Tootmise-sisese tarnetäpsuse tõstmine ettevõtte x näitel

Abstract

Lõputöö eesmärgiks oli ettevõtte X tootmise-sisese tarnetäpsuse tõstmine ning välja tuua kõige suurema mõju ning kõige kiiremini rakendatavamate tootmise-siseste tarnetäpsuse tõstmiste võimalusi parendusettepanekute näol. Lõputöö esimese ja teise eesmärgi saavutamiseks, tootmise-sisese tarnetäpsuse tõstmine ning ettevõte X-i hetkeolukorra kaardistamiseks, rakendas autor protsesside auditi, 5-miksi ning pareto diagrammi meetodid. Mainitud meetodite rakendamine viis järgnevate analüütiliste väljundite väljatöötamiseni: 1. As-is to-be analüüs; 2. põhiprotsesside kaardistus; 3. auditeeritud protsesside esmane prioriteedihinnang; 4. kahe kõige prioriteetsema tootmisraku protsessi vooskeemi kaardistus. Lõputöö tulemuseks oli 8 parendusettepaneku välja toomine, millest 2 oli lõputöö koostamise ajal tootmisesse rakendatud. Ülejäänud kuus parendusettepanekut ei olnud lõputöö vormistamise ajal tootmisesse implementeeritud. Parendusettepanekuteks tõi autor välja: 1. Vähendada valge aja osakaalu planeerimismooduli valemis; 2. Parendada ERP ja planeerimismooduli ühildatavust; 3. Viia sisse rangemad reeglid planeerimismooduli kalkulatsioonide järgimiseks; 4. Printida pakkimisleht alles pärast kvaliteedikontrolli; 5. Vähendada raiskamist töökäskude otsimisel ämbrisüsteemi abil; 6. Eemaldada lõpptarneajad töökäskudelt; 7. Lisada tellimuste kogumi tootmisrakk töömahu ja voo ohjamiseks; 8. Eraldada mõõtu lõigatud ja suurema lisandväärtusega lõiketööd üksteisest. Parendusettepanekute elluviimisel paraneb töövoo liikumine, kiireneb töö alustamise protsess, väheneb WIP-i osakaal ning tõuseb ettevõttesisene tarnetäpsus. Kvantitatiivse analüüsi detailsemat käsitlemist piiras väga suurel määral ERP ja planeerimismooduli funktsionaalsuse puudulikkus. Planeerimismoodul ei olnud täielikult funktsionaalne, et järelduste tulemusi kvantitatiivselt väljendada. Sellest olenemata sai lõputöö autor kvalitatiivsel tasandil rakendatud parendusettepanekute näol kahelt intervjueeritavalt kinnituse, et töö alustamise protsess on kiirem kui varasemalt ning töövoo liikumine paranes. Võttes arvesse lõputöö eesmärgid on autor täitnud oma eesmärgi, tuues välja 8 parendusettepanekut, kuidas tootmise-sisest tarnetäpsust tõsta ettevõtte X näitel ning kaardistades ettevõte X-i hetkeolukorra. Lõputöö järeldused ja parendusettepanekud on ettevõttele X edastatud, mis moodustas põhja edasiste analüüside toetamiseks.

Delivery reliability is more important than ever in business-to-business supply chains. Accurate delivery helps ensure the sustainability of a high-mix low-volume manufacturing company in a highly competitive market. The QRM production strategy is a time-based strategy that helps shorten the internal production lead time. The topic of the thesis is improving delivery accuracy within production using the example of company X. The main goal of the thesis was to increase the internal OTD of the company X, to identify the most impactful and fastest-implementable internal delivery accuracy improvement opportunities in the form of improvement proposals. The author of the thesis applied the methods of process audit, 5-why’s and pareto diagram to achieve this goal. The application of the mentioned methods led to the development of the following analytical outputs: 1. As-is to-be analysis; 2. mapping of the main processes; 3. initial priority assessment of audited processes; 4. mapping of the process flow diagrams of the two highest priority production cells. The content of the thesis consists of three parts. First, the theoretical part which provides the basis and structure to support the thesis topic, methods, and analysis. The theoretical part of the thesis becomes increasingly narrow, starting with the importance of on-time delivery in the supply chain. Theoretical part culminates by arriving at a strategy theory that supports the solution of the problem, in the form of QRM strategy, taking into account the specifics of company X. In the second part, the author covers the practical part of the thesis, which was mainly divided into an introduction to company X, research methods, and a mapping of the company's current situation. To determine the current situation, the author began with a process audit and mapping to determine the sequence in which orders move through the production. The author also reviewed data of external OTD from the year 2024 to understand what company X's delivery accuracy level at the time was. In the third part, the author outlined the conclusions of the thesis and brought out eight improvement proposals. Two improvement proposals were implemented in production during the making of the thesis. The remaining six proposals have not been implemented during the time the thesis was made. The improvement proposals were based on both the theoretical part and the analysis which was carried out in the practical part. The author proposed the following improvement suggestions for company X: 1. Reduce the white space time in the planning module formula; 2. improve the compatibility of ERP and planning module; 3. introduce stricter rules for following the planning modules calculations; 4. print the packing list out only after quality control has taken place in; 5. reduce the time it takes to find new work instruction by implementing a bucket system; 6. remove final dispatch dates from the work instruction; 7. add order pool production cell to manage work capacity and workflow; 8. separate cut-to-size and higher value-added cutting jobs from each other. Taking into account the objective of the thesis, the author has fulfilled his goal by finding 8 improvement proposals on how to increase the internal OTD accuracy using the example of company X. When implementing the improvement proposals, the workflow movement improves, work initiation process speeds up, WIP rate decreases and the internal OTD improves. The quantitative analysis was limited to a great extent by the inadequacy of the ERP and planning modules functionality. The planning module was not fully functional to express the results of the conclusions quantitatively. Despite this, the author of the thesis received confirmation from two interviewees in the form of qualitatively implemented improvement proposals that the work starting process is faster than before and the workflow has improved. Taking into account the objectives of the thesis, the author has fulfilled his goal by identifying 8 improvement proposals on how to increase the delivery accuracy within production using the example of company X and by mapping the current situation of the company X. The conclusions and improvement proposals of the thesis have been forwarded to company X, which formed the basis for supporting further analyses.