Erfarenhetsåterföring i praktiken : En studie vid Jernhusen AB

• Main Author: Dömstedt, Hannah
• Format: Others
• Language: Swedish
• Published: KTH, Byggteknik och design 2011
• Subjects: experience feedback; Jernhusen; Jernboken; competition; efficiency; erfarenhetsåterföring; konkurrens; effektivisering; Building engineering; Byggnadsteknik
• Online Access: http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-36601

This examination has been made in cooperation with Jernhusen which is an estate company owned by the government, with estates along the railways in Sweden. This assignment is to help Jernhusens business area Projektfastigheter with their experience feedback, which is to-day almost absent. Business area Projektfastigheter has the task of supporting Jernhusens three other business areas with skills and resources for the estate projects that Jernhusen runs. Jernhusen must become stronger with the collecting of experiences and as a business because of the liberalization of the railways, which leads to a more competitive market. A tool for this is successful experience feedback.The concept of experience feedback is to gain experience across a variety of cases, where individuals and/or groups can chose situations with relevant similarities and differences with current case. Systematically work with experience feedback in the construction business is neglected, and the companies that have successful experience feedback have been working with the collection of experiences since the company was founded. The employees sees the experience feedback as something obvious in their daily work, and agrees that the collecting of experience gains time, produces less errors, gives better quality and a better product. The reference companies have clearly shown that emotional rewards, such as appreciation or con-sideration, gives better results than economic rewards.There are procedures and templates for the exchange of experience feedback on Jernhusen, however, there are not known in the company. Another problem is that Jernhusens employees do not have time to work with experience feedback, due to lack of time, and that the manage-ment is not asking for this, which leads to that the subject is not a priority. This causes unne-cessary repeat of Jernhusens errors. To hear about co-workers experiences, however, is seen as something appreciated and fun, but above all very useful in their own work.Jernhusens first common basic project management is Jernboken. Jernboken includes a first version of templates, checklists, job classification, job tracking, project codes and internal time system. Jernboken describes the different phases of the project and the decisions to be taken in each phase. Jernboken is perceived as something positive by the people at Jernhusen, therefore Jernhusen should exploit Jernboken for creating a successful experience feedback by adding templates and procedures to it.The recommendations to Jernhusen, is therefore that it is important they get the templates for the experience feedback in to Jernboken, to capture a so-called fire soul and assign a specific person to be responsible for the experience feedback-system. Management must show clearly that experience feedback is something that is considered of the utmost importance and make sure that the employees sees the benefits of successful experience feedback. Experience feed-back should also be included in Jernhusens job descriptions, as a point on the minutes of meetings, as well as a requirement for project to be completed. Because of the employees pos-itive attitude to experience feedback is the assessment that they can become successful.