Model izbora vitkih alata pri restrukturiranju poduzeća
Svaka organizacija želi stvarati profitabilne proizvode i usluge. Međutim, konkurencija je velika i neki proizvod ili uslugu gotovo uvijek nudi više proizvođača što dovodi do borbe za tržištem. Prilikom osvajanja tržišta ne postoji jedinstvena „kuharica“, ali zato postoje strategije kojima se menadž...
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| Format: | Doctoral or Postdoctoral Thesis |
| Language: | Croatian |
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Sveučilište u Zagrebu. Fakultet strojarstva i brodogradnje.
2020
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| Online Access: | https://dr.nsk.hr/islandora/object/fsb:6385 https://urn.nsk.hr/urn:nbn:hr:235:847649 https://repozitorij.unizg.hr/islandora/object/fsb:6385 https://repozitorij.unizg.hr/islandora/object/fsb:6385/datastream/PDF |
| Summary: | Svaka organizacija želi stvarati profitabilne proizvode i usluge. Međutim, konkurencija je velika i neki proizvod ili uslugu gotovo uvijek nudi više proizvođača što dovodi do borbe za tržištem. Prilikom osvajanja tržišta ne postoji jedinstvena „kuharica“, ali zato postoje strategije kojima se menadžment može koristiti kako bi se organizacija našla u stanju bolje konkurentnosti i profitabilnosti. Jedna od takvih strategija je vitka proizvodnja. Vitka proizvodnja preslika je japanske kulture i životne filozofije koja se oslanja na eliminaciju gubitaka i stvaranju učinkovitog okruženja gdje su svi zadovoljni, od dobavljača pa do krajnjeg kupca. Budući da je takvu kulturu u jednoj organizaciji nemoguće usaditi preko noći, vodeći su autori i zagovaratelji ovog poslovnog modela tijekom dugog niza godina opisivali jedan po jedan segment ove kulture. Tako je svaki segment te kulture pretočen u neki vitki alat. Međutim, postoji više od stotinu vitkih alata i pitanje je koje vitke alate upotrijebiti, u kojem trenutku i u kojem opsegu jer će svaka odluka dovesti do drugačijeg ishoda. Velik broj vitkih inicijativa završava neuspješno jer prilikom operativnog provođenja vitke filozofije menadžment luta. Cilj ovog rada bio je definirati kada i koji alat implementirati kako bi poboljšanje bilo ostvarivo, optimalno i održivo. Vitka filozofija temelji se na eliminaciji gubitaka te je gubitak definiran kao sve ono što krajnji kupac ili tržište ne želi i neće platiti. Prema Taiichiju Ohnou postoji nekoliko vrsta gubitaka koje generira svaka organizacija te je pravo umijeće iste smanjiti, pa čak i eliminirati. Vrste gubitaka su sljedeće: prekomjerna proizvodnja, nepotrebne zalihe, čekanje, prekomjerna obrada, škart, prekomjeran transport, nepotrebni pokreti i nedovoljna iskorištenost potencijala zaposlenika. Svaka organizacija u relativno kratkom roku može utvrditi svoje gubitke. Međutim, drugi je par rukava kako operativno inicirati i voditi eliminaciju gubitaka. Restrukturiranje organizacije pomoću vitke filozofije podrazumijeva utvrđivanje gubitaka na svim razinama i pravovremenu implementaciju odgovarajućih vitkih alata. Pregledom literature ustanovljeno je da postoji dvadeset pet temeljnih vitkih alata. Preciznije rečeno, te alate menadžment najčešće primjenjuje prilikom restrukturiranja pomoću vitke filozofije te je bilo logično ustanoviti kako pojedini alati sami ili u paru s drugim vitkim alatima utječu na smanjenje pojedinih gubitaka. Istraživanje o izboru vitkih alata pri restrukturiranju poduzeća napravljeno je teorijski, pregledom literature, te eksperimentalno, uzimajući i analizirajući žive podatke iz vitkih organizacija. Pregledom literature ustanovljeno je što je vitka proizvodnja, koje su njezine elementarne značajke koje su pokazane kroz Toyotin proizvodni sustav i na se koji način se ona implementira i integrira u postojeće poslovne procese. Najveća važnost dana je vitkim alatima te su svi alati pomno opisani i definirani na temelju knjiga i značajnijih znanstvenih radova. Istraživački dio rada napravljen je u obliku ankete koja je sustavno provođena među organizacijama koje posluju u Hrvatskoj. Ostvaren je kontakt s gotovo 300 organizacija te su utvrđene 63 organizacije koje su koristile ili koriste vitku filozofiju u reorganizaciji poslovanja. Sama anketa podijeljena je u nekoliko dijelova kako bi se dobila cjelokupna slika o vitkim poduzećima. Anketom su utvrđeni motivi i ciljevi, sustavno su kvantificirani gubitci u organizacijama prije i nakon uvođenja vitke proizvodnje te su zabilježeni vitki alati koji se koriste pri restrukturiranju. Pritom je potrebno naglasiti da je dobivena jasna slika o tome koji su se alati uvodili, jesu li ti alati imali nekakav subjektivno i objektivno pozitivan učinak te kojim su se redoslijedom istoimeni alati implementirali. Dobiveni podaci pripremili su se za statističku analizu te je napravljeno nekoliko tipova statističkih testova kako bi se dobila što šira i jasnija slika o izboru vitkih alata pri restrukturiranju poduzeća. I. Lean Production and Tools Lean Production (LP) is a well-known business strategy which relies on eliminating waste and continuous improvement. The strategy is literally a model of Japanese culture and the concept of living in which everything has to be done perfectly and with respect to market needs. Although LP is described and documented in many publications, some organisations still face failures during lean implementation. There are various critical factors for lean implementation success, but the essential part of every lean implementation are lean tools. The reason for that lies in the fact that new culture cannot be adopted without visible practices. One needs something solid, something people will follow and something that will eventually become organisational culture. Lean tools are nothing more than visible practices. There are more than a hundred lean tools and they each represent a small fragment of Japanese culture. Lean tools implementation sequence can define whether or not your restructuring strategy will be successful. The trick is to launch a certain lean tool or a pair of lean tools at a certain time to keep the momentum of continuous improvement. If you miss launching a proper lean tool at a proper time, you will stop the progress and lose the momentum. The real magic is to launch just the right lean tool at just the right time. II. Study on Lean Tool Implementation The essence of LP is to eliminate waste, with each waste reduction effort being supported with lean tools. The question is this: will some lean tools reduce certain types of waste better and faster than others and when? Taiichi Ohno has classified several distinct types of waste. Specifically, every organisation generates eight types of waste: surplus production, excess transport, waiting, excess processing, redundant stock, unnecessary movements, fallouts and insufficient use of employee potential. It is the responsibility of the company management to strive to and achieve continuous reduction of all types of waste. Each lean implementation is driven by a different lean toolbox since every organisation has its own objectives. However, literature review has revealed that some lean tools are more frequently used than others. Those tools are: 5S, Bottleneck Analysis, Continuous Flow, Value Stream Mapping (VSM), Heijunka (level scheduling), Hoshin Kanri (policy deployment), Jidoka (autonomination), Just-In-Time (JIT), Kaizen (continuous improvement), Kanban (pull system), Key Performance Indicators (KPIs), Muda (waste), Andon, Overall Equipment Effectiveness (OEE), Plan-Do-Check-Act analysis (PDCA), Poka-Yoke (error proofing), Root Cause Analysis, Single-Minute-Exchange of Dies (SMED), Visual Factory, SMART goals, Standardised Work, Takt Time, Total Productive Maintenance (TPM), Gemba (the real place) and Six Big Losses. To put it simply, there are twenty-five basic lean tools. The guiding concept of this study was to address major operational features of the lean implementation process, with the ultimate goal of detecting the best lean tools for reducing waste, in accordance to Taiichi Ohno’s eight types of waste. The research was conducted in Croatia during 2017 and 2018, in the form of a questionnaire which narrowly focused on the relations between the twenty-five basic tools and eight types of waste. The questionnaire was divided in four segments, each of which was designed to reveal a certain aspect of lean: (1) The first segment of the questionnaire was aimed at revealing the data about the size, maturity, starting time of going lean, motivation, goals and type of restructuring process organisations wanted to achieve. (2) The second segment of the questionnaire was made in the form of a scoreboard, where respondents gave information about their waste prior to lean implementation, according to Taiichi Ohno’s types of waste. (3) The third segment of the questionnaire was based on the lean tool implementation framework, where respondents gave information on the sequence of lean tool implementation. (4) The last segment of the questionnaire was made in the same form as the second segment, as a scoreboard used by respondents to answer questions about improvements they noticed, all in accordance with Taiichi Ohno’s types of waste. This segment of the questionnaire was designed to function as feedback about the lean implementation success. Altogether, three hundred organisations were contacted and only sixty-three of them reported they had used or still use lean philosophy. The study involved all the sixty-three organisations, and all the statistical analyses were conducted in SPSS. III. Results There are numerous reasons why lean philosophy should be made an industrial standard. This study has confirmed and revealed the following: • Lean philosophy is generally used for operative restructuring; • Organisations predominantly try to increase their efficiency, profitability and productivity through lean; • Most frequently used lean tools are Standardized Work, 5S, Kaizen (continuous improvement), Key Performance Indicators (KPIs), Value Stream Mapping (VSM), Bottleneck Analysis, SMART goals, etc.; • Statistically significant lean tools for waste reduction are: Total Productive Maintenance (TPM), Poka-Yoke (error proofing), Kaizen (continuous improvement), 5S, Kanban (pull system), Six Big Losses, Heijunka (level scheduling), Takt Time, Andon, Overall Equipment Effectiveness (OEE), Single-Minute-Exchange of Dies (SMED) and Key Performance Indicators (KPIs); • Best lean tools that reduce several types of waste are: TPM, Poka-Yoke, Kaizen, 5S and Kanban; • Best lean tools for reduction of surplus production are TPM and Six Big Losses; • Best lean tools for reduction of excess transport are Poka-Yoke, 5S, Heijunka and Kanban; • Best lean tools for reduction of waiting time are Takt Time, Andon, 5S and TPM; • Best lean tools for reduction of excess processing are Poka-Yoke and TPM; • Best lean tools for reduction of redundant stock are OEE, Kanban and TPM; • Best lean tools for reduction of unnecessary movements are SMED, Kaizen and KPIs; • Best lean tools for reduction of fallouts are Poka-Yoka and Kaizen; • Best lean tools for reduction of insufficient use of employee potential are TPM and Kaizen. |
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