee perceptions across 13 areas. Descriptive statistics and non-parametric tests were applied.
The improvement effort in the company followed a clear sequence. Early work concentrated on high-level order picking, where standardising sequences and hand-offs, right-sizing batches and introducing a short daily huddle reduced delays. In parallel, daily management was rebuilt around uniform team boards, a brief shift-start meeting and tiered escalation, supported by a central “situation room” that consolidated plans, KPIs and open actions. Later in 2023, packaging was re-balanced by reducing waste from interim storage and reorganizing teamwork. In late 2024, inbound receiving piloted a station-based model with smaller batches and standardized work, then scaled it across the area.
Findings indicate a marked shift from instability to control. By 2024, undelivered lines had become rare, picking accuracy remained high with less variation, and efficiency per person increased markedly over the course of two years. Survey results confirmed that employees experienced clearer routines, reduced stress, and higher engagement. Together, the evidence shows that running intralogistics as a Lean operating system made the process more predictable and better able to meet the next-day delivery promise.
The study contributes a practice-based sequence for warehouse transformation and a measurement approach that combines Statistical Process Control (SPC) with survey analysis. Limitations include single-case scope, partial lead-time coverage, and a relatively small survey sample. Further research is recommended on long-term sustainment and on the integration of digital tools into daily Kaizen routines.