20.500.12556/DKUM-10652 USPEŠNOST UVAJANJA SISTEMA 20 KLJUČEV V PODJETJU STEKLARNA HRASTNIK D.D. SUCCESSFULNESS OF INTRODUCTION OF 20 KEYS SYSTEM INTO THE COMPANY STEKLARNA HRASTNIK D.D. V negotovih razmerah v poslovnem svetu vlada med podjetji neprestana borba za obstanek in za obvladovanje tržnega deleža. Podjetja so prisiljena, da se neprestano prilagajo razmeram na trgu in venomer iščejo nove rešitve. Poznani so različni pristopi celovitega izboljševanja procesov, s katerimi bi podjetja dosegla konkurenčnost, višjo produktivnost ter si zagotovila obstoj in varen razvoj na globalnem trgu. Eden izmed pristopov celovitega izboljševanja procesov je tudi sistem 20 ključev, saj temelji na prestrukturiranju 20 področij, ki so ključnega pomena v podjetju. Glavni problem pri uvajanju sistema 20 ključev in tudi bistvo našega raziskovanja se pojavi pri ovrednotenju uspešnosti uvajanja, saj se glede na obsežnost sistema rezultati pokažejo šele čez določen čas, pri nekaterih ključih pa izboljšave sploh ne moremo empirično meriti. V našem primeru bomo uspešnost merili s podatki o dejanskem napredku podjetja na posameznem ključu in s pomočjo statistične analize anketnega vprašalnika s programom SPSS. Z anketnim vprašalnikom smo merili stopnjo spremembe, kot jo zaznajo zaposleni, ki je posledica uvajanja sistema 20 ključev v podjetju in smo tako določili uspešnost opazovanega pristopa prenove. Glede na rezultate statistične analize anketnega vprašalnika pridemo do spoznanja, da so zaposleni v podjetju Steklarna Hrastnik d.d. dobro sprejeli uvajanje sistema 20 ključev, večina ga podpira in od uvajanja sistema 20 ključev pričakuje lastne koristi. Iz dejanskega napredka podjetja na posameznih ključih in visoke stopnje spremembe, kot so jo zaznali zaposleni, lahko povzamemo, da je uvajanje sistema 20 ključev v podjetju Steklarna Hrastnik d.d. uspešno. Ob vsem tem se je potrebno zavedati, da se vsako podjetje glede na lastne zmožnosti in cilje odloči, kako hitro in do katere stopnje bo sistem 20 ključev uvajalo, saj je dosega najvišjih nivojev v praksi za podjetja težko dosegljiva. In precarious circumstances in the business world there is an unending struggle for life and for owning market share between companies. Companies are forced to adjust to the circumstances on the market and they continually search for new solutions. There are different approaches to improving processes which would help companies to achieve competition, higher productivity and to ensure their existence and safe development on the global market. One of the approaches to improving processes is also the 20 Keys-System. It is based on restructuring 20 areas, which are of great importance in a company. The major problem of introducing the 20 Keys-System and also the essential element in our research occur in assessing the success of the introduction. The results are revealed over some time according to how extensive the system is. However, in some keys the improvement cannot even be empirically measured. In our case success will be measured by the data on company’s actual improvement to a particular key and by the statistical analysis of a questionnaire with the SPSS programme. The level of change, as it is perceived by the employees, was measured by the questionnaire. This level is a consequence of introducing the 20 Keys-System in a company and in this way the success of the renewal was defined. According to the results of the statistical analysis of the questionnaire it has been realized that the 20 Keys-System introduction has been well accepted by the employees in Steklarna Hrastnik d.d. The majority of them support the system and expect their own benefits. Due to actual progress on particular keys and a high level of change, which was perceived by the employees, it can be summarized that introducing the 20 Keys- System in Steklarna Hrastnik d.d. has been successful. Although it must be realized that every company, according to its abilities and aims, determines the force and level of introducing the 20 Keys-System, because the reach of the highest levels in practice is difficult to achieve for companies. uspešnost učinkovitost prenova poslovnih procesov uvajanje sistema 20 ključev success efficiency renewal of business processes introducing the 20 Keys-System true true false Slovenski jezik Angleški jezik Diplomsko delo 2009-05-30 17:54:53 2009-07-17 11:02:53 2022-04-11 16:27:18 2022-04-16 03:37:21 2009 0 Kranj 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 6475795 URN:SI:UM:DK:BUNP4JCG UNI_Medvesek_Andraz_2009.pdf UNI_Medvesek_Andraz_2009.pdf 1 0D7F7FD09614878D6CAE533AAD5DA3A0 2ef7a30247bfa8e1d2f3ece0d737014d62dc249457ee8a7c75e6c0e35b2fb853 e3a839d1-7c02-11eb-bb7a-00155d0001ca 20.500.12556/dkum/c934cdda-9345-4ea0-9831-ab0d2401e795 https://dk.um.si/Dokument.php?lang=slv&id=8860 Fakulteta za organizacijske vede 0 0 0