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Protsesside haldussüsteemi parendamine AS Saku Õlletehas planeerimisosakonna näitel

Kasela, Fred (2018) Protsesside haldussüsteemi parendamine AS Saku Õlletehas planeerimisosakonna näitel. [thesis] [en] The Improvement of Process Management System Based on the Example of Ltd Saku Õlletehas Planning Department.

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Abstract

Käesoleva diplomitöö koostamisel kaardistas autor AS Saku Õlletehas planeerimisosakonna struktuuri ning protsesside haldussüsteemi. Lisaks sellele analüüsis autor ettevõtte planeerimisosakonna töötajatega läbi viidud intervjuusid ning isiklikku kogemust ettevõttes, tõi välja probleemsed kohad ning esitas lähtuvalt sellest parendusettepanekuid. Uurimuse käigus selgus, et väikese väärtusega materjalide tellimine kolmandatelt osapooltelt ei ole mõistlik ja AS Saku Õlletehas peaks investeerima omavahenditesse, et vähendada toodetega seonduvaid kulutusi. Diplomitöö esimene peatükk kirjeldas ning täiendas planeerimisosakonna kaardistamist ning andis aluse parendusettepaneku loomisele. Selles peatükis tõi autor välja planeerimisosakonna töötajatega seonduva teoreetilise tausta ja osakonnas rakendatavate põhimõtete definitsioonid. Teises osas kaardistas töö autor AS Saku Õlletehas planeerimisosakonna ja selle ametikohtadega seonduvad põhiprotsessid. Paremaks mõistmiseks lisas autor abistavad joonised ning kirjeldused protsessiahelate kohta. Uurimistöö viimases osas analüüsis autor AS Saku Õlletehas planeerimisosakonna liikmetega läbi viidud intervjuude tulemusi ning isiklikku struktureerimata vaatlust. Peale seda esitati lähtuvalt analüüsidest parendusettepanekud nii autori kui ka intervjueeritute poolt. Analüüsist selgus, et AS Saku Õlletehas osakondade vahel esineb kommunikatsiooniprobleeme ning väikese väärtusega materjalide planeerimisele kulutatakse liialt palju aega. Seejärel esitas autor omapoolsed parendusettepanekud: • Osakondade vahelisele suhtlusele ajalimiitide või reeglite rakendamine parandamaks kommunikatsiooniprobleeme ning kiirendamaks protsesse; • Ettevõttes läbiviidavate paranduste ja arenduste monitooringu aja pikendamine tagamaks parema rakendumise; • Investeerimine omavahenditesse oleks kulusäästlik alternatiiv, asendamaks piiratud määral tarnijalt tellimist. Autor leiab, et käesolevas töös esitatud andmete analüüsi põhjal võib kokkuvõtvalt järeldada, et kõik kaardistatud protsessid toimivad, kuid tuleks sisse viia mõningad parendused, et osakonna tööd veelgi efektiivsemaks muuta. Ühtlasi usub autor, et diplomitöö käigus püstitatud eesmärkideni on jõutud ning esitatud parendusettepanekud väärivad kaalumist ning rakendamist.

Abstract [en]

During the writing of this thesis, the author mapped the structure and processes' management system of Ltd Saku Õlletehas. In addition to that the author analysed the interviews conducted with the planning department employees and personal experience in the company, brought out the problematic issues and presented improvement suggestions according to that. While investigating, the author came to a realisation that the ordering of low value materials is not resonable and Ltd Saku Õlletehas should invest in own resources to lower the cost of the products. The first chapter of the thesis consists of theretical part of the department mapping and provided a base for improvement offers. In that chapter the author brought out the theoretical background which is related to the planning department employees and the definitions applicable in the department. In the second part of the thesis, the author mapped the Ltd Saku Õlletehas planning department and the main processes used by the employees. For a better understanding the author added figures and descriptions of the process chains. In the last chapter of the thesis, the author analysed the interview results conducted with the Ltd Saku Õlletehas planning department employees and the personal unstructured observations of the author. After that, according to the analyses, the author presented improvement offers by the author himself and from the employees of the planning department. The results of the analysis stated that there are communication issues between the departments in Ltd Saku Õlletehas and too much time is spent on planning low value materials. After that the author presented his improvement ideas: - A time limit or rules should be implemented on the communication between departments, so the answers arrive in time. - The improvements and developments should be monitored for a longer period of time to make sure they are implemented correctly. - Investment in own resources would be a cost savings alternative to replace ordering from suppliers. Author thinks, based on analysis of the data presented in the work, that all the mapped processes work, but improvements can be done to make the department's work even more effective. The author also believes that the goals set during this theses have been achieved and the improvement ideas provided are worth thinking about and implementing.

Item Type: thesis
Advisor: Kati Nõuakas
Subjects: Transport > Logistics > Logistics and supply chain management
Transport > Logistics > Logistics and supply chain management > Purchasing management
Transport > Logistics > Logistics and supply chain management > Supply chain management
Divisions: Institute of Logistics > Transport and Logistics
Depositing User: Fred Kasela
Date Deposited: 12 Jun 2018 07:22
Last Modified: 12 Jun 2018 07:22
URI: http://eprints.tktk.ee/id/eprint/3649

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