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Lean põhimõtte juurutamine suurettevõtte alustavas harukontoris

Tõks, Jekaterina (2018) Lean põhimõtte juurutamine suurettevõtte alustavas harukontoris. [thesis] [en] Implementing Lean Methodology in a New Branch Office of a Large Corporation.

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Abstract

Töö esimene osa tutvustas autor lean põhimõtte ajalugu ning olemust. Tööst selgus, et lean juhtimine on kasvanud välja tootmissektorist ning edukalt üle kantud teenindussektorisse. Erinevus lean juhtimine tootmissektoris ja teenindussektoris on see, et tootmises on toode füüsiline ning selle tootmisprotsesse on lihtsam mõista ja parendada. Teenindussektoris on teenus ise toode, ning klient mõjutab otseselt tootmisprotsesse. Selleks, et lean põhimõtte ülekandmine teenindussektorisse oleks edukas, peab lähtuma konkreetse teenuse eripärast. Lean juhtimise juures on väga oluline korduv ja katkematu protsesside voog. Selleks, et optimeerida tööprotsesse, on oluline kliendi ootuste mõistmine. Samuti on oluline, et kliendi poolt antav sisend oleks kvaliteetne. Töö teine osa tutvustas lean põhimõtte juurutamist koolituste kaudu, kasutades nelja mooduli lähenemist. Töötaja peab mõistma lean põhimõtet. Kuna esimese mooduli koolitus on kohustuslik nii spetsialistidele kui ka juhtidele, siis töös käsitles autor esimest moodulit põhjalikult. Töö autor koostas küsitluse esimese mooduli kohta, milles analüüsis, kas koolituste läbimine mõjutas inimeste arusaama lean-i kohta. Võrdluses oli „Visual managment modul training“ ja lean 6 sigma white belt koolituse läbinute vastused. Autor uuris, kas inimene on läbinud mõlemad koolitused ning mis suunas on koolituse läbimine mõjutanud arvamust ja arusaamist lean-ist. Diplomitöö raames läbiviidud küsitlusest selgus, et koolituste läbimine mõjutas arusaama lean juhtimisest ning sellega seonduvast. „Visual managment modul training“ koolitus mõjutas vastanute arusaama kaheksal korral ning lean 6 sigma white belt koolitus kuuel korral kolmeteistkümnest (tabel 16). Autor järeldas, et küsitlusele vastanud teavad lean juhtimisest ning sellega seonduvast palju. Nad mõistavad, mis on 8 waste ja et valgete tahvlite kasutamine aitab kadude vähendamisel kaasa. Samuti on vastanute jaoks selge kuidas ja mille jaoks kasutatakse valgeid tahvleid. Vastanud mõistavad lean juhtimise olulisust ja teavad kuidas üks või teine tööriist mõjutab nende tööprotsesse ning töökvaliteeti. Kokkuvõtvalt võib öelda, et töös tehtud küsitluse analüüs on autori hinnangul ettevõttele oluline. Tulemused annavad ülevaate, mis seisus on lean põhimõtte juurutamine ja kuidas on aidanud koolitused juurutamisprotsessile kaasa. Oluline on, et töötajat tähtsustaks efektiivsuse tõstmist läbi protsesside tundmise ja parendamise.

Abstract [en]

The increases in global competition as well as customer demand and awareness are applying pressure within the manufacturing and service industries. Therefore, it is necessary to find the best way to remain competitive and keep the quality standard high while attempting to reduce costs. One such method has become increasingly popular, which is LEAN methodology. LEAN concentrates on eliminating tasks and processes, which do not create value. The end goal is to reduce the total time from when an order for a product or service is placed until the customer pays for it. As a result, productivity, quality and customer satisfaction increase while delivery times decrease so that costs are reduced. LEAN methodology therefore speeds up processes and enables to achieve the best result with fewer resources. The aim of the thesis is to find out how to improve the implementation process of LEAN. Thesis research tasks: 1. Explore the development, principles and implementation of LEAN management 2. Explore the different stages of LEAN implementation and their necessity 3. Analyse how trainings have helped to implement LEAN 4. Propose suggestions on how to improve the process of LEAN implementation. The thesis consists of a theoretical and empirical part. In the theoretical part, the author presents the very first implementations of LEAN as well as the fundamental ideas behind it and it’s implementation possibilities within service industries. In addition, the author presents the process and different stages of LEAN implementation within the company studied in this thesis. The empirical part of the thesis focuses on a survey analysis and conclusions. This thesis presented LEAN implementation using the four-module process. The employee must understand LEAN management. As the first module training is compulsory for both specialists and leaders, the author concentrated on it thoroughly. The author formed a survey to study the first module of LEAN. The survey concentrated on finding out whether the completion of the first module affected a person’s understanding of LEAN. The responses of people from the Visual management module training and LEAN 6 sigma white belt training were compared. The author analysed, whether a person had completed both of these trainings, and what affect they had on the persons opinion and understanding of LEAN. The results of the thesis show that the trainings affect people’s understanding of LEAN. The Visual management module training affected a person’s understanding on eight occasions and the LEAN 6 sigma white belt training on six occasions out of a total of thirteen. The author concluded that the people included in the survey know and understand LEAN processes very well. They understand what is 8 waste and the purpose of white boards within LEAN, which can be useful in eliminating waste. The respondents understand the importance of LEAN management and know how various LEAN tools can improve their work related processes and quality of work. In summary, the survey results presented in this thesis are important for the company under study. The results present an overview of the current state of LEAN implementation and show how trainings have aided in implementing it. The thesis also highlights the importance of increasing efficiency through understanding and improving work processes.

Item Type: thesis
Advisor: Kati Nõuakas
Subjects: Transport > Logistics > Logistics and supply chain management > Supply chain management
Divisions: Institute of Logistics > Transport and Logistics
Depositing User: Jekaterina Tõks
Date Deposited: 12 Jun 2018 07:26
Last Modified: 12 Jun 2018 07:26
URI: http://eprints.tktk.ee/id/eprint/3727

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