Uvajanje sistema 20 ključev v podjetje Mizarstvo Vidmar d.o.o. : diplomsko delo - univerzitetni študij

Srebot, Jaka (author), Oblak, Leon (mentor), Kropivšek, Jože (reviewer)

Predstavili smo splošne značilnosti sistema 20 ključev, ki predstavlja učinkovit in univerzalen pristop k uspešni reorganizaciji podjetja, saj zajema vsa področja v podjetju. V podjetju Mizarstvo Vidmar d.o.o. smo izvedli analizo obstoječega stanja in predvideli ukrepe za izboljšanje kakovosti izdelkov, zmanjšanje stroškov ter skrajšanje pretočnih časov. Obenem smo opisali in predstavili že uveljavljene potrebne izboljšave za dosego večje konkurenčnosti. Ugotovili smo, da zahteva reorganizacija podjetja s pomočjo 20 ključev celovit pristop vseh zaposlenih in določene finančne vložke. Predvidevamo, da se bodo manjši pozitivni rezultati (predvsem na področju kakovosti, stroškov ter časov) reorganizacije podjetja s sistemom 20 ključev pokazali v krajšem času, večji pa v nekaj letih. Predvidevamo tudi, da bomo po uspešnem izvajanju izbranih ključev, v prihodnosti vpeljali v podjetje še vse ostale ključe za celovito prenovo podjetja, posledično pa dosegli večjo konkurenčnost na trgu.

• Language: Slovenian
• Keywords: sistem 20 ključev, analiza stanja, organizacija
• Work type: Undergraduate thesis
• Typology: 2.11 - Undergraduate Thesis
• Organization: BF - Biotechnical Faculty
• Place of publishing: Ljubljana
• Publisher: [J. Srebot]
• Year: 2012
• Number of pages: VIII, 57 f.
• PID: 20.500.12556/RUL-663
• UDC: 658.5:674
• COBISS.SI-ID: 2028169
• Publication date in RUL: 11.07.2014

Secondary language

• Language: English
• Title: 20 keys system introduction for Mizarstvo Vidmar d.o.o. company : graduation thesis - university studies

Abstract

We presented general characteristics and functions of 20 keys system presenting effective and universal approach to a successful reorganization of all the areas of the company. We carried out an analysis of the status quo for Mizarstvo Vidmar d.o.o. Company, and assumed working hypothesis to improve product quality, reduce costs and shorten lead times. We described those already implemented and presented all the necessary improvements to achieve global competitiveness. We found out that reorganization of the company by the 20 keys system module requires complete approach from all the employees. We also found out that some financial contributions should be provided leading to a successful renovation of the company. We assume that the less important positive results (especially in the field of quality, costs and time) of the 20 keys system reorganization will be shown in less time, and more visible once within a few years. We anticipate that we will successfully implement all of the other keys after reaching positive results of those already implemented, leading to increased competitiveness on the market.