20.500.12556/DKUM-38026 UPORABA ORODIJ ZA DOSEGANJE VITKE PROIZVODNJE V PODJETJU OPREMA - UREĐAJI D.D. USING THE TOOLS FOR ACHIEVING LEAN PRODUCTION IN THE COMPANY OPREMA-UREĐAJI D.D. Velika svetovna kriza in kriza za vsa proizvodna podjetja na Hrvaškem je povzročila, da morajo podjetja proizvajati z vse manj obratnimi sredstvi vse bolj učinkovito (z večjo produktivnostjo) in ponujati vse večjo paleto izdelkov za kupca. Pojem vitke proizvodnje je prav tak, ki lahko izpolni vse izzive, pred katerimi so se znašla podjetja v zadnjih nekaj letih. V nalogi je prikazano, da enostavno ni nobene skupne formule za uvajanje vitkosti v katero koli podjetje, ampak je to skupek različnih orodij in postopkov, enako kot tudi sprememba poslovne filozofije razmišljanja in vodenja podjetja ter odnosov do delavcev. Lahko rečemo, da je to enostavno timski pristop za izboljševanje vseh procesov z odpravljanjem vseh aktivnosti, ki izdelku ne dodajajo vrednosti (potrata). Vsekakor lahko rečemo, da je to neskončen proces izboljšav na vseh ravnih podjetja. Vitkost se ne nanaša samo na proizvodne procese, ampak zajema vse službe, ki so naravnane h kupcu. Za majhna podjetja, kot je Oprema-uređaji, d. d., sem ugotovil, da obstajajo trije predpogoji, če bi podjetje sploh želelo stopiti na pot vitkosti. Če ni prisotna zavezanost vodstva, sploh nima smisla uvajati vitkosti v podjetje, kajti to bi bila samo ena t. i. kaikaku korenita preobrazba, ki bi ji sledilo neskončno majhnih t. i. kaizen izboljšanj. Potreben je tudi vodja oziroma človek, ki pozna in je kvalificiran za tako delo, in tim sodelavcev, ki razširjajo filozofijo vitkosti skozi celotno podjetje, saj se nikakor ne sme končati samo v proizvodnji. Na začetku izvajanja je treba analizirati lasten proizvodni program in se na osnovi dejstev opredeliti za določeno družino izdelkov, kjer bomo začeli s spremembami. Potem je treba prikazati sedanji tok vrednosti, v njem prepoznati aktivnosti, ki izdelku dodajajo vrednost, in tiste, ki so potrata. Naslednji korak je prikaz bodočega toka vrednosti ter skozi kaizen delavnice s timom sodelavcev najti pot do novega stanja z uporabo določenih orodij in metod. Vse to je treba izvesti v praksi, preverjati in meriti nove postopke in v slučaju pričakovanih rezultatov standardizirati nove metode dela. Proces je, kot smo že zapisali, neskončen, kajti treba ga je razširiti tudi na ostale družine izdelkov ter na dobavitelje in kooperante. Podjetje, ki ne bi želelo ostati in končati na prvem koraku (poskusu) in bi v bodočnosti želelo ostati konkurenčno na trgu, mora imeti jasno vizijo in cilje ter v tem pogledu biti pripravljeno na velike težave in spremembe, ki ji prinaša pot do vitkega podjetja. The world crisis, like crises of all manufacturing companies in Croatia, caused that company with small working capital must be able to produce more effective (with higher productivity), and also with a greater range of products for their customers. The concept of lean production is for sure right one to meet all the challenges by which companies are facing in last couple of years. This kind of work shows that there is no universal formula for introduction of lean production in any company, but represents a set of tools and methods, as well as changes in operating philosophy of thinking and running business and relation to their employees. We can simply say this is a team access to continuous improvement of all company process, through the elimination of all activities which doesn’t add value to a product (losses). Certainly we can say this is an infinite process of improvements at all company levels. Lean does not apply only to the process of manufacturing, but includes all departments within the company which should be in customer service. My conclusion is that for small companies like ''Oprema-uredjaji d.d.'', there are three preconditions on the beginning of the way to a lean company. In case of absence of commitment in leadership, simply does not make sense to introduce ‘’lean’’ in the company because this would be just one called "Kaikaku" radical change, and later will miss many small so-called "Kaizen" improvements. In this kind of business is also necessary to have a leader, or a person who is well familiar with the company problems and who is enough qualified for this kind of work, but also a team of people who will spread the philosophy through whole company, because simply it mustn’t stop on the production only. At the beginning of the introduction it is necessary to analyze the production program and, on the base of facts, decide on which of family products we will start to make some changes. After that we must create a folder with current state of stream value and identify activities which will add value to a product and those which are losses. Next step is to show a future map of stream value and through the ‘’kaizen’’ workshop with team of colleagues find a way to a new state, applying various techniques and tools. All this is necessary to apply in practice, check and measure new procedures, and in case of expected results, standardize new work methods. As stated earlier, the process is infinite because it needs to be applied also to other family products, the same as on the suppliers and cooperators. The company which doesn't intend to stop at first step, but in future is ready to become and remain competitive in the market, must have a clear vision and targets, and be prepared to face with certain problems and changes that ''journey'' to a lean production brings. vitka proizvodnja uvajanje analiza toka vrednosti prikaz toka vrednosti JIT izboljšave lean production introduction stream value analysis value stream mapping JIT improvements true true false [M. Piškor] Slovenski jezik Angleški jezik Magistrsko delo 2012-09-15 11:57:01 2012-11-28 14:23:12 2022-04-25 23:07:06 2021-04-19 03:11:53 2012 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 658.5.011+005.4(043.3) 16471318 URN:SI:UM:DK:RYO5YH22 MAG_Piskor_Mario_2012.pdf MAG_Piskor_Mario_2012.pdf 1 FC95AE5EC49C90ED398E333C6B6F3A09 a6182b8763c0198afcc4c90ba003ce88939c5fa69745d9cefedaf0de565340ff 655311f2-7c08-11eb-bb7a-00155d0001ca 20.500.12556/dkum/3e4d824f-2bc7-41dc-8b92-d1800c059c36 https://dk.um.si/Dokument.php?lang=slv&id=50508 Fakulteta za strojništvo 0 0 0