Abstract
Purpose: The purpose of this study was to establish the logical consistency in the application of lean techniques to improve the DFS business processes and service delivery and to create logistical pinch-points that improved the logistics and physical distribution of goods from the GSC and RSC to Field Missions.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: The respondents indicated that the logical consistencies observed needed an understanding, through measurement, a reordering model that included lead time, reorder point, and safety stock. The respondents also indicated that the consistencies observed mainly relates to the overall approach of being more customer oriented while trying to optimize business processes and workflows. However, the respondents indicated that there were limitations in how the various organizations diversely applied lean concepts. There was no clear guidance provided on areas requiring higher prioritization; consistency throughout the departments, divisions and, missions when changes are applied (i.e. in structures, and functional organizational units). Additionally, lean analyzes were conducted mainly by internal resources that may not have been completely objective on areas being investigated, therefore bringing bias and subjectivity. Internal resources using lean techniques may not have been complete. Finally, the respondents indicated that there is no clear guidance yet. Policies and training have to be provided to staff prior implementing lean techniques.Unique contribution to theory, practice and policy: The study recommends that there is need to establish formal strategic plans to direct and align the work of the organization and supported by objectives and data-driven performance monitoring, analysis, and reporting. The study also recommends that there is a need for more efficient monitoring and evaluation of all GA resolutions and audit recommendations. The organization needs to monitor the manner of compliance with the provisions of the memorandums of understanding.
Highlights
Schweikhart and Dembe (2009) point to lean strategies as perhaps the most widely used management tools that organizations deploy when attempting to improve their business process efficiency and service quality
Some challenges would be associated with implementing changes to better the operations of the Department of Field Support (DFS) when to consider the demographic of the DFS
The results revealed that Field Missions had adopted individuality approach with a skew but as part of the DFS Global Field Support Strategy (GFSS)
Summary
Schweikhart and Dembe (2009) point to lean strategies as perhaps the most widely used management tools that organizations deploy when attempting to improve their business process efficiency and service quality. Evidence from past research revealed that organizations that applied lean techniques have generated an improved operational performance, achieving a high level of efficiency in product and service outputs. Their evidence, reinforced by Droste (2007) research findings, pointed to a cluster around lean strategies. These strategies include the following: the long-term thinking of the organization as it works to transform its business processes; the elimination waste program of an organization; the elements of mutual respect between partners in the organization’s change collision; factors that generate organization's internal operational challenges, and the firm’s normal growth; which are emphasized by the need for continuous performance improvement through learning by employees and the organizations. It has become the core organization initiatives for improving the way it conducts business (UN, 2013)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
