Leveransproblem : Ett problem vid strukturerad produktion

When building large buildings, such as compartment buildings, there is a number of deliveries arriving on the construction site daily. In order to receive these deliveries without disturbing the rest of the work going on JM often books a fixed unloading time. When doing that they can be prepared when the delivery arrives. Making sure there is a suitable unloading area, someone to meet the delivery and when needed proper machines, such as a tractor or a crane, to help unload bigger deliveries. The person receiving the delivery is supposed to make an acceptance control where they check the delivered goods making sure nothing has been damaged in transport and that they have received what they were supposed to receive. Also noting whether the delivery arrived on time or not. In 2010 JM introduced structured production as their take on lean, and thus working more effectively. Structured production at JM means that everyone in the company performs the same task in the same way according to a predetermined assembly instruction. It also includes a certain way to make time plans for the whole project as well as for the next 5 weeks. As for deliveries JM tries to order these as close to just in time as possible. That reduces keeping material in stock at the construction site and also handling this material more than necessary. Handling material in stock is a big source of accidents and takes time away from other work. However, it is very vulnerable to have essential supplies arrive to the construction site just when they are needed as a delay can ruin the whole timeline of the production. This report aims, through qualitative studies, to find out how widespread the problem of late deliveries is at JM'S three construction sites in Uppsala and what JM is able to do to avoid it. The study showed that if deliveries are delayed, it refers almost exclusively to 1-5h on the desired delivery date. Deliveries being delayed so that they do not arrive on the right day were very unusual. One of the questions in the interviews was also whether JM themselves could have a negative effect on deliveries arriving on time by making changes in their orders, but this seems to have no significance when changes are made only after approval by the supplier and that the vast majority of deliveries after all still arrives on the right day. It rather seems that some providers take the order of a fixed unloading time less seriously. Something that does not make things better is that the procedure for handling delayed deliveries varies a lot just between the three construction sites in Uppsala and also between supervisors on the same construction site. It is not even always the case that the supplier is notified that the delivery was late, and then they do not know that they need to improve. Most suppliers buy in the transport of a shipping company and order a fixed unloading time from them. The suppliers interviewed all said that they wanted to know if the delivery was late so that they can contact the shipping company