Öneri sistemleri ve grup çalışma yazılımı kullanılarak yapılan bir uygulama
Başlık çevirisi mevcut değil.
- Tez No: 75492
- Danışmanlar: DOÇ. DR. ALPASLAN FIĞLALI
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 122
Özet
ÖZET Günümüzün rekabet ortamında birçok işletmenin işgücü devir oranı büyük rakamlara ulaşmıştır. Çalışanlar, kendilerini önemli hissettikleri bir çalışma ortamı istemektedirler. Çalıştıkları işletmede fikirlerine değer verildiğini görmek istemektedirler. Bu çalışma, temel olarak işgücü katılımı konusunda detaylı bir uygulamayı içermektedir. Öneri Sistemi, Toplam Kalite Yönetimi'nin temel faaliyetlerinden olan Kaizen'in en çok tartışılan konularındandır. Mevcut bir sisteme Kaizen uygulayabilmek için her işletmenin kendine özgü bir öneri sistemi olduğunu anlamak gerekir. Sistem, işletmenin çalışma şekline bağımlıdır. Bu yüzden, etkin bir çözüm, işletmenin hem bugünkü durumunu desteklemeli, hem de gelecekteki ihtiyaçlarına cevap verebilmelidir. Öneri sistemi, çalışanlarda gizli kalan büyük miktardaki bilgi ve yeteneğin işletme içinde uygulanmasına yardımcı olur. Genellikle bir işletmenin çalışanları, işletmenin gelişmesini isterler ve fırsat verilirse bu amaca yönelik çaba sarfederler. Fakat önerilerine ihtiyaç olmadığını hissederlerse katkı istekleri ve gayretleri son bulur. Küçük işletmelerde dahi büyük miktarda iyi öneri ve gelişme olanakları bulunabilir. Fakat burada önemli olan, her öneri sahibinin kayda alınmasıdır. Bunu etkin bir şekilde yapmak, öneri takibini ve değerlendirmesini kolaylaştıracak otomasyona dayalı bir çözümü gerektirir. Öneri sistemini destekleyen sistem, prosesi mümkün olan her noktada otomatize etmelidir. Bu çalışmada örnek bir sistem ele alınmıştır. Üzerinde gerekli değişiklikler yapılmış ve bir Grup Çalışma Yazılımı (Groupware) kullanılarak otomatize edilmiştir. Böylece öneri formlarının takibi kolaylaşmaktadır. Öneri sunumu ve değerlendirilmesi dahil olmak üzere tüm faaliyetler ağ ortamında bilgisayar kullanarak gerçekleştirilmektedir. Grup Çalışma Yazılımının ve dolayısıyla uygulamanın kullanımı oldukça basittir. Bu ortam konusunda bilgisi olmayan çalışanlar dahi formlarım kolaylıkla sunabilirler. Kullanılan Grup Çalışma Yazılımı, diğer uygulamalarla bilgi paylaşımına olanak vermektedir. Farklı platformlarda çalışabilmektedir. Ayrıca yerel ağ (LAN) ve geniş alan ağlan (WAN) gibi farklı iletişim kanallarım kullanabilmektedir. Özellikleri, herhangi bir veri tabam olmaktan öte, sistem yöneticisini yönetimden çok sistem amaçlarına odaklamaya yöneliktir. Sonuç olarak, sistem, hem işverenin hem de çalışanların lehine olacak etkin kararların alınmasına yardımcı olacaktır. XI
Özet (Çeviri)
SUMMARY SUGGESTION SYSTEMS AND AN APPLICATION DEVELOPED BY USING A GROUPWARE In today's competitive environment, employee turnover rates reach to tremendous percentages in many companies. This situation leads companies to certain problems, like finding qualified employees in short times. Problems are not solved only by finding them. The current system must be introduced to new-comers and wait for them to get used to their new working environment. These inefficient hours, or sometimes days, may be a waste of time, because they do not guarantee that these employees will work for a long time and be advantageous for the company. If we look from the employees' point of view, changing jobs is not a healthy way of earning their lives. It is not easy to become adapted to a new environment in a short time. But they are trying to find a better working environment in which they feel themselves important. They want to see that their thoughts are valuable for their company. Many applications have been implemented to make the employers and the employees more satisfied with the work done. The common point of these applications is employee involvement. This thesis includes a detailed application which is totally based on employee involvement. It is examined in the frame of Total Quality Management. Employee involvement is an old idea constantly being revitalized by organizations and new generations of practitioners throughout the world. In the United States the oldest documented system of formal employee involvement is Eastman Kodak company's employee suggestion system, established in 1898. During World War II, 35 suggestion system administrators met in the Chicago offices of United Airlines and founded the National Association of Suggestion Systems (NASS), now known as the Employee Involvement Association (EIA). Today, more than 6,000 formal employee involvement systems are known to have existed and continue to evolve in other countries throughout the world. EIA's international membership and outreach has facilitated opportunities for administrators from all nations to benefit from the experience and techniques being harvested world-wide. At the fiftieth anniversary celebration in 1992, the current name“Employee Involvement Association”was adopted to reflect the increasing acceptance of the perpetual and world-wide evolution of suggestion systems to involve employees in enterprises of all types. XllIf we look in a broader sense, suggestion system applications are included within Total Quality Management. Suggestion system is one of the most frequently discussed aspects of Kaizen, which is the basic activity of Total Quality Management. To be able to do Kaizen on an existing system, it is important to understand that each company has its own type of suggestion system. It is inherently dependant on the way the organization operates, and thus an effective solution must be able to support to the system as it is today, and should respond to fixture needs as the system matures. There exists tremendous untapped knowledge and ability within the employees. Suggestion system helps them put it to work for the organization. The complimentary relationship of suggestion systems with Total Quality can be observed in many elements of these systems. Both of them accepts the value of recognition as a motivator. They must be compatible with organizational culture, corporate mission and business strategy. A modular training program for managers, administrators and evaluators should be held. They encourage creativity - working smarter not harder. The suggestion system is an opportunity to network with other organizations and to benchmark activities with other companies. It is the best practice advice on all aspects of ideas management. Building a suggestion system means enabling a system to benefit from its own continuous improvement program. In this application, an existing system is taken as an example. It is automated by using a groupware and changes are done according to the needs. By this way, tracking suggestion documents is simplified. The groupware used is capable of sharing information with other applications. It can work on different platforms like WindowsNT, Novell, Windows95, MacSys, Unix and some others. The machines with different platforms can communicate with each other with the help of protocols, like IPX/SPX, NetBIOS, TCP/IP, AppleTalk, Banyan, etc... They can also communicate by using different communication types, like Local Area Network (LAN), routed or bridged Wide Area Network (WAN), and dial-up. In a suggestion system, the incoming opportunities for improvement, issues and good ideas are quite simply the fuel for continuous improvement. It is through addressing these aspects that costs are cut, products and customer service enhanced, and the operating environment of the organization is improved to optimize productivity. With an effective suggestion system people can ensure that no suggestion, opportunity for improvement, or good idea is overlooked and this can greatly assist in identifying what areas you need to focus on when formulating your improvement strategy. With a well run suggestion system, everyone can play his or her part in making a better organization. The application in this thesis is developed according to these aspects. The owners can search their suggestions' situations. They can see at which step of approval their suggestions are, or the rewards they get, simply by selecting the appropriate views. They can also see the detailed results if their suggestions are not approved. There are three major types of company systems: (1) Individual suggestion systems and no Quality Control circles; (2) Quality Control circles and no individual suggestion systems; and (3) Quality Control circles and individual suggestion systems. These systems must be compatible with each other, and with other systems Xlllin the company. A company's total system for Kaizen must always be held in perspective, and equal attention must be paid to the process and the results. The developed application is of the third type, but mostly focused on the individual suggestion system. One alternative of the suggestion systems is Employee Driven Suggestion System. It is a modern-day employee suggestion system that takes the spirit of the traditional suggestion system and adapts it to a Total Quality environment. In this system the employees drive their own ideas to completion. The traditional system focuses on financial rewards and bottom-line savings to the company. Consequently, small ideas that bring small savings and small employee rewards go unsubmitted or unimplemented. In an Employee Driven Suggestion System, the focus is on employee involvement. Small ideas are suggested and implemented, and the small, continuous improvements build on one another. A second problem with traditional systems is that they usually limit participation to hourly employees. Salaried employees are already paid to think and therefore are not eligible for rewards. Hourly employees are not expected to think, so they need to be rewarded when they do. Also, in a traditional system, there's little or no involvement by the owners in implementing their idea. In an Employee Driven Suggestion System, employees are personally responsible for the implementation of their ideas after approval. Employee Driven Suggestion System expects everyone to think and rewards employees primarily with the satisfaction of involvement. This is different from the traditional system's method of“buying ideas”from employees. The application in this thesis can be accessed by all the employees in the company according to their access levels, if they have user accounts on the Notes server. Everyone can easily understand and adapt to the groupware application. There are two ways to handle the results of suggestion systems. The first is to reward people monetarily for their financial contribution to the company, and the second is to recognize people for their efforts in making improvement. Western companies tend to reward for results quite frequently, but do not pay much attention to the efforts people put into their Kaizen process. The Japanese, on the other hand, think it is important to promote small improvements that focus on improving one's own work area. Safety is first, then quality, productivity, and others. To do this, small rewards are generally given for every suggestion that has been implemented. This is done quickly so employees see the result of their effort right away. Perhaps as much as 99 percent of the suggestions do not have much economic impact on their own, but they do collectively. Any idea is good even if it saves a fraction of a second in process time especially since those fractions add up. There is a different focus in individual suggestion systems than in Quality Control Circles. A suggestion system generally tries to tap the individual's understanding of his/her own job. This can be enhanced by making employees much more aware of wastes or inefficiencies. XIVRecognition of Quality Control Circles is usually done by awarding gold, silver, or bronze medals to teams which meet the proper process-oriented criteria. Each element is assigned a certain number of points (total of 100), and the teams scoring the most points win the medals. Number of meetings, participation rate, number of intermediate reports, the extent that company policy was used in selecting projects, originality of approach, uniqueness of presentation, standardization and prevention of a problem's recurrence, and amount of money saved are examples to these elements. Other kinds of recognition are given by managers and executives sitting in and observing a Quality Control Circle meeting. It is important, however, that managers and executives do not participate in the meeting; otherwise the team will be too controlled. After a project is complete, it is expected that a Quality Control Circle will make at least one management presentation. Another kind of recognition is to have the Quality Control Circle activities revolve around a sports theme; this is where the gold, silver, and bronze medal ideas are from. In the developed application, suggestions are grouped into four to make it easy to award them: a. Suggestions whose benefits can be calculated. b. Suggestions about health and safety of the employees. c. Suggestions whose benefits can not be calculated but seem to be advantageous. d. Suggestions to which special rewards are given for inspiration. The reward of the first type is calculated as 10% of the annual profit gained by this profit. If the suggestion is of the second type, points are given to the suggestion on different categories: a. Points deserved according to the probability of occurrence of an accident b. Points deserved according to the rigorousness of the accident c. Points deserved according to the effects of an accident d. Points deserved according to the type of the accident Finally, the points are summed up and the reward is calculated. The third type suggestions are also given points according to some properties: a. Points deserved according to the area of benefit b. Points deserved according to the originality and the quality of the suggestion c. Points deserved according to the number of people who will be affected by this suggestion Again, points are summed up and the amount of the reward is calculated according to this summation. If the suggestion is of the fourth type, the amount of the reward can be directly entered. XVThe groupware used offers the most comprehensive system for supporting systems available. Its features takes it far beyond“just another database”allowing the system manager to focus much more on the aims of the system and much less on administration. Full participation to the system is generally unrealistic goal. In fact, most Japanese companies feel excellence is attained when participation includes a third of employees highly involved, a third slightly involved, and a third uninvolved. Members of an organization, in the main, want to see that organization flourish and when given the opportunity will endeavor to contribute to that goal. If however, their perception is that their suggestions, good ideas and opportunities for improvement are not needed, then their drive to contribute will wane dramatically. In even a small organization the volume of suggestions, opportunities for improvement, and good ideas can be large but it is vital that the raiser of each one is regularly notified of its progress. To achieve this effectively requires an automated solution to manage the tracking and progress of each individual suggestion submitted to the system. The suggestion system support system must be able to embody the way that the system operates and to automate that process wherever possible. Considering this important factor, the application is developed to work in an automated environment. All activities, including suggestion submitting and evaluation, are done in network environment by using computers. The software, and so the application, is easy to use. Even the most novice users can submit forms. Powerful reports can be produced to help for effective decisions. To be successful with the suggestion system, evaluators should be balanced in their approach to process as well as results. They should not suspend their judgement when the people are showing their improvement projects. Their actions and practices should match their Kaizen principles. The system should be integrated with other improvement systems in the company. In summary, the key to a highly effective Suggestion System is the ability to manage large volumes of suggestions in a way that ensures that every raiser feels they are receiving a“personal service”, ensures that no suggestion is overlooked or 'lost in the confusion“, and readily provide up-to-date management information. It contains all the mechanisms needed to achieve this elegantly, efficiently, and cost effectively. To effectively utilize the suggestion system, this Kaizen saying must be remembered: ”When there is no perceived problem, there can be no improvement." XVI
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