Vpliv kaizna na proizvodno linijo podjetja TPV d.d.

Gramc, Nina

| | SLO | ENG | Cookies and privacy

Bigger font | Smaller font

First page > Show document

Show document

Title:	Vpliv kaizna na proizvodno linijo podjetja TPV d.d.
Authors:	ID Gramc, Nina (Author) ID Roblek, Matjaž (Mentor) More about this mentor...
Files:	UNI_Gramc_Nina_2013.pdf (9,96 MB) MD5: 064366DFB1592F9CBD7DAB4E44082DBF PID: 20.500.12556/dkum/ff4d14c7-ec5b-4aeb-9b30-7ca125a63f92
Language:	Slovenian
Work type:	Bachelor thesis/paper
Typology:	2.11 - Undergraduate Thesis
Organization:	FL - Faculty of Logistic
Abstract:	Domnevamo lahko, da je filozofija Kaizen eden od vzrokov in hkrati motivator za dolgoročno konkurenčno prednost podjetja. Koncept je definiran kot obsežen organizacijski proces, osredotočen na kontinuiteto izboljšav in načrtno vključevanje vsakega posameznika v organizaciji v iskanje izboljšav. Zato je lahko prav Kaizen eden ključnih pokazateljev, ki loči med uspehom enih in odpovedjo oziroma propadom drugih podjetij. Razmere, ki jih dandanes srečujemo v podjetju (razne napake, strojelomi, pomanjkanje delov, začasno skladiščenje, prestavljanje itd.), so vidne napake, katerih posledice so veliki problemi, ki kažejo stanje prikritih problemov. Ti so: dolge transportne poti, pomanjkanje komunikacij, slabo planiranje, neusklajenost linij, dolgi pripravljalni časi in še bi lahko naštevali. S takim stanjem ne moremo pričakovati učinkovitega obvladovanja procesov in poslovanja, še manj pa obvladovanja stroškov, kar je vzrok za konkurenčno nesposobnost podjetja. Dandanes, ko je trg prenasičen, ker ponudba presega povpraševanje, je zato še težje konkurirati na trgu ali izboljševati poslovne rezultate z večanjem proizvodnje. Zato podjetja izrabljajo druge možnosti, največkrat zmanjševanje stroškov, s spremembami znotraj organizacije. Pri tem se pojavi vprašanje, kateri so tisti viri, ki omogočajo preboj od nastalih težav do cilja. Težav ne moremo reševati z enakim znanjem, kot smo ga imeli pri njihovem ustvarjanju, zato so neprestane izboljšave vseh procesov in sistemov nujne. Moramo jih podrobno proučevati, analizirati ter v skladu s tem spreminjati. Prav tako pa je nujno vlagati v znanje, razvoj in zadovoljstvo zaposlenih, da v organizaciji ustvarimo klimo, ki zaposlene vzpodbuja k nenehnemu razmišljanju o izboljšavah ter uresničevanju le-teh v skladu z zastavljenimi cilji. Diplomsko delo bazira na primeru brežiškega podjetja TPV, d. d. Obdelani so njihovi problemi, prikazan je organizacijski pristop in uporabljene metode. V zaključku so podani rezultati implemantacije Kaizna.
Keywords:	izboljšave, kontinuiteta, celovitost, organizacija, metoda
Place of publishing:	Celje
Publisher:	[N. Gramc]
Year of publishing:	2013
PID:	20.500.12556/DKUM-40614
UDC:	005(043.2)
COBISS.SI-ID:	512517437
NUK URN:	URN:SI:UM:DK:B5XEVAEJ
Publication date in DKUM:	16.08.2013
Views:	2183
Downloads:	404
Metadata:
Categories:	FL
:	Copy citation

Average score:	(0 votes)
Your score:	Voting is allowed only for logged in users.
Share:

Hover the mouse pointer over a document title to show the abstract or click on the title to get all document metadata.

Secondary language

Language:	English
Title:	Impact of kaizen on the production line of the company TPV d.d.
Abstract:	It can be assumed that the Kaizen philosophy is one of the essential causes, and at the same time the motivator for a long-lasting competitive advantage of the company. The concept, which is defined as the comprehensive organizational process, is focused on the continuity of improvements and systematic integration of each individual in the organization in search of improvements. Therefore, the Kaizen philosophy can be one of the key indicators which separate between the success and failure of one, or the collapse of the other company. The situations which can be encountered today in many companies (numerous mistakes, machinery breakdown, lack of parts, temporary storage and handling of goods) are the visible errors that have resulted in major problems showing the state of hidden problems. These are long transport routes, lack of communication, poor planning, discrepancy between the lines, long preparatory times and many more. In such situations, we cannot expect the efficient managing of processes and operations. Furthermore, we cannot expect to control the costs, which is the reason for the inability of competitive companies. Nowadays, the supply exceeds the demand, therefore the market is jaded and it is even harder to compete on the market or improve business results by increasing the production. For this reason, the companies take advantage of other possibilities. In most cases, these are the reductions of costs and changes in the organization. Here the following question occurs: what are the resources which enable the breakthrough from the existing problems to the target. Problems cannot be solved with the same knowledge as was used at their creation, so constant improvements in processes and systems are necessary. They need to be studied in detail, analyzed and changed according to the data received. Furthermore, it is essential to invest in knowledge, skills development and satisfaction of the employees, in order to create a positive climate which encourages the employees to constantly think about the improvements and their implementation according to the stated targets. The thesis is based on the case of TPV, d. d., Brežice. Their problems have been discussed, and the organizational approach and the methods used are shown. The results of implementation of Kaizen are stated in the conclusion.
Keywords:	improvements, continuity, integrity, organization, method

Comments

Leave comment

You must log in to leave a comment.

Comments (0)

0 - 0 / 0

There are no comments!

Back