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Title:Uporaba načel vitke proizvodnje pri proizvodnji žarometov
Authors:ID Šverko, Marko (Author)
ID Buchmeister, Borut (Mentor) More about this mentor... New window
ID Ačko, Bojan (Comentor)
Files:.pdf MAG_Sverko_Marko_2012.pdf (5,30 MB)
MD5: C8061F4BCE9FA4CF26A1BD3A264FA4A1
PID: 20.500.12556/dkum/2ffd8a70-d1da-42b9-9484-c98f0eb56e4f
 
Language:Slovenian
Work type:Master's thesis
Typology:2.09 - Master's Thesis
Organization:FS - Faculty of Mechanical Engineering
Abstract:Magistrsko delo obravnava možnost uvajanja principov vitkosti v proizvodnji avtomobilskih žarometov. Uvodoma so strnjeno obdelani nekateri sodobni koncepti modeliranja in vodenja proizvodnih procesov. Podana je primerjava glavnih poudarkov in identificirane so stične točke med njimi. Vitka proizvodnja je v nadaljevanju obravnavana bolj poglobljeno. Opisani so glavni gradniki sistema vitke proizvodnje in priporočeni pristopi k uvajanju vitkosti v organizacije. Glavno vodilo vitke proizvodnje je ustvarjanje vrednosti z vidika kupca in pri tem sistematično identificiranje in odpravljanje aktivnosti, ki izdelku ali storitvi ne dodajajo vrednosti. Konceptualno izhaja iz Toyotinega proizvodnega sistema. Principi, metode in orodja vitke proizvodnje se v zadnjem času poleg avtomobilske industrije intenzivno uvajajo tudi v ostalih industrijskih in storitvenih dejavnostih. Osrednji del naloge obravnava način optimiranja proizvodnega procesa montaže žarometov. Sistematično je obdelano izhodiščno stanje in utemeljena izbira metodologije vitke proizvodnje iz sicer obširnega nabora konceptov vodenja. Podrobneje so opisane nekatere uvedene rešitve. Velja poudariti, da je pri ocenjevanju stopnje vitkosti organizacije pomemben predvsem način reševanja problemov in uvajanja takšnih rešitev, ki organizacijo vodijo v smeri dolgoročne vizije. V sklepu je podana kritična ocena doseženega stanja, možnosti nadaljnjih izvajanj in nevarnosti, da uvedene rešitve ne bodo obstale dolgoročno.
Keywords:Vitka proizvodnja, Toyotin proizvodni sistem (TPS), proizvodnja ob pravem času, stalne izboljšave, kanban, kaizen
Place of publishing:Maribor
Publisher:[M. Šverko]
Year of publishing:2012
PID:20.500.12556/DKUM-37222 New window
UDC:658.5.011+005.4(043)
COBISS.SI-ID:16314134 New window
NUK URN:URN:SI:UM:DK:UCCT9DZE
Publication date in DKUM:24.08.2012
Views:4153
Downloads:1573
Metadata:XML DC-XML DC-RDF
Categories:KTFMB - FS
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Secondary language

Language:English
Title:Implementation of Lean Principles in Headlamp Production
Abstract:This master thesis elaborates the possibility of implementation of lean principles in headlamp production at an automotive supplier plant. The beginning chapters discuss some modern concepts of modelling and controlling of production processes. Main characteristics of these concepts are presented and some common points are identified. Lean production is discussed in more detail. Main pillars of the lean system are presented as well as some recommended roadmaps for lean implementation. The main focus of a lean system is creating value from the customer's perspective by systematic identification and elimination of all activities which do not add value to a product or service. Conceptually, lean originates in the Toyota Production System. In addition to the automotive industry, the lean principles, methods, and tools have lately been implemented increasingly in other manufacturing and service industries as well. The main part of the thesis is focused on transformation of the headlamp assembly process towards a leaner system. The starting condition is described systematically and used as an argument for choosing lean methodology. Some of the implemented activities are described in detail. However, it is important to stress that, for a fair estimation of the success of a lean transformation, the important factor are not so much the concrete actions that have been carried out, but more the way in which the company manages to solve problems and how the solutions support the achievement of goals and long-term vision. In the conclusion, the current level of transformation is critically evaluated and potentials for further development as well as threats to prevent improvements from sustaining are shown.
Keywords:Lean, Toyota Production System (TPS), Just in Time (JIT), continuous improvement, kanban, kaizen


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