La formalisation et l'amélioration des processus et des procédures à partir de la réception d'une commande jusqu'à sa livraison
Promotor(s) : Crama, Yves
Date of defense : 19-Jun-2018/21-Jun-2018 • Permalink :
|La formalisation et l'amélioration des processus et des procédures à partir de la réception d'une commande jusqu'à sa livraison
|Date of defense :
|Committee's member(s) :
|Rodriguez Heck, Elisabeth
|[fr] café, sucre, observer, analyser, améliorer, processus, procédures, performance, esprit critique, vue d'ensemble, formalisation, stock, ordonnancement, efficient, externalisation
|Business & economic sciences > Production, distribution & supply chain management
|Université de Liège, Liège, Belgique
|Master en ingénieur de gestion, à finalité spécialisée en Supply Chain Management and Business Analytics
|Master thesis of the HEC-Ecole de gestion de l'Université de Liège
[fr] No two companies look alike but all converge towards a common goal: to become more efficient. To achieve it, the accomplishment of the daily tasks remains naturally a duty but from to time, it is necessary to take a step backward in order to have an overview of the company. Then, you have to be able to develop your soft skills, mainly communication and critical thinking, to determine the areas for improvement. Overwhelmed by the work, the employees from Cafés Liégeois, preferred to delegate this task to an external person, namely a trainee.
In general, the work was divided into three chronological stages: observe, analyze, improve.
The observation phase helped firstly to get to know the techniques and the procedures currently used to convey the grain of sugar or the coffee bean to the customer and secondly to formalize them. Indeed, the family company, eager to maintain a “good father” management, has always tried to limit the formalization of its procedures. However, to respond to the growing trend and to detect opportunities for improvement, this has been unavoidable.
Once the operations were formalized, their analysis could begin. Throughout this stage, procedures that do not minimize spending have been singled out. Reducing costs, however, is not the only way to improve a company’s performance. Simplifying the procedures also achieves this objective since the error rate is reduced and the time is used to better. The identification of the complex procedures constituting the process was therefore also part of this analysis phase.
The suggestion of improvements is finally the last step of this optimization mission. For example, it is optimal for a manufacturing company to build a reasonable and realistic inventory. Moreover, a scheduling considering all constraints ideally optimizes the uses of the machines. Finally, it is sometimes more reasonable to outsource some of its activity. These suggestions represent only a part of all those studied. Most of them have been directly implemented while others still need to be defended at the strategic summit.
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