{"id":9554,"date":"2023-01-15T22:04:42","date_gmt":"2023-01-15T21:04:42","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=9554"},"modified":"2024-05-13T14:58:03","modified_gmt":"2024-05-13T12:58:03","slug":"prakticka-aplikacia-kaizen-v-konkretnom-podniku","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/prakticka-aplikacia-kaizen-v-konkretnom-podniku\/","title":{"rendered":"Praktick\u00e1 aplik\u00e1cia Kaizen v konkr\u00e9tnom podniku"},"content":{"rendered":"<h2>\u00davod<\/h2>\n<p>Ka\u017ed\u00e1 spolo\u010dnos\u0165 sa sna\u017e\u00ed produkova\u0165 v\u00fdrobky v \u010do najvy\u0161\u0161ej kvalite, \u010do najr\u00fdchlej\u0161ie pri najni\u017e\u0161\u00edch n\u00e1kladoch. Ceny vstupov t.j. v\u00fdrobn\u00fd materi\u00e1l, stroje a zariadenia, ceny na n\u00e1kup pracovnej sily, ceny za energie, at\u010f., s\u00fa pre v\u0161etky spolo\u010dnosti pribli\u017ene na rovnakej \u00farovni. Pri dobre funguj\u00facich spolo\u010dnostiach je ve\u013emi \u0165a\u017eko h\u013eada\u0165 v tomto smere rezervy, ktor\u00e9 by viedli k zn\u00ed\u017eeniu n\u00e1kladov na v\u00fdrobu, zv\u00fd\u0161eniu kvality a zlep\u0161eniu v\u010dasn\u00e9ho dodania. Tieto n\u00e1klady s\u00fa pomerne pevne dan\u00e9.<br \/>\nNa zlep\u0161enie podmienok v podniku pozn\u00e1me dva pr\u00edstupy BPR a CI. BPR teda Business proces reengineering, teda z\u00e1sadn\u00e9 zlep\u0161enie.<br \/>\nReengineering znamen\u00e1 z\u00e1sadn\u00e9 prehodnotenie a radik\u00e1lnu rekon\u0161trukciu procesov tak, aby mohlo by\u0165 dosiahnut\u00e9 dramatick\u00e9 zdokonalenie z h\u013eadiska merania v\u00fdkonnosti, ako s\u00fa n\u00e1klady, kvalita, slu\u017eby a r\u00fdchlos\u0165. Reengineering ignoruje to, \u010do existuje a s\u00fastre\u010fuje sa na to, \u010do by malo by\u0165. K\u013e\u00fa\u010dov\u00fdm je slovo z\u00e1sadn\u00fd, pre\u010do to rob\u00edme a \u010do rob\u00edme. Reengineering sa zameriava na efekt\u00edvnos\u0165 a \u00fa\u010dinnos\u0165.<br \/>\n\u010eal\u0161ou mo\u017enos\u0165ou zlep\u0161enia v podniku je CI, Continuous Improvement alebo aj postupn\u00e9 zlep\u0161ovanie. Hoci postupn\u00e9 zlep\u0161ovanie obvykle prin\u00e1\u0161a mal\u00e9 zlep\u0161enia, kult\u00fara nepretr\u017eit\u00e9ho zlep\u0161ovania prin\u00e1\u0161a ve\u013ek\u00e9 v\u00fdsledky v celkovom zlep\u0161ovan\u00ed podniku. CI sa zameriava hlavne na to, ak\u00fd je podnik v s\u00fa\u010dasnosti a ak\u00e9 kroky by viedli k jeho zlep\u0161eniu.<br \/>\nNeexistuje jednotn\u00fd vzor ako pou\u017e\u00edva\u0165 a vz\u00e1jomne previaza\u0165 jednotliv\u00e9 druhy zlep\u0161ovac\u00edch aktiv\u00edt. V ka\u017edom podniku je syst\u00e9m prisp\u00f4soben\u00fd konkr\u00e9tnym podmienkam. [2]<\/p>\n<h2>Hist\u00f3ria Kaizen<\/h2>\n<p>Na zni\u017eovanie n\u00e1kladov pou\u017e\u00edvaj\u00fa podniky r\u00f4zne met\u00f3dy, ktor\u00e9 im prin\u00e1\u0161aj\u00fa ur\u010dit\u00e9 pr\u00ednosy. Jedn\u00fdm z nov\u00fdch pr\u00edstupov, ktor\u00fd sa v praxi pou\u017e\u00edva a dosiahol v\u00fdrazn\u00e9 \u00faspechy, je pr\u00edstup Kaizen. P\u00f4vodn\u00e9 \u201ekand\u017ei\u201c znaky pre toto slovo s\u00fa: \u6539 \u5584<br \/>\nV japon\u010dine sa vyslovuje &#8222;kaizen&#8220;.<\/p>\n<ul>\n<li>\u6539 (&#8222;kai&#8220;) znamen\u00e1 &#8222;zmena&#8220; alebo &#8222;konanie za \u00fa\u010delom opravy&#8220;<\/li>\n<li>\u5584 (&#8222;zen&#8220;) znamen\u00e1 &#8222;dobr\u00fd&#8220; [1]<\/li>\n<\/ul>\n<p>Kaizen, zmena k lep\u0161iemu (dobr\u00e9mu), teda zlep\u0161enie, je japonsk\u00e1 filozofia zameran\u00e1 na trval\u00e9 zlep\u0161ovanie vo v\u0161etk\u00fdch oblastiach \u017eivota. Ke\u010f sa Kaizen uplatnen\u00ed v pracovnej oblasti trvalo sa zlep\u0161ia v\u0161etky aspekty podnikania, od riadite\u013ea po pracovn\u00edkov pri mont\u00e1\u017enej linke a od v\u00fdroby po vedenie. Zlep\u0161ovan\u00edm \u0161tandardizovan\u00fdch procesov pomocou techniky Kaizen sa d\u00e1 odstr\u00e1ni\u0165 plytvanie. Kaizen bol prv\u00fd kr\u00e1t implementovan\u00fd vo viacer\u00fdch japonsk\u00fdch podnikoch po\u010das obnovy krajiny po druhej svetovej vojne, vr\u00e1tane firmy Toyota, a nesk\u00f4r sa roz\u0161\u00edril do podnikov po celom svete.<br \/>\nPri poh\u013eade do hist\u00f3rie nie je \u0165a\u017ek\u00e9 zisti\u0165, \u017ee kaizen vznikol v japonsku po druhej svetovej vojen ako odpove\u010f na nutnos\u0165 pozdvihn\u00fa\u0165 zni\u010den\u00ed n\u00e1rodn\u00e9 hospod\u00e1rstvo aj n\u00e1rod ako tak\u00fd. Pod\u013ea J. Huntzingera (2006) Kaizen vznikol v\u010faka mas\u00edvnemu tr\u00e9ningu Training Within Industry. TWI vznikol vo svojom prvopo\u010diatku behom druhej svetovej vojny v kr\u00edzovej situ\u00e1ci\u00ed v\u010faka potrebe zv\u00fd\u0161i\u0165 produkciu na podporu spojeneck\u00fdch vojsk pri vojnov\u00fdch oper\u00e1ci\u00e1ch. TWI viac menej \u010derp\u00e1 z pr\u00e1ce Charles Allena, ke\u010f\u017ee jeho tr\u00e9ning bol zameran\u00fd na stavbu lod\u00ed po\u010das prvej svetovej vojny. Odtia\u013e bol odvoden\u00fd typ tr\u00e9ningu (tzv. \u201eJ\u201c program), ktor\u00fd sa skladal z \u0161tyroch krokov:<\/p>\n<ul>\n<li>Job Instruction (pracovn\u00ed predpis)<\/li>\n<li>Job Methods (met\u00f3dy pr\u00e1ce)<\/li>\n<li>Job Relations (pracovn\u00ed vz\u0165ahy)<\/li>\n<li>Program Development (rozvoj z\u00e1meru).<\/li>\n<\/ul>\n<p>Po vojne bol rovnak\u00fd tr\u00e9ning pou\u017eit\u00fd aj na obnovu Japonska, kde sa v kr\u00e1tkej dobe za\u010dal mas\u00edvne vyu\u010dova\u0165 a skoro zdom\u00e1cnel. Preto sa Kaizen zvykne ozna\u010dova\u0165 aj ako potomok TWI, ktor\u00fd je dnes s\u00fa\u010das\u0165ou met\u00f3dy Kaizen. TWI predstavovalo v podstate len \u0161tatistick\u00e9 kontroly kvality a absol\u00fatne kontrolovanie kvality do istej miery, hlavne technick\u00e9ho r\u00e1zu.<br \/>\nV dne\u0161nej dobe sa Kaizen po\u010d\u00edta medzi naj\u00faspe\u0161nej\u0161ie pou\u017e\u00edvan\u00e9 techniky riadenia a je ozna\u010dovan\u00fd ako d\u00f4vod Japonsk\u00e9ho \u201ehospod\u00e1rskeho z\u00e1zraku\u201c po vojne. Pre Japoncov je Kaizen celkom norm\u00e1lnym sp\u00f4sobom myslenia, ktor\u00e9mu sa u\u010dia u\u017e od \u00fatleho detstva. [5]<\/p>\n<h2>Kaizen ako met\u00f3da<\/h2>\n<p>Kaizen je s\u00fahrnn\u00e9 ozna\u010denie techn\u00edk ako absol\u00fatna kontrola kvality, syst\u00e9m zlep\u0161ovania n\u00e1vrhov, kruhov kontroly, nulovej kazovosti at\u010f. Tieto met\u00f3dy s\u00fa v podstate vytrhnut\u00e9 z celku a ich samotn\u00e9 pou\u017eitie nem\u00f4\u017ee nikdy by\u0165 nato\u013eko efektn\u00e9. Kaizen je s\u00fahrnn\u00e9 ozna\u010denie pre jednotliv\u00e9 techniky, ktor\u00e9 si ber\u00fa za cie\u013e zlep\u0161i\u0165 ak\u00fdko\u013evek proces. Kaizen je toti\u017e synonymom pre nekone\u010dn\u00e9 zdokona\u013eovanie \u010dohoko\u013evek a kedyko\u013evek.<br \/>\nNejedn\u00e1 sa len o zdokona\u013eovanie v oblasti pracovn\u00e9ho \u017eivota ale aj spolo\u010densk\u00e9ho a n\u00e1rodn\u00e9ho. Masaaki Imai ver\u00ed, \u017ee sa nikdy nestane, \u017ee by nebolo \u010do zlep\u0161ova\u0165. Je vysoko pravdepodobn\u00e9, \u017ee vy\u0161\u0161ie zmienen\u00fd v\u00fdrok bude ve\u010dn\u00fd s prihliadnut\u00edm na neust\u00e1le sa vyv\u00edjaj\u00face oblasti vedy a techniky. Japonci s\u00fa zvyknut\u00fd na zmeny a s\u00fa im otvoren\u00fd, je to s\u00fa\u010das\u0165 ich myslenia. Pod\u013ea strat\u00e9gie Kaizen by ani jeden de\u0148 nemal skon\u010di\u0165 bez toho, aby kdeko\u013evek v spolo\u010dnosti do\u0161lo aspo\u0148 k nejak\u00e9mu zdokonaleniu.<br \/>\nZ\u00e1merom zlep\u0161ovania procesov je akt\u00edvne zapoji\u0165 \u010do najviac pracovn\u00edkov do rie\u0161enia probl\u00e9mov, odstra\u0148ovania plytvan\u00ed vo firme.<br \/>\nKaizen je n\u00e1stroj zni\u017eovania n\u00e1kladov v podniku. Celkov\u00e1 \u00farove\u0148 n\u00e1kladov v podniku ovplyv\u0148uje finan\u010dn\u00fa situ\u00e1ciu v zmysle dvoch pr\u00edstupov, a to hospod\u00e1rnosti a efekt\u00edvnosti. Prejavuje sa to v \u00faspore n\u00e1kladov a \u00fa\u010dinnosti vyu\u017e\u00edvania v\u00fdrobn\u00fdch faktorov v zmysle maximaliz\u00e1cie objemu produkcie a efekt\u00edvnosti vo forme maximaliz\u00e1cie zisku. Obidve zlo\u017eky priamo zasahuj\u00fa do oblasti mana\u017ementu n\u00e1kladov.<br \/>\nKaizen je ka\u017edodenn\u00e1 \u010dinnos\u0165, ktorej \u00fa\u010del presahuje jednoduch\u00e9 zvy\u0161ovanie produktivity. Je tie\u017e procesom, ktor\u00fd ke\u010f sa vykon\u00e1 spr\u00e1vne, humanizuje pracovn\u00e9 prostredia, zn\u00ed\u017ei nadmern\u00fa \u0165a\u017ek\u00fa pr\u00e1cu (&#8222;muri&#8220;), a u\u010d\u00ed \u013eud\u00ed, ako uskuto\u010d\u0148ova\u0165 pokusy na ich pr\u00e1ci s pou\u017eit\u00edm vedeckej met\u00f3dy a ako sa nau\u010di\u0165 rozozna\u0165 a odstr\u00e1ni\u0165 plytvanie v podnikov\u00fdch procesoch.<br \/>\nAk m\u00e1 by\u0165 kaizen \u010do naj\u00fa\u010dinnej\u0161\u00ed, mus\u00ed pracova\u0165 s\u00fa\u010dasne s tromi princ\u00edpmi:<\/p>\n<ol>\n<li>Uva\u017eovanie o procese aj o v\u00fdsledkoch (nielen o v\u00fdsledkoch), tak\u017ee s\u00fa zachyten\u00e9 postupy ved\u00face k dosiahnutiu v\u00fdsledku;<\/li>\n<li>Celostn\u00e9 uva\u017eovanie o celom procese a nie len o moment\u00e1lnom poh\u013eade, v z\u00e1ujme pred\u00eds\u0165 vytv\u00e1raniu nedostatkov v in\u00fdch \u010dastiach procesu;<\/li>\n<li>U\u010denie &#8211; nie kritick\u00e9, nie h\u013eadaj\u00face vinn\u00edka (preto\u017ee obvi\u0148ovanie je plytvanie), sk\u00f4r analytick\u00e9, umo\u017e\u0148uj\u00face znovuoveri\u0165 domnienky, ktor\u00e9 sa ukazuj\u00fa vo v\u00fdsledku aktu\u00e1lneho procesu.<\/li>\n<\/ol>\n<p>Na Kaizen procese sa m\u00f4\u017eu z\u00fa\u010dastni\u0165 \u013eudia na v\u0161etk\u00fdch \u00farovniach, od v\u00fdkonn\u00e9ho riadite\u013ea a\u017e po extern\u00fdch spolupracovn\u00edkov. M\u00f4\u017ee ho uskuto\u010dni\u0165 jednotlivec, porada, mal\u00e1 alebo ve\u013ek\u00e1 skupina. Vo firme Toyota je to obvykle lok\u00e1lne zlep\u0161enie na konkr\u00e9tnom pracovisku alebo oblasti a zah\u0155\u0148a mal\u00fa skupinu \u013eud\u00ed, ktor\u00ed si zlep\u0161ia svoje vlastn\u00e9 pracovn\u00e9 prostredie a produktivitu. Tejto skupine pom\u00e1ha poradca previes\u0165 ju cez Kaizen proces, niekedy je to jeho k\u013e\u00fa\u010dov\u00e1 rola. [1]<br \/>\nNa elimin\u00e1ciu ch\u00fdb sa vyu\u017e\u00edva:<\/p>\n<ul>\n<li>Jidohka<\/li>\n<li>Poka Yoke<\/li>\n<li>Kvalita pri zdroji \u2013 zastavenie linky pri chybe a okam\u017eit\u00e9 opatrenia<\/li>\n<li>Signaliz\u00e1cia \u2013 Andon<\/li>\n<\/ul>\n<h2>N\u00e1stroje zlep\u0161ovania kvality<\/h2>\n<p>K\u00fdm Kaizen obvykle prin\u00e1\u0161a mal\u00e9 zlep\u0161enia, kult\u00fara nepretr\u017eit\u00e9ho zlep\u0161ovania prin\u00e1\u0161a ve\u013ek\u00e9 v\u00fdsledky v celkovom zvy\u0161ovan\u00ed produktivity.<br \/>\nN\u00e1stroje zlep\u0161ovania kvality:<\/p>\n<ul>\n<li>Demingov kruh<\/li>\n<li>SPC (\u0161tatistick\u00e9 n\u00e1stroje riadenia kvality)<\/li>\n<li>Benchmarking<\/li>\n<li>Brainstorming [4]<\/li>\n<\/ul>\n<h3>Demingov kruh<\/h3>\n<p>Demingov kruh (PDC(S)A cyklus) Je to univerz\u00e1lny model na zlep\u0161ovanie kvality, ktor\u00fd sa d\u00e1 vn\u00edma\u0165 ako nikdy nekon\u010diaci proces, bez za\u010diatku a bez konca:<\/p>\n<ul>\n<li>P \u2013 plan \u2013 pl\u00e1novacia f\u00e1za: detailn\u00e1 anal\u00fdza situ\u00e1cie na z\u00e1klade \u0161pecifick\u00fdch \u00fadajov, vypracovanie pl\u00e1nu a stanovenie sk\u00fa\u0161obn\u00fdch bodov.<\/li>\n<li>D- do \u2013 vykonanie pl\u00e1novacej f\u00e1zy: pr\u00edslu\u0161n\u00fdch pracovn\u00edkov obozn\u00e1mi\u0165 s pl\u00e1nom, realizova\u0165 pl\u00e1novan\u00e9 zlep\u0161enia.<\/li>\n<li>C \u2013 check \u2013 kontrola: zachytenie a sprostredkovanie \u00fadajov, ktor\u00e9 s\u00fa z\u00e1kladom pre sk\u00fa\u0161ku a vykonanie sk\u00fa\u0161ky, zisti\u0165, \u010di bol vykonan\u00fd cie\u013e pl\u00e1novanej \u00falohy.<\/li>\n<li>A \u2013 action \u2013 f\u00e1za akcie: zavies\u0165 a \u0161tandardizova\u0165 v\u00fdsledok, pr\u00edpadne rozhodn\u00fa\u0165 o opakovan\u00ed f\u00e1z, aby nastal s\u00falad medzi procesmi \u201em\u00e1 by\u0165 &#8211; je\u201c [6]<\/li>\n<\/ul>\n<h3>SPC &#8211; \u0161tatistick\u00e9 n\u00e1stroje riadenia kvality<\/h3>\n<p>SPC (\u0161tatistick\u00e9 n\u00e1stroje riadenia kvality) (napr. Paretov princ\u00edp a Lorentzova krivka, Histogram po\u010detnosti a frekven\u010dn\u00e9 krivky rozdelen\u00ed, Regula\u010dn\u00e9 diagramy.<\/p>\n<h3>Benchmarking<\/h3>\n<p>Benchmarking je n\u00e1stroj strategick\u00e9ho managementu, se kter\u00fdm poprv\u00e9 p\u0159i\u0161la firma Xerox Corporation na za\u010diatku 80. rokov 20. storo\u010dia.<br \/>\nIde o nepretr\u017eit\u00fd a systematick\u00fd proces porovn\u00e1vania a merania produktov, procesov a met\u00f3d vlastnej organiz\u00e1cie s t\u00fdmi, ktor\u00fd boli uznan\u00ed ako vhodn\u00ed pre toto meranie, za \u00fa\u010delom definova\u0165 ciele zlep\u0161ovania vlastn\u00fdch aktiv\u00edt)<\/p>\n<h3>Brainstorming<\/h3>\n<p>Brainstorming jekreat\u00edvna met\u00f3da rie\u0161enia probl\u00e9mov zalo\u017een\u00e1 na skupinovom rie\u0161en\u00ed, ktor\u00e1 m\u00e1 u\u013eah\u010di\u0165 generovanie kreat\u00edvnej strat\u00e9gie.<br \/>\nNa to, aby bolo mo\u017en\u00e9 tento princ\u00edp \u00faspe\u0161ne realizova\u0165, treba pam\u00e4ta\u0165 na to, \u017ee ka\u017ed\u00e1 aktivita je vn\u00edman\u00e1 ako proces a m\u00f4\u017ee by\u0165 zlep\u0161ovan\u00e1 a top \u2013 mana\u017ement mus\u00ed by\u0165 pr\u00edkladom a aj tak kona\u0165, nesta\u010d\u00ed len prevzia\u0165 zodpovednos\u0165. Pod\u013ea Deminga je produk\u010dn\u00fd proces z\u00e1kladom organiz\u00e1cie. V\u0161etky snahy sa maj\u00fa orientova\u0165 na prekonanie o\u010dak\u00e1van\u00ed z\u00e1kazn\u00edkov a pri tom je nevyhnutn\u00e1 vz\u00e1jomn\u00e1 spolupr\u00e1ca t\u00edmov.<br \/>\nFilozofia sa l\u00ed\u0161i od zlep\u0161ovac\u00edch programov &#8222;prik\u00e1\u017e a ovl\u00e1daj&#8220; typick\u00fdch pre stredn\u00e9 roky dvadsiateho storo\u010dia. Metodol\u00f3gia Kaizen zah\u0155\u0148a uskuto\u010d\u0148ovanie zmien a sledovanie v\u00fdsledkov, a\u017e potom \u00fapravu procesu. Vopred napl\u00e1novan\u00e9 projekty ve\u013ek\u00e9ho rozsahu s\u00fa nahraden\u00e9 men\u0161\u00edmi pokusmi, ktor\u00e9 m\u00f4\u017eu by\u0165 adaptovan\u00e9 hne\u010f ako sa navrhn\u00fa.<br \/>\nCel\u00fd procesn\u00fd pr\u00edstup tejto metodiky vych\u00e1dza z PDCA cyklu (pl\u00e1nuj, urob, skontroluj, uskuto\u010dni). V\u0161etky aktivity, ktor\u00e9 pr\u00edstup Kaizen pou\u017e\u00edva k odstr\u00e1neniu plytvania, musia by\u0165 integrovan\u00e9 v PDCA cykle. Z\u00e1rove\u0148 v\u0161etky aktivity musia smerova\u0165 k neust\u00e1lemu zlep\u0161ovaniu. Celkov\u00e1 efekt\u00edvnos\u0165 tohto pr\u00edstupu sa prejavuje v zvy\u0161ovan\u00ed produktivity pr\u00e1ce, v odstra\u0148ovan\u00ed plytvania, vo zvy\u0161ovan\u00ed v\u00fdkonnosti pracovn\u00edkov a v kone\u010dnom d\u00f4sledku vo vytv\u00e1ran\u00ed pridanej hodnoty. [3]<\/p>\n<h2>Ako odstr\u00e1ni\u0165 prebytky, straty, nerovnomernos\u0165<\/h2>\n<p>Filozofia Kaizen je zalo\u017een\u00e1 na vyu\u017e\u00edvan\u00ed mnoh\u00fdch n\u00e1strojov, ktor\u00e9 ved\u00fa k zni\u017eovaniu plytvania. Z\u00e1kladn\u00fdm n\u00e1strojom pr\u00edstupu Kaizen je tzv. \u201eFive S\u201c (5S)\u201c. 5S je kontroln\u00fd zoznam dobr\u00e9ho hospod\u00e1renia za \u00fa\u010delom dosiahnutia v\u00e4\u010d\u0161ieho poriadku, efektivity a discipl\u00edny na pracovisku. Je odvoden\u00fd od japonsk\u00fdch slov seiri, seiton, seiso, seiketsu a shituke prekladan\u00e9 ako roztriedi\u0165, zrovna\u0165, vy\u010disti\u0165, systematizova\u0165 a \u0161tandardizova\u0165.<\/p>\n<ul>\n<li>SEIRI (Separ\u00e1cia) &#8211; Cie\u013eom je oddeli\u0165 potrebn\u00e9 veci od nepotrebn\u00fdch.<\/li>\n<li>SEITON (Systematiz\u00e1cia) &#8211; Zmyslom je da\u0165 veci, n\u00e1radie na miesto, kde je najviac vyu\u017e\u00edvane.<\/li>\n<li>SEISO (\u010cistenie) &#8211; Ide o udr\u017eovanie pracoviska a jeho okolia, ktor\u00e9 by malo by\u0165 st\u00e1le udr\u017eiavan\u00e9, aby sa efekt\u00edvnej\u0161ie vykon\u00e1vala pr\u00e1ca.<\/li>\n<li>SEIKETSU (\u0160tandardizovanie) &#8211; Neust\u00e1le zlep\u0161ovanie a \u0161tandardizovanie organiz\u00e1cie pr\u00e1ce. (aby sa pr\u00e1ca vykon\u00e1vala jednoduch\u0161ie a kvalitnej\u0161ie)<\/li>\n<li>SHITSUKE (Discipl\u00edna) &#8211; Ka\u017ed\u00fd \u010dlen t\u00edmu mus\u00ed by\u0165 zapojen\u00fd do pr\u00e1ce pre udr\u017eanie maxim\u00e1lnej mo\u017enej \u00fa\u010dinnosti a efektivity procesov. [4]<\/li>\n<\/ul>\n<p>Ka\u017ed\u00e9 pl\u00e1novan\u00e9 zlep\u0161enie je potrebn\u00e9 skontrolova\u0165 ot\u00e1zkami \u201cpre\u010do?\u201d na hore uveden\u00fdch piatich \u00farovniach, aby bola zaru\u010den\u00fd pr\u00ednos dan\u00e9ho zlep\u0161enia. Vytvor\u00ed sa tak opodstatnenie zavedenia zmien.<\/p>\n<h3>Muri, Muda, Mura<\/h3>\n<p>Prostredn\u00edctvom (5 S) vieme odstr\u00e1ni\u0165 \u201eThree M \u2013 (3M)\u201c t. j. muda, mura a muri. Cie\u013eom tejto met\u00f3dy je odstr\u00e1ni\u0165 nedostatky, ktor\u00e9 japonsk\u00ed mana\u017e\u00e9ri ozna\u010duj\u00fa ako \u201e3MU\u201c. Je to interpret\u00e1cia troch japonsk\u00fdch slov, ktor\u00e9 symbolizuj\u00fa tie \u010dinnosti, ktor\u00fdch sa mus\u00ed podnik bezpodmiene\u010dne zbavi\u0165, ak chce, aby sa pri rie\u0161en\u00ed jeho probl\u00e9mu dosiahlo rozumnej\u0161ie rie\u0161enie a vy\u0161\u0161ia \u00fa\u010dinnos\u0165. Ich v\u00fdznam je nasledovn\u00fd (\u201e3MU\u201c):<\/p>\n<ul>\n<li>MURI \u2013 prebytky, pre\u0165a\u017eenia<\/li>\n<li>MUDA \u2013 straty, plytvania<\/li>\n<li>MURA \u2013 nerovnomernos\u0165, odch\u00fdlky<\/li>\n<\/ul>\n<p>Plytvan\u00edm v podniku mo\u017eno rozumie\u0165 nadv\u00fdrobu, chyby v\u00fdrobkov, prestoje a \u010dakania, nadbyto\u010dn\u00e9 z\u00e1soby, nadbyto\u010dn\u00fa pr\u00e1cu, nadbyto\u010dn\u00e9 pohyby vo v\u00fdrobnom procese, nadbyto\u010dn\u00fa prepravu apod. Vz\u00e1jomn\u00e1 synergia n\u00e1strojov Kaizen a procesov riadenia je spr\u00edstupnen\u00e1 tzv. domom Kaizen.<br \/>\nGemba Kaizen alebo Dom Kaizen vyjadruje z\u00e1kladn\u00fa filozofiu tohto pr\u00edstupu, kde v \u0161pici pyram\u00eddy sa nach\u00e1dzaj\u00fa procesy pre dosiahnutie efekt\u00edvnosti a \u00fa\u010dinnosti riadenia a v dome s\u00fa metodiky a postupy ako efekt\u00edvnos\u0165 a \u00fa\u010dinnos\u0165 riadenia zabezpe\u010di\u0165. Tento Dom Kaizen v plnej miere vyjadruje cel\u00fa strat\u00e9giu pr\u00edstupu Kaizen. [3]<\/p>\n<h2>Praktick\u00e1 aplik\u00e1cia Kaizen v konkr\u00e9tnom podniku<\/h2>\n<p>Cie\u013eom v\u00fdskumu bolo zefekt\u00edvnenie procesu \u00fadr\u017eba vo firme prostredn\u00edctvom aplik\u00e1cie Kaizen.<\/p>\n<h3>1. krok<\/h3>\n<p>Analyzovali sme pr\u00ed\u010diny neefekt\u00edvnosti tohto procesu, ktor\u00e9 sa prejavili vo vysok\u00fdch n\u00e1kladoch na \u00fadr\u017ebu.<\/p>\n<table width=\"100%\">\n<tbody>\n<tr>\n<td><strong>Probl\u00e9m<\/strong><\/td>\n<td><strong>Pr\u00ed\u010dina<\/strong><\/td>\n<td><strong>N\u00e1pravn\u00e9 opatrenie<\/strong><\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na opravy<\/td>\n<td>Vysok\u00e1 poruchovos\u0165 prvkov<\/td>\n<td>Zmena syst\u00e9mu \u00fadr\u017eby<\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na<br \/>\nn\u00e1hradn\u00e9 diely<\/td>\n<td>Vysok\u00e1 cena<\/td>\n<td>Nov\u00fd dod\u00e1vate\u013e pre n\u00e1hradn\u00e9 diely<\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na energiu<\/td>\n<td>Vysok\u00e1 spotreba energie<\/td>\n<td>N\u00e1hrada alternat\u00edvnym zdrojom, \u0161etrenie<\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na \u00fadr\u017ebu<\/td>\n<td>Nedostato\u010dn\u00e1 prevent\u00edvna \u00fadr\u017ebaZl\u00e1 organiz\u00e1cia pr\u00e1ce<\/td>\n<td>Zavedenie syst\u00e9mu prevent\u00edvnej \u00fadr\u017eby<\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na mzdy<\/td>\n<td>Vysok\u00e9 prestoje, nevyu\u017e\u00edvanie efekt\u00edvneho \u010dasov\u00e9ho fondu<\/td>\n<td>Koordin\u00e1cia \u010dinnost\u00ed, oce\u0148ovanie pod\u013ea v\u00fdkonov<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>Tab. 1: Definovanie pr\u00ed\u010din vysok\u00fdch n\u00e1kladov na \u00fadr\u017ebu<br \/>\nNa z\u00e1klade vykonan\u00fdch anal\u00fdz sme zistili odch\u00fdlky, ktor\u00fdch d\u00f4sledkom boli nasledovn\u00e9 skuto\u010dnosti:<\/p>\n<ol>\n<li>N\u00edzke vyu\u017eitie pracovn\u00e9ho disponibiln\u00e9ho \u010dasu pracovn\u00edkov \u00fadr\u017eby.<\/li>\n<li>Vysok\u00fd podiel v\u00fdkonov korekt\u00edvnej \u00fadr\u017eby v oblasti strojnej \u00fadr\u017eby \u2013 odstra\u0148ovanie por\u00fach.<\/li>\n<li>Nedostatok pracovn\u00edkov na v\u00fdkon prevent\u00edvnej \u00fadr\u017eby.<\/li>\n<li>Neplnenie pl\u00e1nu prevent\u00edvnej \u00fadr\u017eby.<\/li>\n<li>Technick\u00e9 nedostatky na zariadeniach pri v\u00fdkone prevent\u00edvnej \u00fadr\u017eby.<\/li>\n<li>Nedostato\u010dn\u00e1 koordin\u00e1cia pr\u00e1c pri v\u00fdkone \u00fadr\u017eby.<\/li>\n<li>Nemo\u017enos\u0165 upravova\u0165 term\u00edny prevent\u00edvnej \u00fadr\u017eby po\u010das roka v syst\u00e9me z d\u00f4vodu objekt\u00edvnych pr\u00ed\u010din.<\/li>\n<\/ol>\n<p>Tieto z\u00e1kladn\u00e9 nedostatky n\u00e1s viedli k tomu, aby sme navrhli syst\u00e9m n\u00e1pravn\u00fdch opatren\u00ed a kvantifikovali cie\u013eov\u00e9 hodnoty, ktor\u00e9 sa po zaveden\u00ed Kaizen maj\u00fa dosiahnu\u0165.<\/p>\n<h3>2. krok<\/h3>\n<p>Stanovili sme cie\u013eov\u00e9 hodnoty, ktor\u00e9 chceme dosiahnu\u0165, a porovnali sme to s hodnotami s\u00fa\u010dasn\u00fdmi a hodnotami, ktor\u00e9 sme dosiahli po zaveden\u00ed Kaizen aktiv\u00edt.<\/p>\n<table width=\"100%\">\n<tbody>\n<tr>\n<td><strong>Indik\u00e1tor<\/strong><\/td>\n<td><strong>S\u00fa\u010dasn\u00e1 hodnota2006<\/strong><\/td>\n<td><strong>Cie\u013eov\u00e1 hodnota 2007<\/strong><\/td>\n<td><strong>Zlep\u0161enie<\/strong><\/td>\n<td><strong>Dosiahnut\u00e1 hodnota 2008<\/strong><\/td>\n<td><strong>Zlep\u0161enie<\/strong><\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na n\u00e1hradn\u00e9 diely<\/td>\n<td>2 350<\/td>\n<td>1 500<\/td>\n<td>36 %<\/td>\n<td>1 560<\/td>\n<td>34 %<\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na energiu<\/td>\n<td>1 120<\/td>\n<td>500<\/td>\n<td>55 %<\/td>\n<td>700<\/td>\n<td>38 %<\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na \u00fadr\u017ebu<\/td>\n<td>1 560<\/td>\n<td>1 320<\/td>\n<td>15 %<\/td>\n<td>1 450<\/td>\n<td>7 %<\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na mzdy<\/td>\n<td>1 532<\/td>\n<td>980<\/td>\n<td>36 %<\/td>\n<td>1 002<\/td>\n<td>35 %<\/td>\n<\/tr>\n<tr>\n<td>N\u00e1klady na opravy<\/td>\n<td>5 260<\/td>\n<td>2 500<\/td>\n<td>52 %<\/td>\n<td>3 600<\/td>\n<td>31 %<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>Tab. 2: Cie\u013eov\u00e9 a dosiahnut\u00e9 hodnoty pre aplik\u00e1ciu Kaizen<br \/>\nVzh\u013eadom na cie\u013eov\u00e9 hodnoty sme navrhli \u010fal\u0161ie n\u00e1pravn\u00e9 opatrenia:<\/p>\n<ol>\n<li>Zefekt\u00edvnenie procesu evidencie nepr\u00edtomnosti pracovn\u00edkov \u00fadr\u017eby na pracovisku pravidelnou kontrolou doch\u00e1dzky.<\/li>\n<li>Zabezpe\u010denie koordin\u00e1cie \u00fadr\u017eby pracovnou poz\u00edciou \u2013 koordin\u00e1tor \u00fadr\u017eby.<\/li>\n<li>Operat\u00edvne rozde\u013eovanie pracovn\u00edkov \u00fadr\u017eby na v\u00fdkon prevent\u00edvnej \u00fadr\u017eby.<\/li>\n<li>Upravovanie term\u00ednov prevent\u00edvnej \u00fadr\u017eby v syst\u00e9me z d\u00f4vodu objekt\u00edvnych pr\u00ed\u010din.<\/li>\n<li>\u00daprava pracovn\u00e9ho prostredia v oddelen\u00ed \u00fadr\u017eba, t. j. usporiadanie \u010dinnost\u00ed, materi\u00e1lu, pracovn\u00fdch prostriedkov.<\/li>\n<li>Zavedenie odme\u0148ovania pracovn\u00edkov na z\u00e1klade v\u00fdkonov za \u00fa\u010delom zn\u00ed\u017eenia prestojov na pracovisku.<\/li>\n<li>Zmena dod\u00e1vate\u013ea n\u00e1hradn\u00fdch dielov.<\/li>\n<\/ol>\n<p>Po vykonan\u00ed a preveden\u00ed n\u00e1pravn\u00fdch opatren\u00ed v podniku sme sledovali zlep\u0161enia po roku prev\u00e1dzky procesu \u00fadr\u017eba.<\/p>\n<h3>3. krok<\/h3>\n<p>porovnali sme cie\u013eov\u00e9 hodnoty s hodnotami dosiahnut\u00fdmi po zaveden\u00ed opatren\u00ed Kaizen. Sp\u00e4tne sme sledovali zlep\u0161enia aj k hodnot\u00e1m nameran\u00fdm pred zaveden\u00edm opatren\u00ed. Hodnoty pred zaveden\u00edm Kaizen predstavuj\u00fa s\u00fa\u010dasn\u00fa hodnotu n\u00e1kladov z roku 2006, cie\u013eov\u00e9 hodnoty sme stanovili pre obdobie roku 2007, proces sme sledovali a\u017e do roku 2008, kedy boli uskuto\u010dnen\u00e9 v\u0161etky n\u00e1pravn\u00e9 opatrenia. Na z\u00e1klade graficky vyjadren\u00fdch pr\u00ednosov m\u00f4\u017eeme kon\u0161tatova\u0165 zlep\u0161enia oproti p\u00f4vodn\u00e9mu stavu. Av\u0161ak aj zaveden\u00edm opatren\u00ed sa n\u00e1m nepodarilo dosiahnu\u0165 \u00farove\u0148 cie\u013eov\u00fdch hodn\u00f4t pre jednotliv\u00e9 kateg\u00f3rie n\u00e1kladov v procese \u00fadr\u017eba. Celkov\u00e9 zlep\u0161enie nastalo, ale pri sumariz\u00e1cii percentu\u00e1lneho zlep\u0161enia sa n\u00e1m nepodarilo naplni\u0165 49 % zn\u00ed\u017eenie n\u00e1kladov pre jednotliv\u00e9 kateg\u00f3rie.<br \/>\nAj napriek tomu, \u017ee cie\u013eov\u00e9 hodnoty neboli dosiahnut\u00e9, zaznamenali sme v procese \u00fadr\u017eba tieto zlep\u0161enia:<\/p>\n<ol>\n<li>\u0160pecifik\u00e1cia udalosti na konkr\u00e9tnom technickom mieste.<\/li>\n<li>Kapacitn\u00e9 pl\u00e1novanie na \u00fadr\u017ebe pod\u013ea technick\u00e9ho miesta.<\/li>\n<li>Sledovanie dostupnosti materi\u00e1lov v skladoch.<\/li>\n<li>Sledovanie kapacity pracov\u00edsk \u00fadr\u017eby.<\/li>\n<li>Presn\u00e9 vy\u010d\u00edslenie n\u00e1kladov na \u00fadr\u017ebu.<\/li>\n<li>Presn\u00e9 sledovanie plnenia ro\u010dn\u00e9ho pl\u00e1nu prevent\u00edvnej \u00fadr\u017eby.<\/li>\n<li>Sledovanie podielu prevent\u00edvnej a korekt\u00edvnej \u00fadr\u017eby.<\/li>\n<li>Sledovanie efekt\u00edvneho \u010dasov\u00e9ho fondu pracovn\u00edkov \u00fadr\u017eba.<\/li>\n<li>Odme\u0148ovanie pracovn\u00edkov na z\u00e1klade v\u00fdkonov.<\/li>\n<\/ol>\n<p>Celkov\u00e9 ekonomick\u00e9 zhodnotenie m\u00f4\u017eeme uvies\u0165 v podobe redukcie n\u00e1kladov syst\u00e9mu Kaizen. V\u00fdsledky v podobe zn\u00ed\u017eenia n\u00e1kladov na proces \u00fadr\u017eby predstavovali hodnotu 3 510 \u20ac , \u010do predstavuje \u00fasporu finan\u010dn\u00fdch zdrojov pre podnik.<\/p>\n<h2>Z\u00e1very anal\u00fdzy a n\u00e1pad<\/h2>\n<p><strong>N\u00e1pad: Pre\u010do je Kaizen vhodn\u00fd n\u00e1stroj na identifik\u00e1ciu probl\u00e9mov vo firme?<\/strong><br \/>\nMassaki Imai povedal, \u017ee Kaizen je k\u013e\u00fa\u010d k japonsk\u00e9mu ekonomick\u00e9mu \u00faspechu. Vyu\u017e\u00edvanie Kaizen naozaj prin\u00e1\u0161a zlep\u0161enia pre firmy najm\u00e4 v oblasti zvy\u0161ovania kvality, zvy\u0161ovania produktivity, zni\u017eovania z\u00e1sob, skracovania v\u00fdrobnej linky, skracovania prestojov, skracovania doby v\u00fdroby. Ak by sa filozofia Kaizen za\u010dala vo v\u00e4\u010d\u0161ej miere implementova\u0165 do podmienok v\u00fdrobn\u00fdch podnikov, mohlo by to prinies\u0165 zlep\u0161enie v riaden\u00ed procesov a vies\u0165 k zni\u017eovaniu n\u00e1kladov na tieto procesy. Kaizen je syst\u00e9m, ktor\u00fd by mal zabr\u00e1ni\u0165 strat\u00e1m, ktor\u00e9 v\u00fdrazne zni\u017euj\u00fa pridan\u00fa hodnotu a vies\u0165 k dokonalej v\u00fdrobe, napr. JIT (just-in-time). Ak by sme chceli v\u00fdsledky Kaizen prezentova\u0165 z h\u013eadiska podnikov\u00fdch konceptov, orient\u00e1cia Kaizen by bola nasledovn\u00e1:<\/p>\n<h2>Toyota<\/h2>\n<p>Najlep\u0161\u00edm pr\u00edkladom uv\u00e1dzanie met\u00f3dy Kaizen do praxe je japonsk\u00e1 spolo\u010dnos\u0165 Toyota. Spolo\u010dnos\u0165 Toyota m\u00e1 najsymetrickej\u0161ie a najsilnej\u0161ie riadenie n\u00e1kladov. V\u00fdrobn\u00fd syst\u00e9m Toyota, v ktorom pracovn\u00edci desa\u0165ro\u010dia systematicky a nekompromisne odstra\u0148uj\u00fa v\u0161etky neprodukt\u00edvne \u010dinnosti, je vzorom produktivity nielen pre automobilov\u00fd priemysel.<br \/>\nV spolo\u010dnosti Toyota sa za\u010dal Kaizen vyu\u017e\u00edva\u0165 po 2 svetovej vojne na op\u00e4tovn\u00fd rozvoj spolo\u010dnosti. Kaizen sa prejavuje v Toyote hlavne v syst\u00e9me u\u010denia sa, vz\u00e1jomn\u00e9ho odovzd\u00e1vania inform\u00e1ci\u00ed, znalost\u00ed a sk\u00fasenost\u00ed formou <a href=\"https:\/\/www.euroekonom.sk\/znalostny-manazment-a-objavovanie-znalosti-v-databaze\/\">znalostn\u00e9ho mana\u017ementu<\/a>, prekon\u00e1vania paradigiem, re\u0161pektu a \u00facte k \u013eu\u010fom, t\u00edmovej spolupr\u00e1ca, zmyslu pre detail, do\u0165ahovan\u00ed vec\u00ed do konca a h\u013eadania prelomov\u00fdch rie\u0161en\u00ed. Toyota Production System (TPS) (Vznikol na z\u00e1klade met\u00f3dy Kaizen v spolo\u010dnosti Toyota a podstata bola v zn\u00ed\u017een\u00ed n\u00e1kladov a zlep\u0161en\u00ed kvality vyu\u017e\u00edvan\u00edm Kruhov kvality) V toyote sa zefekt\u00edvnil pr\u00edstup zamestnancov, t\u00fdm, \u017ee \u010das\u0165 platu mali fixn\u00fa a \u010das\u0165 sa odv\u00edjala od v\u00fd\u0161ky produkcie. TPS sa rozv\u00edja u\u017e 70 rokov, je to filozofia, ktor\u00e1 je postaven\u00e1 na funguj\u00facich a platn\u00fdch princ\u00edpoch. Z TPS vych\u00e1dza mno\u017estvo nov\u0161\u00edch konceptov, lebo neexistuje \u017eiadna in\u00e1 cesta, ako sa m\u00f4\u017ee podnik rozv\u00edja\u0165.<br \/>\nPo\u010das v\u00fdvoja met\u00f3dy Kaizen sa Toyota stretla aj s kr\u00edzou pr\u00e1ce a bolo potrebn\u00e9 upravi\u0165 podmienky pr\u00e1ce na l\u00e1kavej\u0161ie, aby oslovili mlad\u00fdch \u013eud\u00ed, (aj diev\u010dat\u00e1), preto upravili a zracionalizovali v\u00fdrobu a RLZ.<br \/>\nSpolo\u010dnos\u0165 Toyota sa rozhodla po \u00faspechu met\u00f3dy Kaizen v ich spolo\u010dnosti podpori\u0165 implement\u00e1ciu v Eur\u00f3pe a Amerike. Tu sa ale Kaizen stretol z nepochopen\u00edm, lebo hlavne v americk\u00fdch spolo\u010dnostiach, len zdvihli n\u00e1roky na zamestnancov ale neprisp\u00f4sobili podmienky na rozvoj. V s\u00fa\u010dasnosti sa ale podmienky zmenili a Kaizen sa st\u00e1va \u010doraz atrakt\u00edvnej\u0161\u00ed aj pre Eur\u00f3pu a Ameriku.<br \/>\nNeust\u00e1le zlep\u0161ovanie Toyota za 25 rokov zv\u00fd\u0161ila produktivitu o 7 kr\u00e1t zatia\u013e \u010do americk\u00e9 automobilky len 3,5 kr\u00e1t. \u010cas od zah\u00e1jenia v\u00fdroby k odstr\u00e1neniu probl\u00e9mov a dosiahnutiu \u0161tandardn\u00e9ho, pl\u00e1novan\u00e9ho v\u00fdkonu linky sa vo firme Toyota meria v d\u0148och, v konkuren\u010dn\u00fdch podnikoch v t\u00fd\u017ed\u0148och a mesiacoch. Produktivita kon\u0161trukt\u00e9rov a v\u00fdvoj\u00e1rov je v Toyote 4x vy\u0161\u0161ia ako v americk\u00fdch a eur\u00f3pskych firm\u00e1ch. V americk\u00fdch rebr\u00ed\u010dkoch kvality a spo\u013eahlivosti sa Toyota pravidelne umiest\u0148uje na prv\u00fdch miestach. Ak je priemer v americkom priemysle 120 probl\u00e9mov na 100 predan\u00fdch automobilov, tak Toyota dosahuje najni\u017e\u0161iu hodnotu \u2013 101.<br \/>\nTlak na zni\u017eovanie n\u00e1kladov, TPS je s\u00fabor systematizovan\u00fdch sp\u00f4sobov, tieto aktivity sa za\u010d\u00ednaj\u00fa u\u017e vo f\u00e1ze n\u00e1vrhu v\u00fdrobku, kde sa ur\u010dia referen\u010dn\u00e9 n\u00e1klady a \u010das. Potom v dielenskej f\u00e1ze sa musia tieto \u010dasy a n\u00e1klady dodr\u017ea\u0165 a neust\u00e1le sa pracuje na ich vylep\u0161en\u00ed. Pochopili, \u017ee predv\u00fdrobn\u00e9 etapy sa podie\u013eaj\u00fa na n\u00e1kladoch na v\u00fdrobok 5-10%, ale ich vplyv na n\u00e1klady je 70-80%. V tomto kontexte sa zd\u00e1 by\u0165 dos\u0165 nelogick\u00e9 h\u013eada\u0165 potenci\u00e1l zni\u017eovania n\u00e1kladov iba vo v\u00fdrobe, ktorej n\u00e1klady s\u00fa u\u017e predur\u010den\u00e9<br \/>\nPraktick\u00e9 sk\u00fasenosti Z\u00e1kladom \u00faspechu spolo\u010dnosti Toyota, nie s\u00fa iba jednotliv\u00e9 prvky v\u00fdrobn\u00e9ho konceptu ale je to hlavne sp\u00f4sob pr\u00e1ce so znalos\u0165ami \u2013 pracovn\u00edci vo v\u00fdvoji a vo v\u00fdrobe neust\u00e1le h\u013eadaj\u00fa rie\u0161enie probl\u00e9mov, experimentuj\u00fa, vyhodnocuj\u00fa \u00faspe\u0161n\u00e9 i ne\u00faspe\u0161n\u00e9 rie\u0161enia, ale predov\u0161etk\u00fdm sa u\u010dia, roz\u0161iruj\u00fa znalostn\u00fd kapit\u00e1l firmy pomocou <a href=\"https:\/\/www.euroekonom.sk\/znalostny-manazer-a-jeho-uloha-v-podniku\/\">znalostn\u00fdch mana\u017e\u00e9rov<\/a>. [7] [8]<\/p>\n<h2>Z\u00e1ver<\/h2>\n<p>Ka\u017ed\u00fd podnik, ktor\u00fd orientuj\u00fa svoju strat\u00e9giu na inov\u00e1cie. Inov\u00e1cie maj\u00fa rozmanit\u00fd a diametr\u00e1lne rozli\u010dn\u00fd charakter. Inovova\u0165 mo\u017eno procesy, v\u00fdrobky, pracovn\u00e9 podmienky, syst\u00e9my organiz\u00e1cie pr\u00e1ce, technol\u00f3gie a v\u00fdrobn\u00e9 postupy, av\u0161ak v\u0161etko mus\u00ed vies\u0165 k neust\u00e1lemu zlep\u0161ovaniu.<br \/>\nFilozofia Kaizen je vo vz\u0165ahu k inov\u00e1ci\u00e1m \u00fastretov\u00e1, ale z\u00e1rove\u0148 sa v niektor\u00fdch sf\u00e9rach hodnotenia rozch\u00e1dza s procesom inovovania.<br \/>\nV podnikovej praxi je na identifik\u00e1ciu a analyzovanie probl\u00e9mov vhodn\u00e1 a dobre pou\u017eite\u013en\u00e1 met\u00f3da Kaizen. V podnikoch, ktor\u00e9 rie\u0161ia probl\u00e9my s n\u00edzkou produkciou, nesyst\u00e9mov\u00fdm riaden\u00edm sa v s\u00fa\u010dasnosti za\u010d\u00edna aplikova\u0165 met\u00f3da Kaizen aj v slovensk\u00fdch podnikoch, Kaizen zdokona\u013euje a zlep\u0161uje pr\u00e1cu a prid\u00e1va hodnotu. Kaizen je n\u00e1strojom modern\u00e9ho riadenia a je ho potrebn\u00e9 vyu\u017e\u00edva\u0165, preto\u017ee pom\u00e1ha odha\u013eova\u0165 nedostatky v jednotliv\u00fdch f\u00e1zach podnikov\u00fdch procesov.<br \/>\nPr\u00edklad uplatnenie met\u00f3dy Kaizen v praxi na Slovensku a v \u010cech\u00e1ch je hlavne firma \u0160koda Auto. Vo firme \u0160koda Auto inicioval \u010dlen predstavenstva tzv. kask\u00e1dov\u00e9 workshopy (kask\u00e1dov\u00fd workshop je 5 d\u0148ov\u00e1 s\u00e9ria workshopov s t\u00edmom 10-15 \u013eud\u00ed priamo na linke, ktor\u00e1 za\u010d\u00edna v pondelok anal\u00fdzou plytvania a kon\u010d\u00ed v piatok prezent\u00e1ciou zaveden\u00fdch rie\u0161en\u00ed a \u00faspor), ktor\u00e9 sme viedli nieko\u013eko mesiacov. Pr\u00ednosy z jedn\u00e9ho workshopu sa pohybovali medzi 4-6 mil. K\u010d, tak\u017ee tento postup sa osved\u010dil. [8]<br \/>\n[1] http:\/\/sk.wikipedia.org\/wiki\/Kaizen<br \/>\n[2] http:\/\/www.ipaslovakia.sk\/Default.aspx?id=23&amp;sub_id=0<br \/>\n[3] http:\/\/www.ezisk.sk\/822\/KAIZEN&#8211;UCINNY-SPOSOB-ZNIZOVANIA-NAKLADOV-V-PODNIKU_14917.aspx<br \/>\n[4] http:\/\/manazment-kvality.sk\/kaizen\/<br \/>\n[5] http:\/\/www.czkaizen.cz\/index.php?option=com_content&amp;view=article&amp;id=12:kontinualni-zlepovani&amp;catid=1:uvodni-strana<br \/>\n[6] http:\/\/www.antiskola.eu\/referaty\/printer.php?id=25877<br \/>\n[7] http:\/\/www.e.okayama-u.ac.jp\/~kshimizu\/downloads\/iir.pdf<br \/>\n[8]http:\/\/www.autopriemysel.sk\/index.php?option=com_content&amp;task=view&amp;id=159&amp;Itemid=116<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u00davod Ka\u017ed\u00e1 spolo\u010dnos\u0165 sa sna\u017e\u00ed produkova\u0165 v\u00fdrobky v \u010do najvy\u0161\u0161ej kvalite, \u010do najr\u00fdchlej\u0161ie pri najni\u017e\u0161\u00edch n\u00e1kladoch. Ceny vstupov t.j. v\u00fdrobn\u00fd materi\u00e1l, stroje a zariadenia, ceny &hellip; <\/p>\n","protected":false},"author":19,"featured_media":25090,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[62,553],"tags":[],"class_list":["post-9554","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 v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Praktick\u00e1 aplik\u00e1cia Kaizen v konkr\u00e9tnom podniku<\/title>\n<meta name=\"description\" content=\"Hist\u00f3ria Kaizen, N\u00e1stroje zlep\u0161ovania kvality, Kaizen ako met\u00f3da, ako odstr\u00e1ni\u0165 prebytky, straty a nerovnomernos\u0165. 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