Lean juhtimise rakendamine ja selle tulemused Scandinavian Furniture OÜ-s
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Kuupäev
2015
Kättesaadavus
Autorid
Ajakirja pealkiri
Ajakirja ISSN
Köite pealkiri
Kirjastaja
Abstrakt
Igasuguse ettevõtluse eesmärgiks on olla kasumlik, kuid üha tihenevas konkrurentsis on
see keeruline. Üheks võimaluseks kasvatada konkurentsivõimet on rakendada ettevõtte
igapäevaste protsesside juures lean juhtimist, mis võimaldab hoida kokku raiskamisi ehk
kulusid. Scandinavian Furniture OÜ on mööbli tootmise ja turustamisega tegelev ettevõte,
mis asub Tõrva linnas, mille suurimad probleemid on sarnased Eesti maapiirkondade
muredega: rahvastiku vähenemine, tööpuudus, madalad palgad, noorte ja haritute
lahkumine jms. Kuna ettevõte on piirkonna kõige olulisemaid tööandjad, siis selle
säilimine on elulise tähtsusega tervele kogukonnale.
Uuritavas ettevõttes otsustati lean juhtimist hakata rakendama 2014. aasta kevadel ning
käesoleva magistritöö eesmärgiks on selgitada välja lean juhtimise rakendamise ajendid,
analüüsida uue juhtimisstiili rakendamisega kaasnevaid probleeme ja tulemusi ettevõtte
tootlikkusele ning teha ettepanekuid ettevõtte tootmisprotsesside efektiivsemaks
muutmiseks.
Vaatluste põhjal selgitati välja lean juhtimise rakendamise ajendid ning jõuti järeldusteni,
et ettevõte senised tegevused sisaldasid tõesti liigselt raiskamisi ja uue juhtimisstiili
rakendamine oli põhjendatud. Samuti leiti vaatluste abil, et ettevõtte tootmisprotsessid ei
olnud vastavuses ühe lean juhtimise tuntuima tööriista 5S meetodiga, mida lõpuks suudeti
juurutada ka uuritavas ettevõttes. Dokumendianalüüsi abil selgitati välja, et ettevõttes on
kõige suuremateks raiskamisteks ootamine masinate ja materjali järgi ning tarbetu
transport.
Magistritöös leiti ka ettevõtte kohta osatootlikkuse näitajaid enne ja pärast lean juhtimise
rakendamist. Kuna analüüsi koostamise hetkeks oli lean juhtimist ettevõtte rakendatud
vaid üks kvartal, siis tuleks tulemuste kinnitamiseks leida need näitajaid ka 2015. aasta
lõpus. Töö tulemuste põhjal soovitab autor kindlasti ettevõttel jätkata lean juhtimise
rakendamist ka teistes ettevõtte osakondades.
All types of businesses strive to be profitable; however, this is becoming increasingly difficult within the context of intensifying competition. One option to enhance competitiveness would be to implement lean management of the day-to-day processes of a company, as this would prevent the wasting of resources, i.e. saving of costs. Scandinavian Furniture OÜ is a company engaged in the manufacture and distribution of furniture and is based in the city of Tõrva. Its key problems are not unlike the challenges faced by all Estonian rural communities: decline in population, unemployment, low salaries, departure of young and educated people, etc. Since the company is one of the major employers in the region, it is vital for the entire community that the company continues its operations. The company under scrutiny decided to implement lean management in spring 2014. This Master's thesis purports to identify the driving factors behind this decision, analyse the challenges brought about by the introduction of this new style of management and its impact on productivity, and to suggest ways of enhancing the production processes of the company. Observations clarified the drivers behind the introduction of lean management, leading to the conclusion that the company’s operations to date had indeed been excessively wasteful and thus the implementation of the new management style was reasonable. Observation also revealed that the production processes were not compatible with one of the bestknown tools of lean management, the 5S method, which was also eventually implemented in the scrutinised company. Analysis of documents identified that the most wasteful areas within the company were waiting for machines and materials, and unnecessary transportation. The Master’s thesis also addressed partial productivity indicators for the company before and after the introduction of lean management. Since at the time of the analysis lean management had been used by the company for just one quarter, the relevant indicators should be reviewed towards the end of 2015 to corroborate the results. Based on the results of the research, the author recommends that the company should follow-up with the introduction of lean management in other units of the company.
All types of businesses strive to be profitable; however, this is becoming increasingly difficult within the context of intensifying competition. One option to enhance competitiveness would be to implement lean management of the day-to-day processes of a company, as this would prevent the wasting of resources, i.e. saving of costs. Scandinavian Furniture OÜ is a company engaged in the manufacture and distribution of furniture and is based in the city of Tõrva. Its key problems are not unlike the challenges faced by all Estonian rural communities: decline in population, unemployment, low salaries, departure of young and educated people, etc. Since the company is one of the major employers in the region, it is vital for the entire community that the company continues its operations. The company under scrutiny decided to implement lean management in spring 2014. This Master's thesis purports to identify the driving factors behind this decision, analyse the challenges brought about by the introduction of this new style of management and its impact on productivity, and to suggest ways of enhancing the production processes of the company. Observations clarified the drivers behind the introduction of lean management, leading to the conclusion that the company’s operations to date had indeed been excessively wasteful and thus the implementation of the new management style was reasonable. Observation also revealed that the production processes were not compatible with one of the bestknown tools of lean management, the 5S method, which was also eventually implemented in the scrutinised company. Analysis of documents identified that the most wasteful areas within the company were waiting for machines and materials, and unnecessary transportation. The Master’s thesis also addressed partial productivity indicators for the company before and after the introduction of lean management. Since at the time of the analysis lean management had been used by the company for just one quarter, the relevant indicators should be reviewed towards the end of 2015 to corroborate the results. Based on the results of the research, the author recommends that the company should follow-up with the introduction of lean management in other units of the company.
Kirjeldus
Märksõnad
magistritööd, lean-juhtimine, konkurents, konkurentsivõime, 5S meetod, efektiivsus, tootlikkus