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

Authors

  • Michael Boima Kemokai The University of Liverpool

DOI:

https://doi.org/10.47941/ijscl.87

Keywords:

logical consistency, lean techniques, business operations, service delivery Department of Field Support

Abstract

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.

Downloads

Download data is not yet available.

Author Biography

Michael Boima Kemokai, The University of Liverpool

Post Graduate Student

References

Aldowaisan, T. A., & Gaafar, L. K. (1999). Business process reengineering: an approach for process mapping. Omega, 27(5), 515-24.

Bisson, B., & Folk, V. (2000). Case study: How to do business process improvement. The Journal of Quality and Participation, 23(1), 58-63.

Bolo, A. (2009). Selected strategy variables on firm's performance of supply chain management in large private manufacturing firms in Kenya. (Unpublished MBA Project, University of Nairobi).

Brun, A. (2011). Critical success factors of six sigma implementations in Italian companies. International Journal Production Economics, 131, 158-164.

Damelio, R. (1996). The basics of process mapping quality resources. New York, NY.

Droste, A. (2007). Lean thinking: Banish waste and create wealth in your corporation', Action Learning: Research and Practice, 4(1), 105-106.

Edgeman, R. L., & Bigio, D. I. (2004). Six sigma in metaphor: Heresy or Holy Writ?' Quality Progress, 37(1), 6.

FAO, (2007). Agro-industrial supply chain management: Concepts and applications. AGSF Occasional Paper 17 Rome.

Fiume, O. (2004). Lean at Wiremold: Beyond manufacturing, putting people front and center. Journal of Organizational Excellence, 23-32.

Gripsrud, G., Jahre, M., & Persson, G. (2006). Supply chain management - back to the future?' International Journal of Physical Distribution & Logistics Management, 36(8), 643-659.

Grover, V., & Malhotra, M. K. (2003). Transaction cost framework in operations and supplychain management research: Theory and measurement. Journal of Operations Management, 21(4), 457-473.

Harland, C. M. (2012). Supply chain management, purchasing and supply management, logistics, vertical integration, materials management and supply chain dynamics. In: Slack, N (ed.) Blackwell Encyclopedic Dictionary of Operations Management. UK: Blackwell.

Huang, S. H., Sheoran, S. K., & Wang, G. (2004). A review and analysis of supply chain operations reference (SCOR) model. Supply Chain Management: An International Journal, 9(1).

Jayaram, J., Das, A., & Nicolae, M. (2010). Looking beyond the obvious: Unraveling the Toyota Production System. International Journal of Production Economics, 128, 280-291.

Jusko, J. (2007). Accounting for lean tastes. Industry Week, 256(9), 3.

Kallrath, J., Maindl, T. I. (2006). Real optimization with SAP® APO. Springer ISBN 3-540-22561-7.

Kärkkäinen, M., Ala-Risku, T., & Holmstrm, J. (2003). Increasing customer value and decreasing distribution costs with merge-in-transit. International Journal of Physical Distribution and Logistics Management, 33(2), 132-148.

Keitany, P., & Riwo-Abudho, M. (2014). Effects of lean production on organizational performance: a case study of flour producing company in Kenya. Eur J Logistics Purchasing Supply Chain Mgmt, 2(2), 1-14.

Keller, P. J., & Jacka, J. M. (1999). Process mapping. The Internal Auditor, 56(5), 60-4.

Kouvelis, P., Chambers, C, & Wang, H. (2006). Supply chain management research and production and operations management: Review, trends and opportunities. Production and Operations Management, 15(3), 449-469.

Kumar, S., & Phrommathed, P. (2006). Improving a manufacturing process by mapping and simulation of critical operations. Journal of Manufacturing Technology Management, 17(1), 104-132.

Lambert, D. M. (Eds) (2012). Supply chain management: Processes, partnerships, performance, (3rded.). Supply Chain Management Institute, Sarasota, FL.

Larson, P. D., & Halldorsson, A. (2004). Logistics versus supply chain management: An international survey. International Journal of Logistics: Research & Application, 7(1), 17-31.

Lavassani, K., Movahedi, B., & Kumar, V. (2009). Developments in theories of supply chain management: The case of B2B electronic marketplace adoption. The International Journal of Knowledge, Culture and Change Management, 9(6), 85-98.

Marvel, J. H., & Standridge, C. R. (2009). Simulation-enhanced lean design process. Journal of Industrial Engineering and Management, 2, 90-113.

Movahedi, B., Lavassani, K., & Kumar, V. (2009). Transition to B2B e-Marketplace enabled supply chain: Readiness assessment and success factors. The International Journal of Technology, Knowledge and Society, 5(3), 75-88.

Pter, B. (2012). Overview of the United Nations Logistics Base/Global Services Center.' Available at:http://hadmernok.hu/2012_2_benicsak.pdf. [Assessed: 18 April 2014]

Pool, A., Wijngaard, J., & van der Zee, D. (2011). Lean planning in the semi-process industry: A case study. International Journal of Production Economics, 131, 194-203.

Scherrer-Rathje, M., Boyle, T. A., & Deflorin, P. (2009). Lean, take two! Reflections from the second attempt at lean implementation. Business Horizons, 52, 79-88.

Schweikhart, S. A., & Dembe, A. E. (2009). The applicability of lean and six sigma techniques to clinical and translational research. Journal of Investigative Medicine, 57(7), 745-755.

Sealander, J., & Cross, K. (1999). Process redesign: is it worth it? Management Accounting, 80(7), 40-44.

Shah, R., & Ward, P. T. (2003). Lean manufacturing: Context, practice bundles, and performance. Journal of Operations Management, 21, 129-149.

Shokri, A., Oglethorpe, D., & Nabhani, F. (2014). Evaluating six sigma methodology to improve logistical measures of food distribution SMEs. Journal of Manufacturing Technology Management, 25(7), 998 - 1027.

Simchi-Levi, D., Kaminsky, P., & Simchi-levi, E. (2007). Designing and managing the supply chain, Third edition, Mcgraw Hill.

Vienazindiene, M., & Ciarniene, R. (2013). Lean manufacturing implementation and process measurement. Economics and Management, 18(2).

Wainaina, G. (2009). Supply chain management best practices in large private manufacturing firms in Kenya. (Unpublished MBA project, University of Nairobi).

Wan, H., & Chen, F. F. (2008). A leanness measure of manufacturing systems for quantifyingimpacts of lean initiatives. International Journal of Production Research, 46, 6567-6584.

Womack, M., & Jones, N. (2009). Lean practices in organizations. Industrial Engineer, 39(40), 1.

Yavuz, A., & Cengiz, D. (2015). Impact of competitive strategies and supply chain strategies on the firm performance under environmental uncertainties: Borsa Istanbul case in the manufacturing sector. International Journal of Economics, Commerce and Management, 2(1).

Zakuan, N., & Mat-Saman, M. Z. (2009). Lean manufacturing concept: The main factor inimproving manufacturing performance-a case study. International Journal of Manufacturing Technology and Management, 17, 353-363.

Downloads

Published

2017-02-09

How to Cite

Kemokai, M. B. (2017). 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. International Journal of Supply Chain and Logistics, 1(1), 61–85. https://doi.org/10.47941/ijscl.87

Issue

Section

Articles