Збірники наукових праць ЦНТУ

Стаття присвячена розгляду передумов впровадження системи «шодзінка» – однієї з важливих складових системи бережливого виробництва, яка дозволяє створити значні переваги в конкурентній боротьбі та досягати поставлених стратегічних цілей. Розглянуті питання впровадження потоку одиничних виробів на окремих українських машинобудівних підприємствах. З’ясовано, що таке впровадження можливе, якщо будуть забезпечені необхідні умови для професійного розвитку персоналу. Це дозволить активно нагромаджувати та використовувати досвід і професійні вміння кваліфікованого персоналу для успішної реалізації однієї з базових організаційних складових системи бережливого виробництва - системи регульованого потоку. The aim of our work was researching the problems of implementing a regulated flow on Ukrainian machine-building plants. Literature sources (mainly Japanese) as well as practical experience accumulated on Ukrainian enterprises have been analyzed. It has been substantiated that human resource management methods on Ukrainian facilities are completely different from Japanese. First of all, conditions for high-quality technological procedures created during the norm-setting process are completely different. Japanese rate-setters (e.g. on Toyota enterprise) establish the time amount (norm) required for certain operations and demonstrate how each operation should be performed. The main aim of a rate-setter on a Japanese enterprise is to achieve the highest quality of performance. Ukrainian rate-setters estimate the norm based on the desire to increase the performance productivity, which prevents achieving a high quality of production. Experienced and highly-skilled workers are in great value at Toyota enterprises and create all the necessary conditions for effective and productive work which include their physical and mental conditions are created. Every operation is planned based on the estimation of effort that should be applied by every worker, as well as maintaining just rewards for the amount of work, payment, and shift assignment. It stimulates workers to master several professions and creates conditions for multiprocessing of mills, and therefore - implementing a regulated flow. It has been discovered that enterprises of Kropyvnytskyi region possess a high level of employee turnover, even considering the high level of unemployment in Ukraine. This situation proves an unsatisfactory conditions and low payment, and does not stimulates workers to master multiprocessing performance, which therefore does not create favorable conditions for the creation of a regulated flow - an important part of lean production. It has been substantiated that complete implementation of such system would benefit the strategic situation of Ukrainian machine-building enterprises. Chief executive officers should alter their approach to forming the corporate culture of an enterprise, stimulating efforts of highly qualified and experienced workers and creating advantageous conditions for their professional growth.

Стаття присвячена особливостям впровадження системи організації виробництва, відомої як «бережливе виробництво», на українських машинобудівних підприємствах. Проаналізовані недоліки впровадження деяких важливих положень, сформульованих авторами даної концепції. Обгрунтовано необхідність врахування певних особливостей українських економічних реалій. The aim of the research is correct realization of some major ideas lying in the basis of the “lean production” organization system at Ukrainian machine-building plants and taking into consideration Ukrainian reality. The analyzed Ukrainian machine-building plant use expensive modern processing centers instead of universal equipment. The usage of these processing centers allows to reduce the duration of production time (cycle), but increases technological prime price significantly even taking into account the fact that WIP increases in the latter case. The usage of heavy vehicles and human resources differs in Ukrainian and Japanese enterprises since the cost of the vehicles’ usage and human work is very different. The research proves that implementation of this system at Ukrainian machine-building plants doesn’t always take into consideration the main regulations of the lean production.

Збірники наукових праць ЦНТУ

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