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Näidiste valmistamise protsessi kvaliteedi parendamine AS M.A.S.I Company näitel

Moskvitina, Jaana (2018) Näidiste valmistamise protsessi kvaliteedi parendamine AS M.A.S.I Company näitel. [thesis] [en] Improving Quality of Sample Production Process with Particular Reference to AS M.A.S.I Company.

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Abstract

Käesolevas lõputöös käsitletakse AS M.A.S.I Company näidiste valmistamise protsessi ning selle kvaliteedi parendamist läbi väärtust lisamise analüüsi. Lõputöö eesmärk sai täidetud ning ettevõtte juhtkonnale on loodud ettepanekud antud protsessi parendamiseks. Töö teoreetilises osas andis autor ülevaate kvaliteedist ning selle juhtimisest, mis on kvaliteedijuhtimise põhielemendid ja miks on kvaliteedijuhtimine ettevõttele vajalik. Samuti andis töö autor ülevaate kulusäästlikust tootmisest ehk Lean tootmisest – miks oleks vaja seda ettevõttes juurutada ning kuidas see aitaks tõsta kvaliteeti tervikult. Autor andis ülevaate ka protsesside olemusest, tuvastamisest ja avastamisest ning protsesside analüüsist ja ümberkavandamisest. Autor on arvamusel, et kui hakata ettevõttes kvaliteeti parandama peaks alustama ettevõtte sisekultuuri parendamisest. Pika ajalooga ettevõttel on oluline välja tulla oma mugavustsoonist ning sisse viia uuendused. Tihti jäädakse peatuma varem toiminud võtetele, kuid kuna maailm on pidevas muutumisest, siis varem toiminud protsessid ei pruugi aastaid hiljem olla kuigi produktiivsed. Järgmiseks oluliseks etapiks on protsesside tuvastamine ning avastamine. Oluline on ära kaardistada kõik ettevõtte põhiprotsessid ning läbi tuleks viia põhjalik analüüs. Protsessidest tuleks eemaldada kõik klientidele väärtust mitte loovad tegevused, olgu need siis sise- või väliskliendid. Kui protsessidest on eemaldatud kõik ressurssi raiskavad tegurid, siis on väiksem tõenäosus ka defektide esinemine toodetes. Selleks, et rakendada käsitletud teooriat töö praktilises osas, tutvus autor AS M.A.S.I Company näidiste valmistamise protsessiga. Eesmärgi täitmiseks viis autor läbi vaatluse ning kaardistas protsessi BPMN vooskeemi abil. Lisaks viis autor läbi ka intervjuu tootearendusmeistriga selleks, et välja selgitada protsessi probleemsed etapid. Teoorast selgus, et oluline on väärtust lisava analüüsi puhul kaasata ka igapäevaselt protsessis osalevaid inimesi. Analüüsist lähtuvalt on tehtud ettepanekud ettevõtte juhtkonnale protsessi parenduseks. Analüüsist selgus, et AS M.A.S.I Company suurimaks ressursiraiskajaks töö ebaefektiivne jaotus ning osakondade vahelised ootamised. Ootamist tingib näidiste valmistamise etappide osakondade vaheline jaotus. Lisaks veel tootmishoone mitmetasandilisusest tingitud transportimised ning töötajate ülekoormus. Analüüsist tulid välja ka ettevõtte üldised probleemid mis mõjutavad kogu ettevõtte tegevust. Nendeks on töötajate mittepiisav koolitamine, tootmise masinapargi vananemine ning keelebarjäärist tingitud infosulg. Infosulgu tekitab ettevõttes ka hierarhiline struktuur ning ühtse meeskonna tunde puudumine. Autor tegi ettepanekud viia juurdelõikus ja materjalide ladu, mis asuvad tootmishoone esimesel korrusel, tootearendusosakonda. Tootearendusosakonnas on kõik vajalikud seadmed juurdelõikuse teostamiseks olemas, seega selles osas ettevõtte lisakulutusi ei kaasneks. Selleks, et tootearendusosakonnas juurdelõikust teostada oleks vaja ühte lisa inimest. Lisa inimese vajadust kinnitab ka tootearendusmeister ning see, et tihti võetakse tootmisliinist lisa inimesi näidiste õmblemiseks juurde. Autor on arvamusel, et juurdelõikuse ja materjalide lao tootearenduseosakonda viimine vähendaks oluliselt transpordile ning ootamisele kuluvat aega ning protsess muutuks efektiivsemaks. Kangaste ja tarvikute tellimise osas tegi autor ettepaneku kaasata ostja näidiste disainimese etappi algusest peale. See on vajalik selleks, et kangaste ja tarvikute tellimisel oleks ostjal kohe kogu vajalik info olemas ning ära jääks ostja ja disaineri vaheline pidev e-kirjade saatmine. Samuti oleks sellisel juhul võimalik kõik kangad ning tarvikud vastavalt näidiste valmistamise plaanile kohe tellida. Protsessist tuleks eemaldada ka korduvtegevused. Lisaks tegi autor ettepaneku ettevõttes kulusäästliku tootmise ehk Lean tootmise ning Demingi ringi kasutusele võtmise. Vajalik oleks ka töötajate pidev koolitamine ning inglise keele kasutusele võtmine kogu ettevõttes. Inglise keel on vajalik, kuna emaettevõte ja tütaretevõte asuvad erinevates riikides. Antud töö raames viis autor läbi protsesside elutsükkli kolm esimest etappi, mis hõlmasid endas protsessi avastamist, protsessi analüüsi ning protsessi ümberkavandamist. Selleks et protsessi ümberkavandamine ettevõttesse juurutada oleks vaja läbi viia ka protsesside elutsükkli kaks viimast etappi, mis on seotud uue protsessi rakendamise ja kontrollimisega. Selleks, et parendada kogu ettevõtte toimivust ning kvaliteeti tuleks kaardisatada ja analüüsida kõiki ettevõtte protsesse ning seejärel juurutada kvaliteedijuhtimissüsteem.

Abstract [en]

In this graduation thesis, the sample production process and improving its quality through a value added analysis at AS M.A.S.I Company are investigated. The aim of the thesis was achieved and the company’s management has been presented with proposals for improving the process. In the theoretical part of the thesis, the author provided an overview of quality and quality management, the key elements of quality management, and highlighted reasons why quality management is necessary for a company. The author also gave an overview of cost-effective or lean production – why it would be necessary to introduce it in a company and how it would fully help to ensure quality. The author also gave an overview of the nature, identification and discovery of processes, as well as an overview of process analysis and process redesign. The author believes that improving quality in a company should start with improving the company’s internal culture. It is important for a company with a long history to come out of its comfort zone and introduce innovations. Often, companies hold on to the ways that have been effective, but as the world is constantly changing, the processes that worked before may not be as productive years later. The next important step is identifying and detecting processes. It is important to map all company’s key processes and carry out a thorough analysis. All non-value-adding activities for customers should be removed from processes, be they internal or external customers. When all factors that waste resources are removed from the processes, there is less probability of defects, as far as production is concerned. In order to apply the above described theory in the practical part of the work, the author investigated the sample producing process at AS M.A.S.I Company. To achieve the aim, the author performed an observation and mapped the process, using the Business Process Modelling Notation (BPMN) flowchart. In addition, the author interviewed the product development engineer in order to identify the problematic stages of the process. The theory revealed that when carrying out a value-added analysis, it is important to include people involved in the day-to-day process. Based on the analysis, proposals have been made to the company’s management to improve the process. The analysis revealed that at AS M.A.S.I Company, the main waste of resources are the ineffective division of labour and too much waiting in the units. Waiting is caused by the fact that the phases of sample preparation are divided between the units; in addition, there are transport-related activities due to the multi-level production building and work overload. The analysis also revealed the company’s general problems that affect all activities in the company. They include inadequate training of staff, old production machinery and lack of information because of the language barrier. The lack of information is also caused by the company’s hierarchical structure and absence of unified teamwork. The author proposed that the cutting unit and materials store, located on the ground floor of the production building, should be transferred to the product development department. The latter has all the necessary equipment for carrying out cutting, so there will be no additional costs for the company in this area. In order to carry out the cutting in the product development department, only one extra person would be needed. The need for an extra person is also confirmed by the product development expert and the fact that often people from the production line are displaced, to sew samples. The author believes that moving the cutting unit and material store to the product development department would significantly reduce time for transport and avoid waiting, and the process would be more efficient. As regards ordering of fabrics and supplies, the author made a proposal that the buyer in the sample design phase should be involved right in the beginning. This is necessary, because upon ordering the fabrics and supplies, the buyer can immediately have all information needed, and there will be no continuous e-mails between the buyer and the designer. Then, it would also be possible to order all fabrics and supplies immediately according to the sample production plan. Besides, repetitive activities should be removed from the process. In addition, the author suggested lean production should be introduced in the company, as well as the Deming Circle. It would also be necessary to continuously train staff and start using English in the entire company. English is required because the parent company and subsidiary company are located in different countries. In the framework of this study, the author passed through the first three phases of the life cycle of the processes, which included process discovery, process analysis and process redesign. In order to introduce process redesign in the company, it would also be necessary to pass through the last two phases, associated with the implementation and control of a new process. In order to improve the overall performance and quality in the company, it should be necessary to map and analyse all processes in the company and then introduce a quality management system.

Item Type: thesis
Advisor: Ada Traumann
Co-advisor: Mare-Ann Perkmann
Subjects: Clothing and Textiles > Quality Management
Clothing and Textiles > Product Development
Divisions: Institute of Clothing and Textiles > Resource Management in the Clothing and Textiles Industry
Depositing User: Jaana Moskvitina
Date Deposited: 06 Jun 2018 12:48
Last Modified: 06 Jun 2018 12:48
URI: http://eprints.tktk.ee/id/eprint/3756

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