Centralisering av personalplanering : En fallstudie om effektivisering och processtyrning

Sammanfattning: Keolis conducts public transport on behalf of municipalities around the country. Through locally adapted and sustainable city traffic, Keolis creates value for travelers, society and owners. The company has been wholly owned by the international public transport group Keolis since the autumn of 2010. Keolis is located in Jönköping County, Örebro County, Stockholm County, Västra Götaland, Värmland, Östergötland and Dalarna. The company's working method focuses on putting the traveler's needs in focus, which is to offer the solution that is best for travelers and the environment, regardless of the type of traffic. One step in the company's journey was in 2017 a decision to centralize the personnel planning department to be able to increase steering towards set goals and saving resources. Process and flow activity are two interwoven pillars for successful efficiency improvement work. It is in the process that flow activity arises. In order to streamline flow activity, we need to understand the process The starting point for the project is a preliminary study conducted at the company earlier 2019. The preliminary study analyzed the flow process "preparing the traffic day" within the personnel planning department for the Stockholm area and identified improvement areas ahead of upcoming in-depth analysis that takes place in this work. An action plan for identifying and prioritizing improvement areas at the department is presented. The conclusion states the importance of introducing methodological working methods to enable continuous improvements. Based on the identified areas of improvement, the study is designed to answer the question of what improvement should be prioritize and in what order should the organization implement improvements. The implementation would accrue in working methods and approach to gradually streamline the department after centralization Subsequently, an action plan for identifying and prioritizing improvement areas at the department is presented. The conclusion states the importance of introducing methodological working methods to be able to work with continuous improvements. In the near future, leveling out workflow is necessary for stabilizing the process and providing the opportunity to reach the system limit. There are good chances to further develop the department by changing perspectives on the distribution and introducing new working flows. Improvements to these areas will lead to the gradual fulfillment of the initial goal of centralization in the form of a standard approach and increased productivity and profitability.