Ofis süreçlerinde yalın sistem tasarımı: Havalandırma veiklimlendirme sektöründe bir vaka çalışması
Lean system design in office processes: A case study inventilation and air conditioning sector
- Tez No: 958856
- Danışmanlar: PROF. DR. MEHMET BÜLENT DURMUŞOĞLU
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2025
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Lisansüstü Eğitim Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 123
Özet
Bu tez çalışmasında, ofis süreçlerinde yalın sistem tasarımının uygulanabilirliği incelenmiştir. Havalandırma ve iklimlendirme teknolojileri sektöründe faaliyet gösteren, sektöründe lider bir firmanın Türkiye distribütöründe yürütülen saha çalışması kapsamında, mevcut satış süreçleri analiz edilerek yalın yönetim ilkeleri doğrultusunda iyileştirme fırsatları belirlenmiştir. Çalışmanın temel amacı, firmanın portföyünde yer alan VAV gibi tüm havalandırma ve iklimlendirme ürün gruplarına ilişkin satış sürecinin etkinliğini artırmak, israfları azaltmak ve süreçleri yalınlaştırarak operasyonel verimliliği yükseltmektir. Çalışma kapsamında öncelikle literatür taraması yapılmış, yalın yönetim, değer akış haritalama ve ofis süreçlerinde israf türleri gibi temel kavramlar detaylı şekilde incelenmiştir. Ardından, 17.12.2024 - 31.01.2025 tarihleri arasında, haftada üç gün saha gözlemleri ve veri toplama çalışmaları gerçekleştirilmiştir. Mevcut satış süreci adım adım analiz edilmiş, değer akış haritaları (DAH) çıkarılmış, süreçlerin ortalama işlem süreleri hesaplanmış ve süreç içindeki gereksiz hareketlerin tespiti amacıyla spagetti diyagramları oluşturulmuştur. Analiz sonucunda, mevcut süreçte çeşitli beklemeler, gereksiz onay mekanizmaları ve bilgi akışı eksiklikleri gibi israfların bulunduğu tespit edilmiştir. Mevcut süreçlerin ofis temin süresinin 9 gün olduğu, ofis yalınlık oranının %33,33, tüm değer akışında ilk seferde doğru oranının ise %43,33 seviyesinde kaldığı belirlenmiştir. Yapılan çalışmada 1. ve 2. gelecek durum haritaları planlanmış ve bu haritaların öngördüğü süreç iyileştirmeleri ile ofis temin süresi 6 güne düşürülmüştür, ofis yalınlık oranı %41,67'ye çıkarılmıştır ve tüm değer akışındaki ilk seferde tam ve doğru oranı %92,73 seviyesine yükseltilmiştir. Ayrıca işgücü optimizasyonu sağlanmış, üretken olmayan kapasiteler minimize edilmiş ve çalışan başına düşen verimlilik artırılmıştır. Finansal performans açısından ise süreç iyileştirmeleri sayesinde tasarlanan 2. gelecek durum ile işçilik maliyetlerinde %25'in üzerinde tasarruf potansiyeli elde edilmiştir. Bu çalışmanın sonuçları, yalın sistem araçlarının yalnızca üretim sahalarında değil, aynı zamanda ofis süreçlerinde de etkin bir şekilde kullanılabileceğini göstermektedir. Ofis süreçlerinde israfların haritalanarak görünür hale getirilmesi ve yalınlaştırma adımlarının sistematik olarak uygulanması, işletmelerin operasyonel verimliliklerini artırmalarına ve rekabetçiliklerini güçlendirmelerine önemli katkılar sağlayacaktır.
Özet (Çeviri)
In recent years, the importance of operational efficiency and systematic improvement strategies has gained momentum in both manufacturing and service sectors. The increasing demand for higher performance, reduced costs, and enhanced customer satisfaction has driven organizations to adopt lean management approaches. Traditionally, lean principles have been applied within production lines to eliminate waste, streamline processes, and increase value for customers. However, recent research and business practices have demonstrated that lean management can also yield substantial improvements in office-based workflows. This shift in perspective acknowledges that administrative processes, although intangible and more abstract than physical production, can harbor significant inefficiencies that negatively impact overall performance. Therefore, identifying and addressing these inefficiencies through a lean system design approach has become a vital concern for organizations aiming to maintain competitiveness in today's dynamic business environment. The present thesis investigates the application of lean system design in office workflows, specifically focusing on a case study within the ventilation and air conditioning sector. The study was carried out at the Turkish distributor of a globally recognized firm operating in the HVAC (Heating, Ventilation, and Air Conditioning) industry. Within this context, the central aim of the research was to examine the existing sales process related to various product families, particularly Variable Air Volume (VAV) systems, and to redesign these processes in accordance with lean principles. By doing so, the study aims to uncover the hidden wastes within the sales operations, optimize process flows, and improve overall efficiency, employee productivity, and customer responsiveness. The study began with a comprehensive literature review covering the foundational aspects of lean management. Key concepts such as the five lean principles—value specification, value stream mapping, flow creation, pull system establishment, and the pursuit of perfection—were examined in detail. Furthermore, the classification of waste types, including overproduction, waiting, transportation, overprocessing, inventory, motion, and defects, was reviewed with specific focus on how these manifest in office settings. In addition, previous academic and industrial case studies were analyzed to gain insights into the challenges and benefits of implementing lean principles in administrative environments. It was observed that while manufacturingoriented lean initiatives benefit from visual control and tangible flow metrics, officebased applications require greater attention to information flow, process ownership, and cross-functional collaboration. Following the literature review, the field research phase was conducted from December 17, 2024, to January 31, 2025. During this six-week period, on-site observations were carried out three days a week. Data collection methods included process observation, informal and semi-structured interviews with sales personnel, and the examination of existing documentation such as quotations, order tracking forms, and email correspondences. The objective was to comprehensively understand the current state of the sales process, including its sequential steps, decision points, dependencies, and information flows. As part of the analysis, a Current State Value Stream Map (VSM) was developed to visualize the end-to-end process. This allowed the identification of non-value-adding steps, bottlenecks, and rework loops. The mapping exercise revealed that the sales process, although functional on the surface, contained several inefficiencies such as unnecessary approvals, redundant communications, delays caused by data inconsistencies, and lack of standardized procedures. In parallel, spaghetti diagrams were used to trace the movement of documents and information between departments and personnel. These diagrams clearly illustrated the excessive back-and-forth communication and uncoordinated workflows that contributed to long lead times. The quantitative results of the current state analysis were significant. The total lead time for processing a typical sales transaction was calculated to be nine calendar days. However, only one-third of this time—approximately 33.33%—was attributed to value-adding activities. The remaining time was consumed by waiting, clarifications, and administrative backlogs. In addition, the First Time Correct (FTC) rate across the entire value stream was found to be only 43.33%, indicating that more than half of the transactions required follow-up actions or corrections due to missing or inaccurate information. Based on these findings, two Future State scenarios were developed to address the identified issues. The First Future State focused on procedural standardization, elimination of redundant approval mechanisms, and the introduction of centralized documentation templates. The Second Future State took a more comprehensive approach by integrating a customized Customer Relationship Management (CRM) system, automating certain decision-making processes, and applying the principle of a“single point of contact”for each transaction to enhance accountability. Through these improvements, the total process time was reduced from 9 days to 6 days. The office leanness rate increased from 33.33% to 41.67%, and the FTC rate dramatically improved from 43.33% to 92.73%, reflecting a substantial enhancement in process quality. Moreover, these changes resulted in tangible benefits regarding labor utilization and financial performance. By reducing idle capacities and aligning tasks more closely with employee roles, productivity per staff member increased. Labor costs were projected to decrease by more than 25% due to reduced rework, faster process cycles, and the minimization of low-value tasks. Employees reported greater clarity in responsibilities and felt more engaged with their work, while managers benefited from improved process visibility and control. Beyond these immediate gains, the study also presents important implications for the broader implementation of lean office systems. It illustrates that lean principles—when tailored appropriately—can be successfully transferred from industrial production to complex administrative environments. Tools such as VSM and spaghetti diagrams, traditionally used in manufacturing, proved equally useful in diagnosing inefficiencies in office workflows. The study reinforces the idea that organizational performance is not solely dependent on operational technologies or external market conditions, but also on the internal design of processes and the mindset of continuous improvement. Additionally, the study emphasizes the role of cultural and managerial support in the success of lean transformation. Engaging employees in the redesign process, encouraging feedback, and fostering a collaborative environment were essential components of the improvement initiative. These soft factors—often overlooked in technical analyses—proved to be key enablers of sustainable change. Furthermore, the case underscores the importance of data-driven decision-making and the value of visual management tools in guiding teams toward shared goals. In conclusion, the findings of this thesis confirm that lean system design is a viable and effective approach for improving office processes. The case study demonstrates that by analyzing existing workflows, identifying inefficiencies, and applying structured improvement strategies, organizations can achieve significant time, quality, and cost benefits. The insights provided herein contribute to the growing body of knowledge on lean service systems and offer a practical reference for companies seeking to implement lean strategies in their administrative functions. As competition and complexity continue to rise in the business world, lean thinking will remain a critical tool for organizations aiming to deliver value with efficiency, precision, and agility.
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