The effects of lean management and digitalization on corporate processes
| Szerző: | |
|---|---|
| További közreműködők: | |
| Dokumentumtípus: | TDK dolgozat |
| Kulcsszavak: | digitalizáció kanban lean alapelvek logisztikai rendszer vállalati folyamatok |
| Online Access: | http://dolgozattar.uni-bge.hu/60524 |
| Kivonat: | The transformation of a product from raw materials to a finished good available to consumers involves a complex and carefully coordinated process. Companies often encounter inefficiencies in their processes, which the lean manufacturing approach aims to address by eliminating waste and streamlining workflow. This study aims to discover how lean philosophy translates to real-life situations. This case study focuses on the practical application of lean principles and digitalization in the production of a pharmaceutical company. First, multiple efficiency tools and existing studies were reviewed to understand how the philosophy translates to reality. Next, an in-depth interview was conducted with the Continuous Improvement Manager, and a project is introduced which aims to improve process efficiency and production flow of the case study.A case that could occur in other companies as well is analysed, which began when the production team faced an inevitable breakdown due to accumulated existing work. To clarify the prioritization of tasks, they implemented a digital Kanban system, which streamlined the workflow.Priority numbers were assigned to batches based on expiry date, product value, profit margin and market size, thereby „ranking” batches based on urgency and value.While the project did not yield strong qualitative results, significant qualitative improvements were observed. During the test phase, a small number of employees were involved, however, the rest of the production team voluntarily joined in the use of the system, reflecting on its practicality and near instant acceptance. Eventually the backlog also reduces.The study focuses on the reception of this new system. To assess employee attitudes and experiences, a structured interview was conducted with production workers, focusing on their understanding of the system, its effects on workflow, communication, and overall employee satisfaction. A structured observation was made when visited the factory and an in-depth interview carried out with the lean manager. This study demonstrates that lean tools, when properly implemented, can bring measurable benefits for companies, and beside thatboth the management team and the employees could have a higher level of satisfaction. Future improvements may include a further refinement of the system by integrating the workers expertise into task priorization. |
|---|