{"id":8323,"date":"2022-12-06T05:11:45","date_gmt":"2022-12-06T04:11:45","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=8323"},"modified":"2024-05-13T14:58:25","modified_gmt":"2024-05-13T12:58:25","slug":"japonsky-manazment-a-jeho-aplikacia-v-praxi","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/japonsky-manazment-a-jeho-aplikacia-v-praxi\/","title":{"rendered":"Japonsk\u00fd mana\u017ement a jeho aplik\u00e1cia v praxi"},"content":{"rendered":"<p>Japonsk\u00e1 ekonomika sa za\u010dala rozv\u00edja\u0165 v 70. a 80. rokoch minul\u00e9ho storo\u010dia. Dnes je Japonsko so svojimi v\u00fdrobkami, spo\u013eahlivos\u0165ou a technick\u00fdm rozvojom konkurentom najv\u00fdznamnej\u0161\u00edm ekonomik\u00e1m. Preto sa m\u00f4\u017eeme aj my u\u010di\u0165 od Japonska a sledova\u0165 ich sp\u00f4sob myslenia, ich mana\u017ement. V <a href=\"https:\/\/www.euroekonom.sk\/styly-vedenia-v-manazmente\/\">japonskom mana\u017emente<\/a> m\u00f4\u017eeme n\u00e1js\u0165 znaky japonskej kult\u00fary, hodn\u00f4t, n\u00e1bo\u017eenstva, umenia. Odr\u00e1\u017ea sa tu aj mentalita Japoncov, ich vn\u00edmanie vz\u0165ahov.<\/p>\n<h2>Korene japonsk\u00e9ho mana\u017ementu<\/h2>\n<p>\u201eJaponsk\u00fd mana\u017ement je zameran\u00fd na \u010dloveka ako d\u00f4le\u017eit\u00fd prvok ka\u017edej organiz\u00e1cie.\u201c Japonsk\u00fd mana\u017ement vych\u00e1dza z dvoch kore\u0148ov:<\/p>\n<ol>\n<li><strong>japonsk\u00fd &#8211; japonsk\u00e1 skupinov\u00e1 etika<\/strong>\n<ul>\n<li>konfucionizmus \u2013 skupinov\u00e1 harm\u00f3nia, skupinov\u00e9 ciele sa presadzuj\u00fa pred individu\u00e1lnymi.<\/li>\n<li>budhizmus \u2013 prekonanie seba sam\u00e9ho<\/li>\n<li>\u0161intoizmus \u2013 spolupatri\u010dnos\u0165 so svoj\u00edm n\u00e1rodom<\/li>\n<\/ul>\n<\/li>\n<li><strong>euroamerick\u00fd<\/strong>\n<ul>\n<li>pred 1. svetovou vojnou \u010derpali ve\u013ea z Taylorizmu, Fordizmu a Toyotizmu.<\/li>\n<li>po 2. svetovej vojne si Japonci najali 3 zn\u00e1mych mana\u017e\u00e9rov, ktor\u00ed ich mali u\u010di\u0165:\n<ul>\n<li>DEMING \u2013 ot\u00e1zky riadenia kvality v\u00fdroby a v\u00fdrobku,<\/li>\n<li>JURAN \u2013 syst\u00e9m z\u00e1sobovania Just In Time, men\u0161ie n\u00e1klady na skladovanie,<\/li>\n<li>DRUCKER \u2013 marketingov\u00e1 koncepcia riadenia firmy.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<h2>Z\u00e1kladn\u00e9 princ\u00edpy japonsk\u00e9ho mana\u017ementu<\/h2>\n<ul>\n<li>\u010clovek je hlavn\u00fdm zdrojom rastu kvality a produktivity.<\/li>\n<li>Ka\u017ed\u00fd \u010dlovek, ktor\u00fd dok\u00e1\u017ee plni\u0165 svoje povinnosti, m\u00e1 predpoklady svoju pr\u00e1cu zlep\u0161ova\u0165.<\/li>\n<li>\u010clovek m\u00e1 vn\u00fatorn\u00fd sklon svoju pr\u00e1cu zdokona\u013eova\u0165 a mana\u017e\u00e9ri maj\u00fa vytv\u00e1ra\u0165 podmienky na vyu\u017eitie t\u00fdchto mo\u017enost\u00ed a schopnost\u00ed.<\/li>\n<li>Pracovn\u00edk je v\u017edy s\u00fa\u010das\u0165ou kolekt\u00edvu a preto mana\u017e\u00e9ri by mali podporova\u0165 tendencie spolupracova\u0165 s ostatn\u00fdmi a vytv\u00e1ra\u0165 \u201e<em>podnikov\u00fa rodinu<\/em>\u201c.<\/li>\n<li>Vedenie m\u00e1 vytv\u00e1ra\u0165 podmienky, aby pracovn\u00edci ch\u00e1pali z\u00e1ujmy podniku ako nadraden\u00e9 ich osobn\u00fdm z\u00e1ujmom.<\/li>\n<li>Bottom-up mana\u017ement.<\/li>\n<\/ul>\n<p>Ako vid\u00edme hlavn\u00fdm prvkom japonsk\u00e9ho mana\u017ementu je teda \u010dlovek. Japonsk\u00fd mana\u017ement v\u0161ak obsahuje aj znaky prevzat\u00e9 zo z\u00e1padn\u00fdch kraj\u00edn.<\/p>\n<h3>Celo\u017eivotn\u00fd pracovn\u00fd pomer<\/h3>\n<p>Dne\u0161n\u00fd japonsk\u00fd mana\u017ement sa vyzna\u010duje t\u00fdm, \u017ee sa uprednost\u0148uje celo\u017eivotn\u00fd pracovn\u00fd pomer, zamestnanci dost\u00e1vaj\u00fa vy\u0161\u0161ie mzdy a odmeny pod\u013ea toho ako dlho pracuj\u00fa vo firme, takisto pod\u013ea toho postupuj\u00fa aj v kari\u00e9rnom rebr\u00ed\u010dku. Pracovn\u00edci pracuj\u00fa vo firme cel\u00fd \u017eivot a t\u00fdm sa zni\u017euje fluktu\u00e1cia a dosahuje stabiln\u00e1 pracovn\u00e1 sila. Pre zamestnancov to zase znamen\u00e1 soci\u00e1lnu istotu. Vo firm\u00e1ch funguje princ\u00edp, \u017ee odme\u0148ovanie z\u00e1vis\u00ed od veku. Tak\u017ee \u010d\u00edm je pracovn\u00edk star\u0161\u00ed, t\u00fdm vy\u0161\u0161\u00ed plat z\u00edskava, to s\u00favis\u00ed aj s postupom v pr\u00e1ci.<br \/>\nV\u00fd\u0161ka platu je z\u00e1visl\u00e1 od veku a vzdelania. Pokia\u013e zamestnanec nem\u00e1 \u0161pi\u010dkov\u00e9 vzdelanie, nem\u00f4\u017ee dosta\u0165 poz\u00edciu mana\u017e\u00e9ra. Japonsk\u00fd robotn\u00edk je v priemere 6 kr\u00e1t vzdelanej\u0161\u00ed ako americk\u00fd. Presadzuje sa pomal\u00fd postup v zamestnan\u00ed.<\/p>\n<h3>Ringi syst\u00e9m<\/h3>\n<p>Znamen\u00e1, \u017ee ka\u017ed\u00fd zamestnanec m\u00e1 pr\u00e1vo a z\u00e1rove\u0148 aj povinnos\u0165 predklada\u0165 zlep\u0161ovacie n\u00e1vrhy a t\u00fdm sa uprednost\u0148uje t\u00edmov\u00e1 pr\u00e1ca. Dokonca maj\u00fa Japonci na predkladanie t\u00fdchto n\u00e1vrhov vo firm\u00e1ch formul\u00e1r tzv. Ringisho. Tento formul\u00e1r putuje od najni\u017e\u0161ieho pracovn\u00edka, ktor\u00fd pod\u00e1 n\u00e1vrh cez v\u0161etky oddelenia a\u017e po <a href=\"https:\/\/www.euroekonom.sk\/manazment\/\">vrcholov\u00fd mana\u017ement<\/a>. To, \u017ee sa neust\u00e1le predkladaj\u00fa zlep\u0161ovacie n\u00e1vrhy vedie k tomu, \u017ee sa v kone\u010dnom d\u00f4sledku zvy\u0161uje konkurencieschopnos\u0165, zvy\u0161uje kvalita, produktivita pr\u00e1ce, efekt\u00edvnos\u0165.<\/p>\n<h3>Kaizen<\/h3>\n<p>Toto slovo je zlo\u017een\u00e9 zo slov KAI \u2013 zmena a ZEN \u2013 dobr\u00fd, lep\u0161\u00ed. Ide o zlep\u0161ovanie v osobnom, soci\u00e1lnom ale aj pracovnom \u017eivote. Tento princ\u00edp takisto zah\u0155\u0148a v\u0161etk\u00fdch pracovn\u00edkov. Teda najd\u00f4le\u017eitej\u0161ie pre firmu je neust\u00e1le sa zlep\u0161ova\u0165. Viac sa o syst\u00e9me Kaizen a jeho aplik\u00e1cii do\u010d\u00edtate v \u010dl\u00e1nku <a title=\"Praktick\u00e1 aplik\u00e1cia Kaizen v konkr\u00e9tnom podniku\" href=\"https:\/\/www.euroekonom.sk\/prakticka-aplikacia-kaizen-v-konkretnom-podniku\/\">Praktick\u00e1 aplik\u00e1cia Kaizen v konkr\u00e9tnom podniku<\/a>.<\/p>\n<h3>JIT \u2013 Just in Time<\/h3>\n<p>Ide vlastne o met\u00f3du riadenia v\u00fdroby, kde sa pracuje bez z\u00e1sob. Materi\u00e1l a \u010fal\u0161ie komponenty pre v\u00fdrobu sa zabezpe\u010duj\u00fa pr\u00e1ve vtedy, ke\u010f s\u00fa potrebn\u00e9 a v takom mno\u017estve v akom s\u00fa potrebn\u00e9. Z\u00e1soby s\u00fa minim\u00e1lne a t\u00fdm sa zni\u017euj\u00fa n\u00e1klady. Viac sa o syst\u00e9me Just in Time do\u010d\u00edtate v \u010dl\u00e1nku <a href=\"https:\/\/www.euroekonom.sk\/filozofia-just-in-time-jit\/\">Filozofia Just-In-Time JIT<\/a>.<\/p>\n<h3>Za chyby podriaden\u00e9ho je postihovan\u00fd nadriaden\u00fd<\/h3>\n<p>Ten, kto urob\u00ed chybu nie je vyhoden\u00fd z pr\u00e1ce, ale ostatn\u00ed sa mu sna\u017eia pom\u00e1ha\u0165, aby chyby nerobil.<\/p>\n<h3>TPM (Total Productive Maintenance)<\/h3>\n<p>Absol\u00fatna \u00fadr\u017eba v\u00fdrobn\u00fdch prostriedkov. Ide o prekonanie tradi\u010dn\u00e9ho delenia \u013eud\u00ed na \u201epracovn\u00edkov, ktor\u00ed pracuj\u00fa na danom stroji\u201c a \u201epracovn\u00edkov, ktor\u00ed ho opravuj\u00fa\u201c. Vych\u00e1dza sa z toho, \u017ee pr\u00e1ve pracovn\u00edk, ktor\u00fd obsluhuje stroj, si najsk\u00f4r v\u0161imne abnormality v jeho pr\u00e1ci a pr\u00edpadn\u00e9 zdroje bud\u00facich por\u00fach.<\/p>\n<h3>Kanban<\/h3>\n<p>Tento pojem ozna\u010duje syst\u00e9m operat\u00edvneho riadenia v\u00fdroby, ktor\u00fd je zalo\u017een\u00fd na pou\u017e\u00edvan\u00ed objedn\u00e1vkov\u00fdch l\u00edstkov vo v\u00fdrobe typu JIT: ka\u017ed\u00e1 s\u00fa\u010diastka pou\u017e\u00edvan\u00e1 vo v\u00fdrobe m\u00e1 vlastn\u00fd nosi\u010d &#8211; paletu, ktor\u00e1 m\u00e1 funkciu z\u00e1sobn\u00edka presn\u00e9ho mno\u017estvo dan\u00fdch s\u00fa\u010diastok, pri\u010dom ka\u017ed\u00e1 paleta je ozna\u010den\u00e1 identifika\u010dn\u00fdm l\u00edstkom s r\u00f4znymi \u00fadajmi, \u010do sl\u00fa\u017ei na r\u00fdchle a presn\u00e9 zistenie kapac\u00edt a rozpracovanosti v priebehu v\u00fdroby.<\/p>\n<h3>Andon<\/h3>\n<p>Technick\u00e1 interpret\u00e1cia tohto japonsk\u00e9ho v\u00fdrazu je sign\u00e1l v neregul\u00e1rnom postupe (napr. audio \u2013 vizu\u00e1lny &#8211; \u010derven\u00e1 farba: abnormalita, rie\u0161i\u0165 probl\u00e9m), ktor\u00fd ozna\u010duje v\u00fdzvu na \u010dinnos\u0165 obsluhy, ke\u010f by mohlo d\u00f4js\u0165 k naru\u0161eniu kontinuity pr\u00e1ce, ako je porucha stroja, potreba nastavi\u0165 stroj, neregul\u00e1rna \u010dinnos\u0165, potreba doplni\u0165 materi\u00e1l.<\/p>\n<h3>Poka-yoke<\/h3>\n<p>Syst\u00e9m prevent\u00edvneho zis\u0165ovania nedostatkov vych\u00e1dza z nasledovn\u00fdch z\u00e1sad:<\/p>\n<ul>\n<li>Ke\u010f sa objav\u00ed odch\u00fdlka vo v\u00fdrobnom procese, treba h\u013eada\u0165 jej pr\u00ed\u010dinu.<\/li>\n<li>Ke\u010f nie je v\u00fdrobok v tolerancii, nezap\u00edna\u0165 stroj.<\/li>\n<li>Ke\u010f sa vyskytla odch\u00fdlka, treba zabezpe\u010di\u0165, aby sa nezap\u00ednali aj ostatn\u00e9 stroje.<\/li>\n<li>Treba odstr\u00e1ni\u0165 odch\u00fdlku a zabezpe\u010di\u0165, aby proces pokra\u010doval bez ch\u00fdb.<\/li>\n<li>Pri zisten\u00ed chybn\u00e9ho v\u00fdrobku z predch\u00e1dzaj\u00faceho pracoviska, nepost\u00fapi\u0165 ho \u010falej.<\/li>\n<li>Ke\u010f na predch\u00e1dzaj\u00facom pracovisku nebola vykonan\u00e1 ur\u010dit\u00e1 oper\u00e1cia, zastavi\u0165 proces na nadv\u00e4znom pracovisku.<\/li>\n<\/ul>\n<h2>Charakteristick\u00e9 prvky japonsk\u00e9ho mana\u017ementu<\/h2>\n<p><strong>Japonsk\u00fd mana\u017ement sa vyzna\u010duje nasleduj\u00facimi charakteristick\u00fdmi prvkami:<\/strong><\/p>\n<ol>\n<li>kolektivizmus<\/li>\n<li>celo\u017eivotn\u00e9 zamestnanie<\/li>\n<li>postup z\u00e1visl\u00fd od veku<\/li>\n<li>celostn\u00fd z\u00e1ujem o zamestnanca ako o \u010dloveka<\/li>\n<li>ringi syst\u00e9m<\/li>\n<li>mzdov\u00fd syst\u00e9m z\u00e1vis\u00ed od veku<\/li>\n<li>tendencie k centraliz\u00e1cii<\/li>\n<li>kolekt\u00edvne rozhodovanie<\/li>\n<li>ve\u013ea mal\u00fdch zmien<\/li>\n<\/ol>\n<p>Japonsk\u00fd syst\u00e9m riadenia sa vyzna\u010duje s\u00fastavn\u00fdm zjednocovan\u00edm \u00fasilia v\u0161etk\u00fdch pracovn\u00edkov v podniku, ktor\u00ed maj\u00fa \u0161irok\u00fa \u00fa\u010das\u0165 na spolurozhodovan\u00ed, ktor\u00e9 sa realizuje formou cirkul\u00e1cie n\u00e1vrhu rozhodnutia vo v\u0161etk\u00fdch oddeleniach, ktor\u00e9 maj\u00fa vz\u0165ah k danej ot\u00e1zke, a\u017e po dosiahnutia konsenzu. T\u00e1to prax je s\u00edce trochu zd\u013ahav\u00e1 a zlo\u017eit\u00e1, ale zjednodu\u0161uje koordin\u00e1ciu n\u00e1slednej realiz\u00e1cie opatren\u00ed. Z\u00e1rove\u0148 tento syst\u00e9m umo\u017e\u0148uje vyu\u017ei\u0165 schopnosti cel\u00e9ho kolekt\u00edvu, stimuluje skupinov\u00fa spolupr\u00e1cu a poskytuje mo\u017enos\u0165 sebarealiz\u00e1cie v\u0161etk\u00fdm tvoriv\u00fdm pracovn\u00edkom. Ide o typ riadenia zdola nahor (<em>Bottom Up Management<\/em>), ktor\u00e9 na rozdiel od americk\u00e9ho riadenia zhora nadol (<em>Top Down Managemet<\/em>) za\u010d\u00edna zbieran\u00edm n\u00e1padov a kon\u010d\u00ed konsenzom.<\/p>\n<h2>Aplik\u00e1cia japonsk\u00e9ho mana\u017ementu v praxi &#8211; Toyota<\/h2>\n<h3>Kolektivizmus<\/h3>\n<p>L\u00eddri spolo\u010dnosti Toyota musia najsk\u00f4r rozv\u00edja\u0165 sami seba, n\u00e1sledne musia v\u0161etci l\u00eddri rozv\u00edja\u0165 ostatn\u00fdch. Takto vznik\u00e1 neskuto\u010dne siln\u00e1 re\u0165az l\u00eddrov zhora a\u017e dole, a tak spolo\u010dne dosahuj\u00fa ciele spolo\u010dnosti.<\/p>\n<h3>Celo\u017eivotn\u00e9 zamestnanie<\/h3>\n<p>Toyota neprep\u00fa\u0161\u0165a \u013eud\u00ed. Kult\u00fara firmy Toyota, ako aj l\u00eddri v jej veden\u00ed, sa ve\u013emi kriticky stavaj\u00fa k prep\u00fa\u0161\u0165aniu \u013eud\u00ed. Tento sp\u00f4sob rie\u0161enia kr\u00edzy pova\u017euj\u00fa za t\u00fa najjednoduch\u0161iu, ale najmenej spr\u00e1vnu cestu ako sa vysporiada\u0165 s ekonomick\u00fdmi probl\u00e9mami.<\/p>\n<h3>Postup z\u00e1visl\u00fd od veku<\/h3>\n<p>M\u00f4\u017eeme si v\u0161imn\u00fa\u0165, \u017ee na najvy\u0161\u0161\u00edch miestach s\u00fa najstar\u0161\u00ed zamestnanci.<\/p>\n<h3>Celostn\u00fd z\u00e1ujem o zamestnanca ako o \u010dloveka<\/h3>\n<p>Filozofia Toyota je postaven\u00e1 na dvoch podstatn\u00fdch pilieroch jedn\u00fdm z nich je pr\u00e1ve re\u0161pekt k \u013eu\u010fom.<\/p>\n<h3>Ringi syst\u00e9m<\/h3>\n<p>Ka\u017ed\u00fd zamestnanec m\u00e1 pr\u00e1vo a z\u00e1rove\u0148 aj povinnos\u0165 predklada\u0165 zlep\u0161ovacie n\u00e1vrhy a t\u00fdm sa uprednost\u0148uje t\u00edmov\u00e1 pr\u00e1ca.<\/p>\n<h3>Filozofia<\/h3>\n<p>&#8222;My nerob\u00edme aut\u00e1, my rob\u00edme \u013eud\u00ed. K n\u00e1m nechodia \u013eudia vyr\u00e1ba\u0165 aut\u00e1, k n\u00e1m chodia rozm\u00fd\u0161\u013ea\u0165, ako vyr\u00e1ba\u0165 aut\u00e1 \u010do najlep\u0161ie&#8220;.<\/p>\n<h3>Neust\u00e1ly rozvoj zamestnanca<\/h3>\n<p>Toyota stavia na tom, \u017ee v rozvoj a kvalifikovanos\u0165 pracovn\u00edkov z\u00e1sadne ovplyv\u0148uje konkuren\u010dn\u00fa v\u00fdhodu podniku. Pre jednoduch\u00e9 opakovan\u00e9 oper\u00e1cie maj\u00fa vo firme Toyota vypracovan\u00e9 tzv. met\u00f3dy Job Instruction Training. U\u010denie prebieha pod doh\u013eadom tr\u00e9nera neust\u00e1lym opakovan\u00edm a sp\u00e4tn\u00fdm vysvet\u013eovan\u00ed v\u00fdkladu zo strany \u0161tudenta.<br \/>\nVytv\u00e1ra kult\u00faru kvalitn\u00fdch \u013eud\u00ed, ktor\u00ed spolo\u010dne pracuj\u00fa na spolo\u010dn\u00fdch hodnot\u00e1ch a neust\u00e1le zlep\u0161uj\u00fa seba i svoje okolie. Mnoh\u00e9 na\u0161e firmy venuj\u00fa ve\u013ek\u00e9 \u00fasilie tomu, aby vytvorili excelentn\u00e9 procesy<\/p>\n<h3>Dlhodob\u00fd zisk<\/h3>\n<p>Mas\u00edvne investuje do v\u00fdvoja, vzdel\u00e1vania a nov\u00fdch konceptov automobilov a ich v\u00fdroby, Japonsk\u00e9 firmy sa viac s\u00fastre\u010fuj\u00fa na dlhodob\u00fa prosperitu, dlhodob\u00e9 ciele pre v\u0161etk\u00fdch &#8211; akcion\u00e1rov, z\u00e1kazn\u00edkov, dod\u00e1vate\u013eov a partnerov, komunitu a zamestnancov. Mana\u017e\u00e9ri nie s\u00fa zodpovedn\u00ed len za dosahovanie dlhodob\u00fdch v\u00fdsledkov<\/p>\n<h3>Redukcia n\u00e1kladov<\/h3>\n<p>Prim\u00e1rnym zdrojom n\u00e1kladov (plytvania) je nadbyto\u010dn\u00e1 v\u00fdroba, sekund\u00e1rnym je opotrebovanie \u013eudskej pr\u00e1ve a strojov. Toyota vytvorila syst\u00e9m, v\u010faka ktor\u00e9mu zni\u017euje sekund\u00e1rne n\u00e1klady na minimum. \u013dudia pracuj\u00fa len na t\u00fdch poz\u00edci\u00e1ch, kde vyd\u00e1vaj\u00fa maxim\u00e1lny v\u00fdkon, taktie\u017e dost\u00e1vaj\u00fa viac pr\u00e1ce, \u010d\u00edm sa zni\u017euje potreba pracovnej sily. Stroje s\u00fa pravidelne kontrolovan\u00e9, vyu\u017e\u00edvan\u00e9 na maximum a je im dan\u00e1 lep\u0161ia starostlivos\u0165. T\u00fdm sa zais\u0165uje ove\u013ea vy\u0161\u0161ia \u017eivotnos\u0165 a elimin\u00e1cia prestojov z d\u00f4vodu v\u00fdmeny strojov.<\/p>\n<h3>Toyota Production System (TPS)<\/h3>\n<p>TPS prim\u00e1rne nezni\u017euje n\u00e1klady zv\u00e4\u010d\u0161ovan\u00edm d\u00e1vok ale systematickou elimin\u00e1ciou zdrojov plytvania, t.j. odstra\u0148ovan\u00edm ich pr\u00ed\u010din. TPS vyu\u017e\u00edva na to dva piliere:<\/p>\n<ul>\n<li>JIT &#8211; Dod\u00e1vka materi\u00e1lu na pracovisko pr\u00e1ve v \u010dase a mno\u017estve jeho potreby. N\u00e1strojom zabezpe\u010duj\u00facim JIT je kanban &#8211; \u0165ahov\u00fd syst\u00e9m operat\u00edvne rie\u0161iaci okam\u017eit\u00e9 fluktu\u00e1cie.<\/li>\n<li>Autonomation\/Jidoka Jednoduch\u00e9 proti chyb\u00e1m odoln\u00e9 stroje, ktor\u00e9 nedovolia chybn\u00e9mu dielu post\u00fapi\u0165 na \u010fal\u0161ie spracovanie a nepotrebuj\u00fa \u010dloveka, ktor\u00fd bude \u201epozorova\u0165\u201c stroj pri pr\u00e1ci (\u017eiadna redukcia po\u010dtu \u013eud\u00ed). To umo\u017e\u0148uje viacstrojov\u00fa obsluhu, ktor\u00e1 si vy\u017eaduje viacprofesnos\u0165 a redukciu vzdialenost\u00ed medzi pracoviskami. Podmienkou Jidoka je vizualiz\u00e1cia pracoviska, zabezpe\u010duj\u00facou odl\u00ed\u0161enie \u017eelan\u00e9ho stavu od ne\u017eelan\u00e9ho na prv\u00fd poh\u013ead. To zni\u017euje n\u00e1roky ma obsluhu, pravdepodobnos\u0165 jej zlyhania a \u010das za\u0161kolenia. (5)<\/li>\n<\/ul>\n<h3>Kaizen<\/h3>\n<p>Denne prebiehaj\u00fa na ka\u017edej \u00farovni podniku kaizen akcie, ktor\u00e9 prin\u00e1\u0161aj\u00fa firme ve\u013ek\u00e9 \u00faspory, ale z\u00e1rove\u0148 vytv\u00e1raj\u00fa pr\u00edle\u017eitos\u0165 pre rozvoj schopnost\u00ed v\u0161etk\u00fdch pracovn\u00edkov, ktor\u00ed s\u00fa do nich zapojen\u00ed. V Japonsku sa \u013eudia v podnikoch venuj\u00fa kaizenu desiatky rokov a tento proces je pre nich \u00faplne prirodzen\u00fd. Nie je to teda nie\u010do \u0161peci\u00e1lne, \u010do m\u00f4\u017ee fungova\u0165 iba v japonskom prostred\u00ed, je to predov\u0161etk\u00fdm n\u00e1vyk, ktor\u00fd sa dlho pestuje a je v \u013eu\u010foch dostato\u010dne zakorenen\u00fd.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Japonsk\u00e1 ekonomika sa za\u010dala rozv\u00edja\u0165 v 70. a 80. rokoch minul\u00e9ho storo\u010dia. Dnes je Japonsko so svojimi v\u00fdrobkami, spo\u013eahlivos\u0165ou a technick\u00fdm rozvojom konkurentom najv\u00fdznamnej\u0161\u00edm ekonomik\u00e1m. &hellip; <\/p>\n","protected":false},"author":12,"featured_media":24889,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[62,553],"tags":[141],"class_list":["post-8323","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manazment","category-vzdelavam-sa","tag-japonsky-manazment"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Japonsk\u00fd mana\u017ement a jeho aplik\u00e1cia v praxi<\/title>\n<meta name=\"description\" content=\"Japonsk\u00fd mana\u017ement a jeho aplik\u00e1cia v praxi na pr\u00edklade spolo\u010dnosti Toyota Motors\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, 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