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Title:PRENOVA PROCESA UVAJANJA NOVEGA MODELA ALI TIPA IZDELKA DO FAZE PRIPRAVE NA PROIZVODNJO
Authors:ID Gavez, Alenka (Author)
ID Kern, Tomaž (Mentor) More about this mentor... New window
Files:URL MAG_Gavez_Alenka_2012.pdf (2,82 MB)
MD5: 00AB69CC74D3CFA7230D6C541BD24DCD
PID: 20.500.12556/dkum/c8e19c35-5aa8-42f6-8e88-0cbaf70749d4
 
Language:Slovenian
Work type:Master's thesis
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:V Gorenju, d. d., uvajanje novih modelov ali tipov izdelkov upravljamo s procesom Osvajanje izvedenk. Pri tem procesu gre za osvajanje novega modela ali tipa že obstoječega izdelka in ga vedno začnemo v Trženju. Ugotovili smo, da procesa osvajanja novih izvedenk že vrsto let nismo bistveno spremenili, kljub temu da se je v zadnjih letih močno spremenila informacijska tehnologija. Proces še vedno poteka zelo sekvenčno, zaradi česar imamo precej čakalnih časov, informacije niso vedno dovolj jasno podane, kar povzroča dodatne izgube časa in nastanek dodatnih stroškov. Veliko časa porabimo tudi za medsebojno komunikacijo. Da bi dobili natančno sliko poteka procesa, smo se odločili, da bomo opravili intervjuje pri predstavnikih vseh desetih organizacijskih enot oz. oddelkov, ki sodelujejo v procesu. Izdelali smo posnetek stanja in modelirali proces osvajanja novih izvedenk v orodju Igrafx 2011 ter na osnovi analize in rezultatov predlagali spremembe v samem procesu. Pri izdelavi predlogov sprememb smo se držali osnovnih smernic prenove poslovnih procesov. Te so: • poenostavitev postopkov z odstranitvijo nepotrebnih ali dvojnih aktivnosti, • združevanje in dodeljevanje nalog posamezniku, kolikor je to mogoče, • dodeljevanje nalog na primernejša mesta, • minimiziranje števila oddelkov in ljudi v procesu ter • opravljanje nalog vzporedno, kolikor je le mogoče. Dokazali smo, da lahko osvajanje novih izvedenk skrajšamo vsaj za 30 %, časovno in stroškovno. Pri intervjujih z izvajalci posameznih aktivnosti smo prišli do ugotovitve, da nihče ne pozna celotnega procesa. Vsi intervjuvanci so se strinjali, da je proces precej zapleten in predolg ter da imamo v procesu veliko nepotrebnega komuniciranja, to pa predvsem zato, ker aparati niso dovolj jasno definirani s strani Trženja in se zaradi tega pri izvajanju nalog pojavljajo zastoji. Ugotovitve in mnenja intervjuvancev so zapisana v posnetkih stanja v posameznih organizacijskih enotah (poglavja od 3.4 do 3.11). Prišli smo tudi do ugotovitve, da bi bilo treba spremeniti dokumente, predvsem registracijski nalog, da bodo iz njega dovolj jasno in nedvoumno razvidne zahteve, ki jih moramo upoštevati pri izdelavi dokumentacije za novo izvedenko. V raziskovalnem delu smo določene aktivnosti združili oz. jih prenesli na enega človeka, kar pomeni, da bomo morali precej napora vložiti tudi v izobraževanje sodelavcev.
Keywords:poslovni proces, prenova poslovnih procesov, proces uvajanja nove izvedenke, orodje za modeliranje iGrafx.
Place of publishing:Kranj,
Year of publishing:2012
PID:20.500.12556/DKUM-36490 New window
COBISS.SI-ID:7053075 New window
NUK URN:URN:SI:UM:DK:HIDC0ZIP
Publication date in DKUM:21.08.2012
Views:1884
Downloads:142
Metadata:XML DC-XML DC-RDF
Categories:FOV
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Secondary language

Language:English
Title:REDESIGN OF THE PRODUCT DERIVATION PROCESS UP TO THE PRODUCTION PHASE
Abstract:In Gorenje, d. d., new models or types of products are managed by Product Derivation Process. This process is used to establish a new model or type of an existing product, and is always instigated in Marketing. It has been established that despite fundamental changes to the information technology in recent years, Product Derivation Process has not been significantly modified for a number of years. The process continues to run in sequences, which causes considerable amount of waiting time. Information is not always provided clearly enough, which causes additional time loss and further costs. Plenty of time is also spent on internal communication. In order to obtain an accurate picture of the process flow, interviews with representatives of all ten organizational units, i.e. departments, which take part in the process were agreed upon. The “as is” state was recorded and the product derivation process was modeled by the Igrafx 2011 modeling tool. On the basis of the analysis and results, modifications of the process were proposed. The proposal for modifications was set up in accordance with the following guidelines for business process redesign: • simplification of procedures by eliminating unnecessary or duplicated activities; • consolidation of tasks and assigning tasks to one individual as much as possible; • assigning tasks to more suitable positions; • minimising the number of departments and people within the process; • allowing for parallel tasking as much as possible. It has been proved that Product Derivation Process can be cut by at least 30%, both in view of time and costs. In interviews with individual operators it was established that there is nobody who would be familiar with the entire process. All interviewees were in accordance that the process is rather complicated and lengthy, and that there is a large share of unnecessary communication within the process. This is due to the fact that products are not defined clearly enough by Marketing, which causes setbacks in performing the tasks. Findings and opinions of the interviewees are included in the records of “as is” state within individual organisational units (Chapters 3.4 to 3.11). It has also been ascertained that certain documents, especially Registration Order, need to be modified in order to display clear and unambiguous requirements which need to be considered when documentation for a product version is prepared. In this thesis several activities were merged and assigned to one individual, which suggests that plenty of effort will also need to be invested in employee training.
Keywords:business process, business process redesign, product derivation process, iGrafx modeling tool.


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