{"id":8273,"date":"2023-01-01T20:21:01","date_gmt":"2023-01-01T19:21:01","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=8273"},"modified":"2024-05-13T14:58:06","modified_gmt":"2024-05-13T12:58:06","slug":"procesne-riadenie-restrukturalizacia-a-revitalizacia","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/procesne-riadenie-restrukturalizacia-a-revitalizacia\/","title":{"rendered":"Procesn\u00e9 riadenie, re\u0161trukturaliz\u00e1cia a revitaliz\u00e1cia"},"content":{"rendered":"<h2>Z\u00e1kladn\u00e9 pojmy v oblasti re\u0161trukturaliz\u00e1cie a revitaliz\u00e1cie<\/h2>\n<ul>\n<li><strong>Re\u0161trukturaliz\u00e1cia:<\/strong> zmena z\u00e1kladnej \u0161trukt\u00fary, zmeny v\u00fdrobnej n\u00e1plne, zdrojov organiz\u00e1cie, ich previazanosti a vyu\u017eitia<\/li>\n<li><strong>Revitaliz\u00e1cia:<\/strong> aktivity smeruj\u00face k obnoveniu faktorov ovplyv\u0148uj\u00facich zdrav\u00fd v\u00fdvoj, prosperitu organiz\u00e1cie<\/li>\n<li><strong>Produktivita:<\/strong> pomer efektov na v\u00fdstupe k n\u00e1rokom na vstupe<\/li>\n<li><strong>Proces:<\/strong> integrovan\u00e1 postupnos\u0165 aktiv\u00edt smeruj\u00facich k v\u00fdsledku, ktor\u00fd m\u00e1 hodnotu pre z\u00e1kazn\u00edka<\/li>\n<li><strong>Transak\u010dn\u00e9 n\u00e1klady:<\/strong> s\u00fahrn n\u00e1kladov spojen\u00fdch s transakciou (zmena tovarov, slu\u017eieb alebo pe\u0148az\u00ed)<\/li>\n<li><strong>Funk\u010dne n\u00e1kladov\u00fd pr\u00edstup:<\/strong> neoddelite\u013en\u00fd vz\u0165ah medzi ve\u013ekos\u0165ou \u00fa\u017eitku a n\u00e1kladmi potrebn\u00fdmi na jeho zabezpe\u010denie<\/li>\n<li><strong>Miera efekt\u00edvnosti:<\/strong> pomer medzi ve\u013ekos\u0165ou \u00fa\u017eitku ako kvalifikovanou mierou spokojnosti z\u00e1kazn\u00edka a n\u00e1kladmi potrebn\u00fdmi na jeho dosiahnutie<\/li>\n<\/ul>\n<h2>Transform\u00e1cia \u0161trukt\u00fary<\/h2>\n<h3>MBO (management by objectives)<\/h3>\n<p>Druckerova koncepcia riadenia MBO &#8211; management by objectives popisuje motiva\u010dn\u00fd n\u00e1boj pre podriaden\u00fdch, m\u00f4\u017eu samostatne ur\u010di\u0165 vlastn\u00fd postup rie\u0161enia, nasadenia zdrojov, sekvenciu \u010dinnost\u00ed, do postupu rie\u0161enia im ved\u00faci nezasahuj\u00fa, hodnotia sa a\u017e kone\u010dn\u00e9 v\u00fdsledky.<br \/>\nNedostatky:<\/p>\n<ul>\n<li>ak pri kone\u010dnom hodnoten\u00ed sa zist\u00ed, \u017ee cie\u013e nebol splnen\u00fd \u2013 je treba vynalo\u017ei\u0165 \u010fal\u0161ie n\u00e1klady na jeho dosiahnutie, \u010das<\/li>\n<li>neorientuje sa na pr\u00ed\u010diny, len na d\u00f4sledky<\/li>\n<li>nemusia sa odhali\u0165 bud\u00face neefekt\u00edvnosti<\/li>\n<li>skratov\u00e9 myslenie: zl\u00e9 v\u00fdsledky s\u00fa d\u00f4sledkom zl\u00fdch procesov<\/li>\n<li>ekonomick\u00e9 krit\u00e9ria ako n\u00e1stroj hodnotenia kone\u010dn\u00fdch v\u00fdsledkov: niektor\u00e9 agregovan\u00e9 ukazovatele nemusia identifikova\u0165 re\u00e1lny stav skuto\u010dnosti<\/li>\n<li>komunika\u010dn\u00e9 bari\u00e9ry: nespr\u00e1vny alebo oneskoren\u00fd presun inform\u00e1ci\u00ed medi \u00fatvarmi a pracovn\u00edkmi organiz\u00e1cie<\/li>\n<li>fragmentariz\u00e1cia: kladie zna\u010dn\u00e9 n\u00e1roky na komunik\u00e1ciu a koordin\u00e1ciu<\/li>\n<\/ul>\n<h3>\u00dasilie o zvy\u0161ovanie produktivity<\/h3>\n<ul>\n<li>z\u00e1kladn\u00fdm metodick\u00fdm v\u00fdchodiskom: d\u00f4sledn\u00e9 presadzovanie princ\u00edpov ekonomickej v\u00fdhodnosti<\/li>\n<li>\u0161peci\u00e1lne metodick\u00e9 pr\u00edstupy: prist\u00fap ABC (activity based costing), transak\u010dn\u00e9 n\u00e1klady a procesn\u00e9 pr\u00edstupy<\/li>\n<li>k\u013e\u00fa\u010dov\u00e9 vn\u00fatorn\u00e9 riadiace procesy musia by\u0165 koncipovan\u00e9 tak, aby podporovali \u00faspe\u0161n\u00fa realiz\u00e1ciu strategick\u00fdch z\u00e1merov<\/li>\n<li>potrebn\u00e9 je zabezpe\u010di\u0165 vyu\u017eitie disponibiln\u00fdch zdrojov organiz\u00e1cie, zabezpe\u010di\u0165 v\u00fdkonnos\u0165 a produktivitu z\u00e1kladne; vhodn\u00e9 vn\u00fatorn\u00e9 usporiadanie a riadenie procesov<\/li>\n<li>spr\u00e1vne ocenenie zdrojov<\/li>\n<li>pr\u00e1vne priradenie n\u00e1kladov \u010dinnostiam<\/li>\n<\/ul>\n<h3>Po\u017eiadavky na met\u00f3du ABC<\/h3>\n<ol>\n<li><strong>vedenie aktu\u00e1lnych riadiacich <\/strong>(opera\u010dn\u00fdch) <strong>cenn\u00edkov:<\/strong> z nich je mo\u017en\u00e9 \u010derpa\u0165 intern\u00e9 cenov\u00e9 \u00fadaje t\u00fdkaj\u00face sa spotreby zdrojov, cestou k tomu je udr\u017eovanie smerodajnej normat\u00edvnej z\u00e1kladne;<\/li>\n<li><strong>normat\u00edvna z\u00e1klad\u0148a:<\/strong> r\u00f4zne aspekty riadiacej \u010dinnosti, presn\u00e9 priradenia n\u00e1kladov predpoklad\u00e1 vymedzenie jednotliv\u00fdch n\u00e1kladov a priradenie \u010dinnostiam, ktor\u00fdm prisl\u00fachaj\u00fa<\/li>\n<\/ol>\n<h2>Transak\u010dn\u00e9 n\u00e1klady<\/h2>\n<ul>\n<li>n\u00e1klady na vyjedn\u00e1vanie a vykon\u00e1vanie transakci\u00ed<\/li>\n<li>n\u00e1klady na koordin\u00e1ciu: sledovanie prostredia, pl\u00e1novanie a vyjedn\u00e1vanie z\u00e1le\u017eitosti, n\u00e1klady na motiv\u00e1ciu<\/li>\n<li>transakcia: jav, ktor\u00fd sa objavuje, ke\u010f tovar alebo slu\u017eby prech\u00e1dzaj\u00face cez techniky alebo technologicky oddelen\u00e9 rozhranie<\/li>\n<li>konkr\u00e9tne podoby n\u00e1kladov: n\u00e1klady predaja, n\u00e1klady na prieskum trhu, podporu predaja, n\u00e1klady kupuj\u00facich a pod.<\/li>\n<\/ul>\n<h3>Faktory ovplyv\u0148uj\u00face priebeh transakci\u00ed<\/h3>\n<ul>\n<li>frekvencia transakci\u00ed: periodick\u00e9, in\u00e9 jedine\u010dn\u00e9<\/li>\n<li>zlo\u017eitos\u0165 a neur\u010ditos\u0165 transakci\u00ed: nehnute\u013enos\u0165 verzus chlieb<\/li>\n<li>riziko uskuto\u010dnenia transakcie: poistenie proti riziku (nehnute\u013enos\u0165)<\/li>\n<li>zvl\u00e1\u0161tnosti transak\u010dn\u00fdch n\u00e1kladov: \u0165a\u017eko merate\u013en\u00e9<\/li>\n<\/ul>\n<h2>Procesn\u00fd pr\u00edstup<\/h2>\n<p><strong>Proces<\/strong> je ucelen\u00e9 aktivity vy\u017eaduj\u00face \u00fa\u010das\u0165 viacer\u00fdch \u010dinnost\u00ed, viacer\u00fdch pracovn\u00edkov. <strong>\u010cinnos\u0165<\/strong> je diel\u010dia aktivita, ktor\u00fa vykon\u00e1va pracovn\u00edk.<\/p>\n<h3>Zlo\u017eky procesov<\/h3>\n<p>Procesn\u00e9 riadenie pova\u017euje za charakteristick\u00e9 zlo\u017eky procesov:<\/p>\n<ul>\n<li>vstup<\/li>\n<li>v\u00fdstup<\/li>\n<li>n\u00e1klady na proces<\/li>\n<li>\u010das potrebn\u00fd k realiz\u00e1cii procesu<\/li>\n<li>vlastn\u00edk procesu<\/li>\n<li>vn\u00fatorn\u00e1 organiza\u010dn\u00e1 \u0161trukt\u00fara<\/li>\n<\/ul>\n<h2>Z\u00e1kladn\u00e9 \u00falohy procesn\u00e9ho riadenia<\/h2>\n<p>Procesn\u00e9 riadenie pln\u00ed tieto z\u00e1kladn\u00e9 \u00falohy:<\/p>\n<ul>\n<li>identifik\u00e1cia procesov<\/li>\n<li>nov\u00e9 definovanie \u201enasmerovania\u201c procesov<\/li>\n<li>zaistenie stability procesov<\/li>\n<li>navodenie atmosf\u00e9ry zlep\u0161ovania procesov<\/li>\n<\/ul>\n<h3>Identifik\u00e1cia procesov<\/h3>\n<ul>\n<li>zmapovanie procesov<\/li>\n<li>pri definovan\u00ed procesov m\u00f4\u017eu by\u0165 odhalen\u00e9 zbyto\u010dne realizovan\u00e9 \u010dinnosti, neefekt\u00edvne \u010dinnosti, ch\u00fdbaj\u00face \u010dinnosti, nedostato\u010dn\u00e1 sp\u00f4sobilos\u0165 a pod.<\/li>\n<\/ul>\n<h3>Nov\u00e9 definovanie procesov<\/h3>\n<ul>\n<li>zmyslom je koncepcia procesn\u00e9ho riadenia implementova\u0165 do podmienok pr\u00edslu\u0161nej firmy<\/li>\n<li>mali by by\u0165 ur\u010den\u00e9 prioritn\u00e9 a rizikov\u00e9 procesy<\/li>\n<li>dva smery postupov:\n<ul>\n<li>redisign procesov. z\u00e1sadn\u00e1 zmena p\u00f4vodnej podoby a nov\u00e9 koncipovanie organiza\u010dnej \u0161trukt\u00fary, procesy s\u00fa z\u00e1kladn\u00fdm \u010dl\u00e1nkom organiz\u00e1cie<\/li>\n<li>nasmerovanie procesov. smer usiluj\u00faci sa o aplik\u00e1ciu procesn\u00e9ho myslenia, v\u00fdchodiskom je odstr\u00e1nenie zbyto\u010dn\u00fdch \u010dinnost\u00ed<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3>Stabilita procesov<\/h3>\n<ul>\n<li>ka\u017ed\u00fd proces podlieha premenlivosti<\/li>\n<li>ne\u017eiaduce vplyvy p\u00f4sobiace na prementlivos\u0165:\n<ul>\n<li>vplyvy systematick\u00e9: opakovane sa objavuj\u00face<\/li>\n<li>vplyvy n\u00e1hodn\u00e9: objavuj\u00face sa nepravidelne<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3>Zlep\u0161ovanie procesov<\/h3>\n<ul>\n<li>trval\u00e1 \u010dinnos\u0165 zameran\u00e1 na hospod\u00e1rne vykon\u00e1vanie procesov, kvalitu v\u00fdstupov, skracovanie term\u00ednov pre realiz\u00e1ciu procesov<\/li>\n<\/ul>\n<h3>Ch\u00e1panie pridanej hodnoty z poh\u013eadu managementu procesov<\/h3>\n<ul>\n<li>Vych\u00e1dza z piority orient\u00e1cie na z\u00e1kazn\u00edka so znalos\u0165ou jeho potrieb a ich premietnutie do v\u0161etk\u00fdch procesov, ktor\u00e9 sa na tvorbe podie\u013eaj\u00fa<\/li>\n<li>Procesn\u00fd poh\u013ead vedie k z\u00e1verom: vyhodnotenie spotreby v\u00fdrobn\u00fdch \u010dinite\u013eov by sa malo realizova\u0165 s oh\u013eadom na u\u017eito\u010dnos\u0165 v\u00fdrobku pre z\u00e1kazn\u00edka<\/li>\n<li>Z\u00e1mer zn\u00ed\u017ei\u0165 cenu v\u00fdstupov by mal by\u0165 sprev\u00e1dzan\u00fd zmenou procesov<\/li>\n<\/ul>\n<h2>Smery zvy\u0161ovania produktivity<\/h2>\n<ul>\n<li>\u201ezo\u0161t\u00edh\u013eovanie\u201c a usporiadanie procesov s cie\u013eom dosiahnu\u0165 vysok\u00fa pridan\u00fa hodnotu pre z\u00e1kazn\u00edka<\/li>\n<li>Orient\u00e1cia na tri z\u00e1kladn\u00e9 atrib\u00faty fungovania C-Q-T: n\u00e1klady, kvalita a \u010das vedie k v\u00fdrazn\u00fdm v\u00fdsledkom na stane produktivity<\/li>\n<li>Met\u00f3da zvy\u0161ovania produktivity: lean management, kaizen, kaiban, just in time, TPM, 5S, hodnotov\u00e1 anal\u00fdza, kvantitat\u00edvne met\u00f3dy, redukcia n\u00e1kladov, zvy\u0161ovanie kvality, redukcia \u010dasu, komplexn\u00e1 produkt\u00edvna \u00fadr\u017eba, vizualiz\u00e1cia<\/li>\n<\/ul>\n<h3>Lean management<\/h3>\n<ul>\n<li>Predpoklad\u00e1 produktova\u0165 len vtedy, ke\u010f treba \u2013 \u201ejust in time\u201c<\/li>\n<li>Ch\u00e1pa\u0165 firmu ako bezbari\u00e9rov\u00fd tok hodn\u00f4t od dod\u00e1vate\u013ea a\u017e k spotrebite\u013eovi<\/li>\n<li>Priekopn\u00edkom je firma Toyota<\/li>\n<li>Charakteristiky \u0161t\u00edhlej v\u00fdroby: orient\u00e1cia na z\u00e1kazn\u00edka, v\u00fdrazn\u00e9 zr\u00fdchlenie dod\u00e1vate\u013esk\u00fdch, v\u00fdrobn\u00fdch a distribu\u010dn\u00fdch cyklov, najvy\u0161\u0161ie zhodnotene zdrojov<\/li>\n<\/ul>\n<h3>Redukcia n\u00e1kladov \u2013 cesta k vy\u0161\u0161ej produktivite<\/h3>\n<ul>\n<li>Ne\u017eiaduce s\u00fa straty, n\u00e1klady neprin\u00e1\u0161aj\u00face \u017eiadnu hodnotu<\/li>\n<li>Pr\u00edklady redukcie n\u00e1kladov:\n<ul>\n<li>vy\u010dle\u0148ovanie \u010dinnost\u00ed alebo procesov (outcourcing): organiz\u00e1cia ur\u010d\u00ed procesy, ktor\u00fdch zabezpe\u010dovanie vlastn\u00fdmi silami je neefekt\u00edvne (napr. autodoprava, \u00e4dr\u017eby a opravy, ochrana objektov)<\/li>\n<li>obmedzovanie po\u010dtu dod\u00e1vate\u013eov<\/li>\n<\/ul>\n<\/li>\n<li>\u0160tandardiz\u00e1cia: v\u00fdstupy v podobe \u0161tandardov, noriem predstavuj\u00fa \u201euzdu\u201c na ktorej s\u00fa dr\u017ean\u00e9 prev\u00e1dzkov\u00e9 n\u00e1klady<\/li>\n<li>Pr\u00edklady neefekt\u00edvneho chovania podnikov: nadprodukcia, z\u00e1soby, \u010dakanie, zbyto\u010dn\u00e1 manipul\u00e1cia, plytvanie, nevyu\u017e\u00edvanie schopnost\u00ed pracovn\u00edkov<\/li>\n<li>Re\u017eijn\u00e9 n\u00e1klady \u2013 potenci\u00e1lny zdroj \u00faspor<\/li>\n<\/ul>\n<h3>Zvy\u0161ovanie kvality \u2013 cesta k vy\u0161\u0161ej produktivite<\/h3>\n<ul>\n<li>Bezchybnos\u0165: vada predstavuje negat\u00edvny rys produktu<\/li>\n<li>U\u017eito\u010dn\u00e9 vlastnosti: potrebn\u00e9 je zlep\u0161ova\u0165 vlastnosti, o ktor\u00e9 m\u00e1 z\u00e1kazn\u00edk z\u00e1ujem<\/li>\n<\/ul>\n<ul>\n<li>Stabilita kvalita \u2013 kontrolou<\/li>\n<li>Vplyv kvalitat\u00edvnych v\u00fdstupov na prosperitu organiz\u00e1cie: nedodr\u017eanie technick\u00fdch po\u017eiadaviek\n<ul>\n<li>n\u00e1sledok vysok\u00e9 ekonomick\u00e9 sankcie ak\u00e9ko\u013evek nedostatky v kvalite \u2013 predstavuj\u00fa stratu, neprin\u00e1\u0161aj\u00fa pridan\u00fa hodnotu<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3>Redukcia \u010dasu \u2013 cesta k vy\u0161\u0161ej produktivite<\/h3>\n<ul>\n<li>Riadenie \u010dasu: transform\u00e1cia organiz\u00e1cie do podoby, kde rada \u010dinnost\u00ed prebieha s\u00fabe\u017ene, kde je vyv\u00edjan\u00e9 systematick\u00e9 \u00fasilie o skracovanie \u010dasu<\/li>\n<li>\u00daspory \u010dasu pri v\u00fdvoji: simult\u00e1nne in\u017einierstvo \u2013 paraleln\u00e9 prepojenie a koordin\u00e1cia \u010dinnost\u00ed potrebn\u00fdch k realiz\u00e1cii nov\u00e9ho v\u00fdrobku, zamedzenie n\u00e1vratov na za\u010diatok rie\u0161enia<\/li>\n<\/ul>\n<h3>Hodnotov\u00e1 anal\u00fdza<\/h3>\n<ul>\n<li>S\u00fabor met\u00f3d, ktor\u00fdch zmyslom je h\u013eadanie a navrhovanie zlep\u0161en\u00e9ho rie\u0161enia s cie\u013eom zv\u00fd\u0161i\u0165 efekt\u00edvnos\u0165<\/li>\n<li>Met\u00f3da zv\u00fd\u0161enia hodnoty pre z\u00e1kazn\u00edka<\/li>\n<li>Aplika\u010dn\u00e1 discipl\u00edna zdokona\u013euj\u00faca existuj\u00faci objekt<\/li>\n<li>Funk\u010dn\u00fd n\u00e1kladov\u00fd pr\u00edstup \u2013 hlavn\u00fd princ\u00edp<\/li>\n<li>Veda o riaden\u00ed rozvojov\u00fdch procesov firmy funk\u010dne n\u00e1kladov\u00fdm pr\u00edstupom<\/li>\n<\/ul>\n<h3>Metodick\u00fd postup pri hodnotovej anal\u00fdze<\/h3>\n<ol>\n<li><strong> etapa: <\/strong>V\u00fdber objektu \u2013 ur\u010denie sf\u00e9ry aplik\u00e1cie, vo\u013eba strat\u00e9gie, stanovenie modelov, v\u00fdber konkr\u00e9tnoho objektu, stanovenie cie\u013eov, vytvorenie rie\u0161ite\u013esk\u00e9ho t\u00edmu, vypracovanie harmonogramu pr\u00e1ce<\/li>\n<li><strong>etapa: <\/strong>Zber inform\u00e1cie \u2013 zber analytick\u00fdch a n\u00e1metov\u00fdch inform\u00e1ci\u00ed, verifik\u00e1cia inform\u00e1ci\u00ed, spraocvanie inform\u00e1ci\u00ed<\/li>\n<li><strong> etapa: <\/strong>Funk\u010dn\u00e1 anal\u00fdza \u2013 anl\u00fdza funkci\u00ed, \u0161pecifik\u00e1cia funkci\u00ed, usporiadanie funkci\u00ed, vyhodnotenie funkci\u00ed<\/li>\n<li><strong> etapa:<\/strong> Tvorba n\u00e1metov \u2013 formul\u00e1cia zadan\u00ed, t\u00edmov\u00e9 tvorenie n\u00e1vrhov, p\u00fas\u00fadenie n\u00e1vrhov, v\u00fdber n\u00e1vrhov<\/li>\n<li><strong> etapa:<\/strong> Spracovanie a hodnotenie n\u00e1vrhov \u2013 spracovanie n\u00e1vrhov, pos\u00fadenie realizovan\u00fdch n\u00e1vrhov, spresnenie n\u00e1vrhov, hodnotenie n\u00e1vrhov<\/li>\n<li><strong> etapa: <\/strong>Projekt optim\u00e1lnej varianty \u2013 ur\u010denie optim\u00e1lnej varianty, spresnenie opim\u00e1lnej varianty, vyhodnotenie opim\u00e1lnej varianty, spracovanie projektovej dokument\u00e1cie<\/li>\n<li><strong> etapa: <\/strong>Prejedn\u00e1vanie a schv\u00e1lenie projektov \u2013 intern\u00e9 prejedn\u00e1vanie, extern\u00e9 prejedn\u00e1vanie, pr\u00edprava podkladov, schv\u00e1lenie projektov<\/li>\n<\/ol>\n<h3>Kvantitat\u00edvne met\u00f3dy<\/h3>\n<ul>\n<li>\u0160pecifick\u00e9 miesto \u2013 <strong>met\u00f3dy opera\u010dn\u00e9ho v\u00fdskumu <\/strong>\u2013 pou\u017eitie modelovej tchniky pri anal\u00fdze a rie\u0161en\u00ed ekonomicku\u00fdch probl\u00e9mov<\/li>\n<li>Matematick\u00e9 programovanie<\/li>\n<li>Line\u00e1rne programovanie<\/li>\n<li>Opitimaliz\u00e1cia v\u00fdrobn\u00e9ho porgramu<\/li>\n<li>Dopravn\u00fd porbl\u00e9m<\/li>\n<li>\u0160trukt\u00farna anal\u00fdza<\/li>\n<li>Te\u00f3ria hier<\/li>\n<\/ul>\n<h3>Koncepcia pr\u00e1ve v \u010das \u2013 just-in-time (JIT)<\/h3>\n<ul>\n<li>Princ\u00edpy: pl\u00e1novanie a v\u00fdroba na objedn\u00e1vku, v\u00fdroba v mal\u00fdch s\u00e9ri\u00e1ch, elimin\u00e1cia str\u00e1t, tok vo v\u00fdrobe, kvalita vo v\u00fdrobe, motiv\u00e1cia pracovn\u00edkov, elimin\u00e1cia n\u00e1hod<\/li>\n<li>Snaha o plynulos\u0165 toku materi\u00e1lov, v\u00fdrobkov, inform\u00e1cii, elimin\u00e1ciu str\u00e1t, zdr\u017ean\u00ed a skracovanie \u010dasu<\/li>\n<li>Pr\u00ednosy: pokles objemu z\u00e1sob, lep\u0161ie vyu\u017eitie kapac\u00edt, zn\u00ed\u017eenie n\u00e1kladov, n\u00e1rokov na skladovanie<\/li>\n<\/ul>\n<h3>Kanban<\/h3>\n<ul>\n<li>N\u00e1stroj na podporu JIT vo v\u00fdrobnom prostred\u00ed<\/li>\n<li>Technika oznamovac\u00edch kariet<\/li>\n<li>N\u00e1stroj pl\u00e1novania a koordinovania jednotliv\u00fdch \u010dinnost\u00ed a procesov v\u00fdroby<\/li>\n<li>Zad\u00e1vanie v\u00fdroby \u2013 prostredn\u00edctvom karti\u010diek<\/li>\n<li>Karta \u2013 nosi\u010d inform\u00e1ci\u00ed (nosi\u010de inform\u00e1ci\u00ed \u2013 \u010diarov\u00e9 k\u00f3dy)<\/li>\n<li>Pracovisko, ktor\u00e9 obdr\u017e\u00ed kartu mus\u00ed vyr\u00e1ba\u0165 presne to\u013eko a v takom term\u00edne, ako je uveden\u00e9<\/li>\n<\/ul>\n<h3>Trval\u00e9 zlep\u0161ovanie \u2013 kaizen<\/h3>\n<ul>\n<li>Syst\u00e9m zlep\u0161ovania zalo\u017een\u00fd na trvalom postupnom zlep\u0161ovan\u00ed (kai-zmena, zen-dobro)<\/li>\n<li>Cie\u013e zlep\u0161ovania \u2013 zvy\u0161ovanie kvality, zdokona\u013eovanie technologick\u00fdch postupov, zni\u017eovanie v\u00fdrobn\u00fdch n\u00e1kladov a pod.<\/li>\n<li>Nepredpoklad\u00e1 v\u00fdrazn\u00e9 invest\u00edcie, ale zapojenie \u0161irok\u00e9ho spektra pracvn\u00edkov<\/li>\n<li>Vy\u017eaduje schopn\u00fd mana\u017ement<\/li>\n<li>N\u00e1vrhy pracovn\u00edkov by mali probl\u00e9m\u00f3v\u00fa situ\u00e1ciu zlep\u0161i\u0165<\/li>\n<li>Rozhodnutie o realiz\u00e1cii n\u00e1vrhov \u2013 koncenzusom<\/li>\n<\/ul>\n<h3>Kr\u00fa\u017eky kvality<\/h3>\n<ul>\n<li>Mal\u00e9 skupiny 5 -11 zamestnancov zaoberaj\u00face sa zlep\u0161ovan\u00edm<\/li>\n<li>Princ\u00edpy: dobrovo\u013enos\u0165 \u00fa\u010dasti na \u010dinnosti kr\u00fa\u017eku, sebazdokona\u013eovanie, kontinuita, vytv\u00e1ranie vhodnej atosf\u00e9ry<\/li>\n<li>Cesta ako zapoji\u0165 \u0161irok\u00e9 spektrum pracovn\u00edkov do diania organiz\u00e1cie trvale<\/li>\n<\/ul>\n<h3>Usporiadanie pracov\u00edsk \u2013 5S<\/h3>\n<ul>\n<li>Organiz\u00e1cia (usporiadanie) pracoviska<\/li>\n<li>Poriadok na pracovisku<\/li>\n<li>\u0160tandardiz\u00e1cia \u2013 osvetlenie, vzduch, teplota<\/li>\n<li>\u010cistota<\/li>\n<li>Discipl\u00edna, vn\u00fatropodnikov\u00e1 kampa\u0148 zdvorilosti<\/li>\n<\/ul>\n<h3>Komplexn\u00e1 produkt\u00edvna \u00fadr\u017eba \u2013 total prodjuctive maintenance (TPM)<\/h3>\n<ul>\n<li>Princ\u00edp s\u00fastavn\u00e9ho zlep\u0161ovania efekt\u00edvnosti v\u00fdrobn\u00e9ho zariadenia prostredn\u00edctvom akt\u00edvneho zapojenia v\u0161etk\u00fdch pracovn\u00edkov<\/li>\n<li>Snahou je zni\u017eova\u0165 n\u00e1klady na \u00fadr\u017ebu<\/li>\n<li>Podminkou je zabezpe\u010denie plynulosti v\u00fdroby<\/li>\n<li>Etapy: zabezpe\u010denie prev\u00e1dzkov\u00e9ho zariadenia, prev\u00e1dzka, zlep\u0161ovanie prev\u00e1dzky zariadenia<\/li>\n<\/ul>\n<h3>Vizualiz\u00e1cia<\/h3>\n<ul>\n<li>D\u00f4raz na zrakov\u00e9 vn\u00edmanie najlep\u0161ie zapam\u00e4tate\u013en\u00e9, prezent\u00e1cie<\/li>\n<li>Prezent\u00e1cie s\u00fa lep\u0161ie zapam\u00e4tate\u013en\u00e9, ak je spojen\u00e9 hovoren\u00e9 slovo preh\u013eadn\u00fdmi sch\u00e9mami, obr\u00e1zkami, grafmi<\/li>\n<li>Pou\u017eitie symbolov, zan\u010diek, zn\u00e1zornenia, farebn\u00e9ho rozl\u00ed\u0161enia zlep\u0161uje preh\u013eadnos\u0165, u\u013eah\u010duje orient\u00e1ciu z\u013eah\u010duje pr\u00e1cu<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Z\u00e1kladn\u00e9 pojmy v oblasti re\u0161trukturaliz\u00e1cie a revitaliz\u00e1cie Re\u0161trukturaliz\u00e1cia: zmena z\u00e1kladnej \u0161trukt\u00fary, zmeny v\u00fdrobnej n\u00e1plne, zdrojov organiz\u00e1cie, ich previazanosti a vyu\u017eitia Revitaliz\u00e1cia: aktivity smeruj\u00face k obnoveniu &hellip; <\/p>\n","protected":false},"author":14,"featured_media":25016,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[62,553],"tags":[],"class_list":["post-8273","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manazment","category-vzdelavam-sa"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Procesn\u00e9 riadenie, re\u0161trukturaliz\u00e1cia a revitaliz\u00e1cia<\/title>\n<meta name=\"description\" content=\"Met\u00f3dy procesn\u00e9ho riadenia a zvy\u0161ovania kvality: Met\u00f3da Kanban, Kaizen, Just-in-time, ABC, kr\u00fa\u017eky kvality, hodnotov\u00e1 anal\u00fdza, vizualiz\u00e1cia a \u010fal\u0161ie\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link 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