INFLUENCE OF LEAN STRATEGIES ON COST AND REDUCING NONE VALUE ADDED SERVICES IN THE OPERATIONS OF THE UN SERVICE CENTERS: A CASE OF DEPARTMENT OF FIELD SUPPORT (DFS), UNITED NATIONS
DOI:
https://doi.org/10.47941/ijscl.87Keywords:
logical consistency, lean techniques, business operations, service delivery Department of Field SupportAbstract
Purpose: The purpose of this study was to establish the influence of lean strategies on cost and reducing none value added services in the operations of the UN Service Centers and to explore the extent to which the Global Service Center (GSC) and the Regional Service Center (RSC) are useful tools in fostering service delivery through a robust SCM system.
Methodology: The study employed a qualitative research design. The study targeted all the senior managers at Director Levels at the GSC and the RSC and all the senior operational staff from supply chain and service delivery pillars in three (03) large Field Missions. These field missions are namely United Nations Stabilization Mission in Congo (MONUSCO); United Nations Mission in South Sudan (UNMISS); and the United Nations Support Office for AMISOM (UNSOA). This study used purposive sampling technique. The researcher purposively sampled fifteen (15) personnel; with three (03) participants each from the GSC, RSC, and three (03) participants each from the three (03) Field Mission. Primary data was obtained from the original sources using questionnaires and interview.
Findings: Results revealed that the use of lean strategies had not produced any noticeable result because of its infancy. Results also revealed that the use of lean strategies assisted the DFS gained economy of scale, centralization, standardization and higher global visibility on resources across Field Missions. Furthermore, results also showed that with the use of lean strategies, the DFS was able to transfer core supply chain functions from LSD to GSC. For instance, Global Asset Management is one example, and it allowed for better global visibility of resources across the organization. Results showed that UN Service Centers and Field Mission did not understand the needs of the end customer. Hence, the DFS ought to make changes on its operations in a bid to achieve customer satisfaction. Results showed that UN Service Centers and Field Mission did not understand the needs of the end customer. Hence, the DFS ought to make changes on its operations in a bid to achieve customer satisfaction. The results revealed that GSC and RSC-E as tools are quite useful, but there is still room for improvement. The results also revealed that GSC and RSC-E as tools have strengthened the Department's capacity as well as the asset management.
Unique contribution to theory, practice and policy: The study recommends the incorporation of balanced performance knowledge in the integration of people, processes, technology and customer service level to ensure customer satisfaction while proving economy and effectiveness in dedicated resources. Shared and remote services help optimize resources, minimize the number of support staff in danger zones, balance workload and ensure business continuity. The study also recommends that DFS should foster a continuous performance improvement mindset among staff through planning, doing, checking and taking corrective actions on a balanced scorecard that integrates and aligns staff motivation and interest to the objectives of the organization. Also, objective and fair work plan and performance management are an ingredient to foster continuous improvement.
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