Improvement of professional processes in European subsidiaries - Lean approach : case: International Group
Tarhonen, Eeva (2016)
Tarhonen, Eeva
Lahden ammattikorkeakoulu
2016
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2016060912545
https://urn.fi/URN:NBN:fi:amk-2016060912545
Tiivistelmä
The purpose of this study is to define, improve and standardize current financial administrational processes of foreign subsidiaries in order to gain the most effective and transparent processes. The study attempts to answer the question: “How administration should be organized in the most efficient way between different subsidiaries and fields?” The study is based on the idea that despite the different subsidiaries and fields financial administration could be organized more efficiently and transparent in order to add value to the internal and external customers of these processes. The study was carried out in cooperation with the international case company.
In the theoretical part of the thesis the following areas will be covered; basic concept of process and lean as a process improvement theory as well as its methods; SMART-method, SWOT analysis, Gemba walking, Five S and Kaizen.
In the empirical section of the study an action research was conducted. A questionnaire was sent to persons representing different areas where financial administration had affect. Questionnaires were further analyzed and personal interviews were held. As a result, the current financial administrational processes were defined, challenges were recognized and recommendations for improvement of these processes were made. The empirical section of the study is divided into two sections, first the pilot study and second the main study. The process model built in the pilot study was tested in the selected subsidiaries of the main study.
The study indicated that as a result of significant growth of each of the selected subsidiary operations had expanded and challenges had rose. The study also indicated that financial administration processes were followed in different ways between different subsidiaries and some of the processes were not adding any value to its internal or external customers. The process model built in the pilot study was applicable to the subsidiaries of the main study taking local market habits and regulations into consideration. Further research is needed to establish whether the improvement and implementation of new financial administration processes have had an influence to these subsidiaries’ other business operations such as sales.
Key words: process, process improvement, lean, transparency, subsidiary
In the theoretical part of the thesis the following areas will be covered; basic concept of process and lean as a process improvement theory as well as its methods; SMART-method, SWOT analysis, Gemba walking, Five S and Kaizen.
In the empirical section of the study an action research was conducted. A questionnaire was sent to persons representing different areas where financial administration had affect. Questionnaires were further analyzed and personal interviews were held. As a result, the current financial administrational processes were defined, challenges were recognized and recommendations for improvement of these processes were made. The empirical section of the study is divided into two sections, first the pilot study and second the main study. The process model built in the pilot study was tested in the selected subsidiaries of the main study.
The study indicated that as a result of significant growth of each of the selected subsidiary operations had expanded and challenges had rose. The study also indicated that financial administration processes were followed in different ways between different subsidiaries and some of the processes were not adding any value to its internal or external customers. The process model built in the pilot study was applicable to the subsidiaries of the main study taking local market habits and regulations into consideration. Further research is needed to establish whether the improvement and implementation of new financial administration processes have had an influence to these subsidiaries’ other business operations such as sales.
Key words: process, process improvement, lean, transparency, subsidiary