{"id":4901,"date":"2017-11-09T08:29:06","date_gmt":"2017-11-09T08:29:06","guid":{"rendered":"https:\/\/www.unity.si\/knowledge-loss-unscheduled-downtime\/"},"modified":"2021-03-17T07:29:06","modified_gmt":"2021-03-17T07:29:06","slug":"strata-znalosti-neplanovane-prestoje","status":"publish","type":"post","link":"https:\/\/rewo.io\/sk\/knowledge-loss-unscheduled-downtime\/","title":{"rendered":"rie\u0161enie straty znalost\u00ed kvalifikovanej pracovnej sily a nepl\u00e1novan\u00fdch prestojov"},"content":{"rendered":"

Najnov\u0161ie v\u00fdskumy ukazuj\u00fa, \u017ee nepl\u00e1novan\u00e9 prestoje s\u00fa v s\u00fa\u010dasnosti st\u00e1le nevyrie\u0161enou h\u00e1dankou, ktor\u00e1 v\u0161ak ur\u010dite stoj\u00ed za vyrie\u0161enie. Viac ako osem z desiatich organiz\u00e1ci\u00ed<\/strong> boli ovplyvnen\u00e9 aspo\u0148 jeden nepl\u00e1novan\u00fd v\u00fdpadok<\/strong> t\u00fdkaj\u00face sa ich strojov\/akt\u00edv za posledn\u00e9 tri roky. V priemere organiz\u00e1cie za\u017eili po\u010das tohto obdobia dve epiz\u00f3dy.<\/p>\n\n\n\n

Poradcovia v oblasti prestojov tvrdia, \u017ee takmer ka\u017ed\u00e1 tov\u00e1re\u0148 str\u00e1ca najmenej 5% svojej produktivity<\/strong> z d\u00f4vodu prestojov a mnoh\u00ed stratia a\u017e 20%. To je samo o sebe dos\u0165 triezve. Ale e\u0161te hor\u0161ie je, \u017ee 80% spolo\u010dnost\u00ed nedok\u00e1\u017ee spr\u00e1vne vypo\u010d\u00edta\u0165 svoje skuto\u010dn\u00e9 n\u00e1klady na prestoje. Niektor\u00e9 z nich s\u00fa ich podhodnotenie a\u017e o 300%<\/strong>! To znamen\u00e1 stratu ve\u013ek\u00e9ho zisku - bez toho, aby ste si uvedomili z\u00e1va\u017enos\u0165 probl\u00e9mu, alebo dokonca bez schopnosti ho pl\u00e1nova\u0165 \u010di zoh\u013eadni\u0165.<\/p>\n\n\n\n

Ko\u013eko stoja prestoje vo v\u00fdrobe?<\/strong><\/h2>\n\n\n\n

Bolo by nespr\u00e1vne zamera\u0165 sa len na finan\u010dn\u00e9 d\u00f4sledky tak\u00fdchto epiz\u00f3d, ale \u010d\u00edsla s\u00fa ohromuj\u00face, \u0165a\u017eko ich ignorova\u0165 a s\u00fa in\u00e9 ako udr\u017eate\u013en\u00e9. Pod\u013ea najnov\u0161\u00edch \u00fadajov z v\u00fdskumu (febru\u00e1r 2016) sa priemern\u00e9 n\u00e1klady na nepl\u00e1novan\u00e9 prestoje s\u00fa $260 000 za hodinu.<\/strong> Toto \u010d\u00edslo je e\u0161te zar\u00e1\u017eaj\u00facej\u0161ie, ak vezmeme do \u00favahy d\u013a\u017eku trvania t\u00fdchto v\u00fdpadkov - v priemere trvali nepl\u00e1novan\u00e9 v\u00fdpadky, ktor\u00e9 organiz\u00e1cie respondentov za\u017eili za posledn\u00e9 tri roky, \u0161tyri hodiny. To sa rovn\u00e1 v priemere $1 040 000 za jeden v\u00fdpadok. Nemuselo v\u0161ak \u00eds\u0165 nevyhnutne len o jeden v\u00fdpadok - v priemere sa vyskytli dve epiz\u00f3dy, \u010do znamen\u00e1, \u017ee tieto n\u00e1klady sa m\u00f4\u017eu zdvojn\u00e1sobi\u0165 na $2 080 000 za posledn\u00e9 tri roky<\/strong>.<\/p>\n\n\n\n

Automobilov\u00fd priemysel je vynikaj\u00facim pr\u00edkladom n\u00e1kladov na prestoje. V roku 2006 ved\u00faci pracovn\u00edci automobilov\u00e9ho priemyslu v Spojen\u00fdch \u0161t\u00e1toch odhadovali n\u00e1klady na prestoje v\u00fdrobn\u00fdch liniek na pribli\u017ene $22 000 za min\u00fatu alebo $1,3 mili\u00f3na za hodinu<\/strong>. Niektor\u00e9 odhady hovorili a\u017e o $50 000 za min\u00fatu.<\/p>\n\n\n\n

Men\u0161\u00ed v\u00fdrobcovia s\u00edce neprich\u00e1dzaj\u00fa o tieto z\u00e1vratn\u00e9 sumy, ale \u010delia rovnak\u00e9mu probl\u00e9mu v men\u0161om rozsahu. A je pre nich ve\u013emi d\u00f4le\u017eit\u00e9, aby vedeli, s \u010d\u00edm sa stret\u00e1vaj\u00fa.<\/p>\n\n\n\n

Ak\u00e9 s\u00fa skuto\u010dn\u00e9 n\u00e1klady na prestoje?<\/strong><\/h2>\n\n\n\n

Prest\u00e1vka je jednoducho obdobie, po\u010das ktor\u00e9ho stroje alebo zariadenia nefunguj\u00fa a v\u00fdroba je zastaven\u00e1. M\u00f4\u017ee to by\u0165 sp\u00f4soben\u00e9 v\u00fdpadkom elektrickej energie, poruchou strojn\u00e9ho zariadenia, nehodou na linke a podobne. Skuto\u010dn\u00e9 n\u00e1klady spolo\u010dnosti na prestoje (true downtime costs, TDC) predstavuj\u00fa celkov\u00e9 zmaren\u00e9 n\u00e1klady na podporu podniku a straten\u00e9 obchodn\u00e9 pr\u00edle\u017eitosti, ktor\u00e9 vznikli po\u010das pozastavenia v\u00fdroby, ako aj zdroje potrebn\u00e9 na \ufb01x\u00e1ciu pr\u00ed\u010diny prestoja. Vo v\u0161eobecnosti sa prestoje delia do dvoch kateg\u00f3ri\u00ed: hmotn\u00e9 a nehmotn\u00e9.<\/p>\n\n\n\n

Hmatate\u013en\u00e9 n\u00e1klady na prestoje<\/em><\/strong><\/h3>\n\n\n\n

Hmotn\u00e9 n\u00e1klady na prestoje sa daj\u00fa pomerne \u013eahko vy\u010d\u00edsli\u0165. Na za\u010diatok je tu ten najzrejmej\u0161\u00ed: strata produkcie<\/strong>. Ka\u017ed\u00e1 min\u00fata prestoja je min\u00fatou, ke\u010f spolo\u010dnos\u0165 nevytv\u00e1ra produkt, ktor\u00fd prispieva k zisku.<\/p>\n\n\n\n

S\u00favisiacimi hmotn\u00fdmi n\u00e1kladmi s\u00fa straten\u00e1 kapacita<\/strong>. Ke\u010f z\u00e1vod pracuje na pln\u00fa kapacitu, m\u00f4\u017ee by\u0165 potrebn\u00e9, aby sa podnik roz\u0161\u00edril - aby zamestnal viac \u013eud\u00ed, k\u00fapil viac strojov at\u010f., \u010do v\u0161etko stoj\u00ed peniaze. Zn\u00ed\u017eenie prestojov vytv\u00e1ra dodato\u010dn\u00e9 pr\u00edjmy, ktor\u00e9 sa m\u00f4\u017eu pou\u017ei\u0165 na vybudovanie \u010fal\u0161ej kapacity; prestoje t\u00fato mo\u017enos\u0165 roz\u0161\u00edrenia kapacity zni\u017euj\u00fa.<\/p>\n\n\n\n

Hmatate\u013en\u00e9 n\u00e1klady na prestoje zah\u0155\u0148aj\u00fa aj priama pr\u00e1ca<\/strong>. Po\u010das prestojov s\u00fa zamestnanci st\u00e1le v pr\u00e1ci, tak\u017ee spolo\u010dnos\u0165 vyr\u00e1ba menej pri rovnakom mno\u017estve pr\u00e1ce a rovnak\u00fdch n\u00e1kladoch. Prestoje tie\u017e od\u010derp\u00e1vaj\u00fa \u010das mechanikov a technikov, ktor\u00ed s\u00fa n\u00faten\u00ed hasi\u0165 (obrazne povedan\u00e9) po\u017eiare namiesto toho, aby svoj \u010das vyu\u017eili na trval\u00e9 opravy a vylep\u0161enia zariadenia.<\/p>\n\n\n\n

Nehmotn\u00e9 n\u00e1klady na prestoje<\/em><\/strong><\/h3>\n\n\n\n

Neuchopite\u013enej\u0161\u00edm aspektom skuto\u010dn\u00fdch n\u00e1kladov na prestoje s\u00fa nehmotn\u00e9 n\u00e1klady. Nehmotn\u00e9 n\u00e1klady sa \u0165a\u017e\u0161ie kvantifikuj\u00fa, ale \u010dasto m\u00f4\u017eu by\u0165 pre spolo\u010dnos\u0165 celkovo n\u00e1kladnej\u0161ie.<\/p>\n\n\n\n

Tu je pr\u00edklad. Prest\u00e1vka ovplyv\u0148uje schopnos\u0165 reagova\u0165<\/strong>; menej prestojov umo\u017e\u0148uje spolo\u010dnosti lep\u0161ie reagova\u0165, \u010do jej umo\u017e\u0148uje efekt\u00edvnej\u0161ie uspokojova\u0165 z\u00e1kazn\u00edkov.<\/p>\n\n\n\n

A potom je tu stres<\/strong>. Zv\u00fd\u0161en\u00e9 prestoje sp\u00f4sobuj\u00fa stres strojom aj zamestnancom. Ka\u017ed\u00fd \u010dlovek pod\u00e1va najlep\u0161\u00ed v\u00fdkon v prostred\u00ed bez stresu - stres, ktor\u00fd prestoje sp\u00f4sobuj\u00fa, br\u00e1ni zamestnancom spolo\u010dnosti fungova\u0165 \u010do najefekt\u00edvnej\u0161ie.<\/p>\n\n\n\n

Prestoje m\u00f4\u017eu tie\u017e zn\u00ed\u017ei\u0165 inov\u00e1cie<\/strong>. Ke\u010f s\u00fa v\u0161etci vystresovan\u00ed a dobiehaj\u00fa, neprich\u00e1dzaj\u00fa s vynikaj\u00facimi inovat\u00edvnymi n\u00e1padmi, ktor\u00e9 by mohli zn\u00ed\u017ei\u0165 n\u00e1klady alebo zv\u00fd\u0161i\u0165 produktivitu zamestnancov. Tieto nehmotn\u00e9 n\u00e1klady, hoci sa ove\u013ea \u0165a\u017e\u0161ie vy\u010d\u00eds\u013euj\u00fa ako hmotn\u00e9, ovplyv\u0148uj\u00fa v\u00fdkonnos\u0165 spolo\u010dnosti rovnako negat\u00edvne.<\/p>\n\n\n\n

Hlavn\u00e9 pr\u00ed\u010diny prestojov<\/strong><\/h2>\n\n\n\n

D\u00e1 sa poveda\u0165, \u017ee existuje ve\u013ea potenci\u00e1lnych pr\u00ed\u010din nepl\u00e1novan\u00fdch prestojov. Pod\u013ea novej glob\u00e1lnej \u0161t\u00fadie spolo\u010dnosti Vanson Bourne respondenti, ktor\u00fdch organiz\u00e1cia za\u017eila v\u00fdpadok v posledn\u00fdch troch rokoch, 46% hl\u00e1si, \u017ee do\u0161lo k zlyhaniu hardv\u00e9ru <\/strong>alebo porucha zohrala \u00falohu, zatia\u013e \u010do 40% uv\u00e1dza zlyhanie softv\u00e9ru<\/strong> alebo porucha. To v\u0161ak nie s\u00fa jedin\u00e9 obavy - pre\u0165a\u017eenie (29%)<\/strong>, chyba pou\u017e\u00edvate\u013ea (17%)<\/strong>, naru\u0161enie bezpe\u010dnosti (14%)<\/strong>, a vlhkos\u0165 (11%)<\/strong> v\u0161etci v ur\u010ditom momente zohrali svoju \u00falohu, \u010do dokazuje, \u017ee je potrebn\u00e9 pokry\u0165 mnoho z\u00e1kladov. Na\u0161\u0165astie sa im vo v\u00e4\u010d\u0161ine pr\u00edpadov d\u00e1 pred\u00eds\u0165 pou\u017eit\u00edm vhodn\u00fdch n\u00e1strojov.<\/p>\n\n\n\n

Prestoje v priemysle 4.0 neprich\u00e1dzaj\u00fa do \u00favahy<\/strong><\/h2>\n\n\n\n

Priemysel 4.0 (ako \u0161tvrt\u00e1 modern\u00e1 priemyseln\u00e1 revol\u00facia) je to, \u010do niektor\u00ed naz\u00fdvaj\u00fa s\u00fa\u010dasnou vlnou \u201cdigit\u00e1lneho prepojenia produktu, procesu a tov\u00e1rne z\u00e1kazn\u00edka pomocou nov\u00fdch technol\u00f3gi\u00ed\u201d. (Ak v\u00e1s to zauj\u00edma, prvou bola \u201c\u0161t\u00edhla revol\u00facia\u201d v 70. rokoch 20. storo\u010dia, druhou bol fenom\u00e9n outsourcingu v 90. rokoch 20. storo\u010dia a tre\u0165ou bol n\u00e1stup automatiz\u00e1cie v roku 2000). Automobilov\u00fd a bankov\u00fd priemysel, aby sme vymenovali aspo\u0148 dva, prijali t\u00fato zmenu.<\/p>\n\n\n\n

D\u00f4le\u017eitou s\u00fa\u010das\u0165ou priemyslu 4.0 bude zachovanie komplexn\u00fdch prepojen\u00fdch \u010dl\u00e1nkov re\u0165azca. Ke\u010f jeden \u010dl\u00e1nok vypadne, cel\u00e1 re\u0165az sa pretrhne.<\/strong> O astronomick\u00fdch n\u00e1kladoch na prestoje sme u\u017e hovorili. V z\u00e1vislosti od odvetvia m\u00f4\u017ee v\u00fdpadok v\u00fdroby st\u00e1\u0165 spolo\u010dnos\u0165 a\u017e $200 000 za hodinu.<\/p>\n\n\n\n

Ale to nie je ni\u010d v porovnan\u00ed s t\u00fdm, \u010do bude v bl\u00edzkej bud\u00facnosti. Priemysel 4.0 exponenci\u00e1lne zr\u00fdchli v\u00fdrobu. To znamen\u00e1, \u017ee bude exponenci\u00e1lne drah\u0161ia, ke\u010f sa v\u0161etko zastav\u00ed kv\u00f4li elektrickej poruche jedn\u00e9ho stroja.<\/p>\n\n\n\n

Tak\u017ee to bude je nevyhnutn\u00e9 ma\u0165 po ruke pracovn\u00edkov, ktor\u00ed dok\u00e1\u017eu okam\u017eite odstr\u00e1ni\u0165 poruchy.<\/strong> a r\u00fdchlo obnovi\u0165 prev\u00e1dzku strojov.<\/p>\n\n\n\n

Odliv mozgov<\/strong><\/h2>\n\n\n\n

Zn\u00ed\u017eenie prestojov je samozrejme k\u013e\u00fa\u010dom k dobr\u00fdm v\u00fdsledkom. Aby sa predi\u0161lo prudk\u00e9mu n\u00e1rastu celkov\u00fdch n\u00e1kladov na prestoje (TDC), je nevyhnutn\u00e9, aby osoby zodpovedn\u00e9 za \u00fadr\u017ebu udr\u017eiavali zariadenia v bezporuchovom chode. Ak d\u00f4jde k prestojom (\u010do sa nevyhnutne st\u00e1va), zamestnanci by mali by\u0165 schopn\u00ed r\u00fdchlo a bezpe\u010dne opravi\u0165 stroje, \u010d\u00edm sa zn\u00ed\u017eia celkov\u00e9 TDC. \u010c\u00edm menej prestojov spolo\u010dnos\u0165 m\u00e1, t\u00fdm je jej v\u00fdroba efekt\u00edvnej\u0161ia. Ma\u0165 zamestnancov, ktor\u00ed s\u00fa vy\u0161kolen\u00ed na posudzovanie a odstra\u0148ovanie probl\u00e9mov, je rozhoduj\u00facim aspektom zni\u017eovania prestojov.<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Starn\u00faci kvalifikovan\u00ed pracovn\u00edci<\/strong><\/h2>\n\n\n\n

V\u00fdrobcovia v\u0161ak \u010doskoro narazia na ve\u013ek\u00fd probl\u00e9m: strata kvalifikovanej pracovnej sily<\/strong>. Za posledn\u00e9 tri roky prudko vzr\u00e1stol dopyt po kvalifikovan\u00fdch pracovn\u00edkoch. Postupom \u010dasu sa dopyt po zv\u00e1ra\u010doch, elektrik\u00e1roch, strojn\u00edkoch - na \u010do si len spomeniete - bude len zvy\u0161ova\u0165.<\/p>\n\n\n\n

Pr\u00e1ve teraz v USA, 53% kvalifikovan\u00fdch pracovn\u00edkov v obchode je vo veku 45 rokov a viac a 18,6% je vo veku 55 a\u017e 64 rokov<\/strong>, t. j. r\u00fdchlo sa bl\u00ed\u017ei k d\u00f4chodkov\u00e9mu veku! Porovnajte to s celkovou pracovnou silou, kde je len 44% star\u0161\u00edch ako 45 rokov a 15,5% je vo veku 55-64 rokov.<\/p>\n\n\n\n

S klesaj\u00facim po\u010dtom dopyt sa zvy\u0161uje<\/strong>, a je jednoduch\u00fdm ekonomick\u00fdm faktom, \u017ee bude ove\u013ea drah\u0161ie zamestna\u0165 a \u0165a\u017e\u0161ie udr\u017ea\u0165 si kvalifikovan\u00fa pracovn\u00fa silu, ktor\u00fa v\u00fdrobcovia potrebuj\u00fa.<\/p>\n\n\n\n

Probl\u00e9mom v\u00fdrobn\u00e9ho priemyslu je vo v\u0161eobecnosti nedostatok vy\u0161kolen\u00fdch kvalifikovan\u00fdch odborn\u00fdch pracovn\u00edkov, ktor\u00ed by dok\u00e1zali rie\u0161i\u0165 probl\u00e9my hne\u010f, ako sa vyskytn\u00fa. Jedn\u00fdm zo sp\u00f4sobov, ako tento nedostatok ob\u00eds\u0165, je poskytn\u00fa\u0165 zamestnancom v\u0161eobecnej \u00fadr\u017eby zru\u010dnosti, aby mohli opravy vykon\u00e1va\u0165 sami.<\/strong>. Je faktom, \u017ee v\u00fdrobcovia, ktor\u00ed chc\u00fa pre\u017ei\u0165 v tomto novom digitalizovanom prostred\u00ed, bud\u00fa musie\u0165 prij\u00edma\u0165, zvy\u0161ova\u0165 kvalifik\u00e1ciu a udr\u017ea\u0165 si zamestnancov schopn\u00fdch udr\u017eiava\u0165 ich obchodn\u00e9 oper\u00e1cie.<\/p>\n\n\n\n

Prenos vedomost\u00ed, vizu\u00e1lne pokyny a pomoc v pr\u00edpade potreby<\/strong><\/h2>\n\n\n\n

Jedn\u00fdm z hlavn\u00fdch d\u00f4vodov, pre\u010do sa hromadia prestoje, je to, \u017ee rie\u0161enie probl\u00e9mu je \u010dasto ukryt\u00e9 v p\u00edsomn\u00fdch dokumentoch a pokynoch, ktor\u00e9 s\u00fa \u0165a\u017eko zrozumite\u013en\u00e9. In\u017einier \u00fadr\u017eby alebo obsluha stroja sa bez n\u00e1mahy nedostan\u00fa k tomu, aby ur\u010denie krokov potrebn\u00fdch na odstr\u00e1nenie probl\u00e9mu.<\/strong>. \u013dudia \u010dasto robia veci na z\u00e1klade svojich predpokladov namiesto toho, aby si pre\u010d\u00edtali n\u00e1vod. pokyny s\u00fa pr\u00edli\u0161 \u0165a\u017ek\u00e9 na pochopenie<\/strong>, alebo ich \u010d\u00edtanie zaber\u00e1 pr\u00edli\u0161 ve\u013ea \u010dasu. A to je v poriadku, ak ide o osobu s +30-ro\u010dnou praxou, ale nie, ak ide o niekoho, kto je na za\u010diatku svojej kari\u00e9ry.<\/p>\n\n\n\n

Okrem nespr\u00e1vne pochopen\u00fdch pokynov je tu aj nedostatok vhodn\u00fdch \u0161koliacich materi\u00e1lov<\/strong>. Nov\u00ed nekvalifikovan\u00ed zamestnanci musia v\u00e4\u010d\u0161inou robi\u0165 tie\u0148 v bl\u00edzkosti sk\u00fasenej\u0161\u00edch \u013eud\u00ed alebo sa riadi\u0165 p\u00edsomn\u00fdmi skriptami, \u010do maj\u00fa v ur\u010dit\u00fdch situ\u00e1ci\u00e1ch robi\u0165. Skripty - a p\u00edsomn\u00e9 materi\u00e1ly vo v\u0161eobecnosti - sa \u0165a\u017eko aktualizuj\u00fa a tie\u0148ovanie nie je produkt\u00edvne.<\/p>\n\n\n\n

K niektor\u00fdm chyb\u00e1m v \u00fadr\u017ebe doch\u00e1dza len nieko\u013ekokr\u00e1t za rok. \u00dadr\u017eba by mala nepl\u00e1novan\u00e9 prestoje rie\u0161i\u0165 \u010do najr\u00fdchlej\u0161ie, ale \u010dastej\u0161ie, str\u00e1ca sa \u010das rie\u0161en\u00edm probl\u00e9mov, ke\u010f u\u017e bolo rie\u0161enie objaven\u00e9 v minulosti.<\/strong>. Takisto je takmer nemo\u017en\u00e9 poskytn\u00fa\u0165 pomoc na dia\u013eku, ktor\u00e1 by pomohla r\u00fdchlej\u0161ie vyrie\u0161i\u0165 probl\u00e9my.<\/p>\n\n\n\n

Zlep\u0161ujeme komunik\u00e1ciu pomocou vizualiz\u00e1cie<\/strong><\/h2>\n\n\n\n

Vzh\u013eadom na to, \u017ee kvalifikovan\u00e1 pracovn\u00e1 sila v najbli\u017e\u0161\u00edch rokoch od\u00edde do d\u00f4chodku, je potrebn\u00e9 v tejto oblasti nie\u010do urobi\u0165. S\u00fa\u010dasn\u00e1 syst\u00e9m je nefunk\u010dn\u00fd <\/strong>ako je to nie s\u00fa prisp\u00f4soben\u00e9 potreb\u00e1m mlad\u0161\u00edch skup\u00edn<\/strong> pracovn\u00edkov, ktor\u00ed dnes vstupuj\u00fa na trh. S\u00fa\u010dasn\u00fd sp\u00f4sob \u017eivota n\u00e1s v\u0161etk\u00fdch n\u00fati by\u0165 v komunik\u00e1cii vizu\u00e1lnej\u0161\u00ed. YouTube, Facebook a Snapchat - to v\u0161etko n\u00e1s n\u00fati komunikova\u0165 pomocou vide\u00ed a obr\u00e1zkov. Ak maj\u00fa v\u00fdrobn\u00e9 spolo\u010dnosti pre\u017ei\u0165, musia n\u00e1js\u0165 sp\u00f4sob. ako zaznamen\u00e1va\u0165 a odovzd\u00e1va\u0165 poznatky sk\u00fasenej\u0161\u00edch gener\u00e1ci\u00ed nekvalifikovanej pracovnej sile<\/strong> sila, ktor\u00e1 ich nahrad\u00ed. V\u00fdrobn\u00e9 spolo\u010dnosti musia n\u00e1js\u0165 nov\u00fd sp\u00f4sob odovzd\u00e1vania pokynov, aby pracovn\u00edci mohli urobi\u0165 viac a z\u00e1rove\u0148 sa zn\u00ed\u017eila mo\u017enos\u0165, \u017ee urobia chyby.<\/p>\n\n\n\n

REWO<\/strong><\/a> bol na to navrhnut\u00fd. Umo\u017e\u0148uje v\u00e1m zachyti\u0165 znalosti va\u0161ej kvalifikovanej pracovnej sily v digit\u00e1lnej podobe a z\u00e1rove\u0148 skracuje \u010das, ktor\u00fd potrebujete na premeni\u0165 tieto znalosti na vizu\u00e1lne pr\u00edru\u010dky pre va\u0161ich zamestnancov.<\/strong>. REWO v\u00e1m pom\u00f4\u017ee r\u00fdchlej\u0161ie n\u00e1js\u0165 spr\u00e1vne rie\u0161enia, porad\u00ed v\u00e1m, \u010do mus\u00edte urobi\u0165, a spoj\u00ed v\u00e1s s odborn\u00edkmi, ke\u010f ich najviac potrebujete. Zanechajte svoje e-mail na domovskej str\u00e1nke<\/a> aby sa s nami porozpr\u00e1vali.<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Z\u00e1ver<\/strong><\/h2>\n\n\n\n

Nepl\u00e1novan\u00e9 prestoje, riadenie v\u00fdkonnosti akt\u00edv a strata kvalifikovanej pracovnej sily (a jej znalost\u00ed) s\u00fa probl\u00e9my, ktor\u00e9 u\u017e mnoho rokov sp\u00f4sobuj\u00fa organiz\u00e1ci\u00e1m ve\u013ek\u00e9 prev\u00e1dzkov\u00e9 a finan\u010dn\u00e9 probl\u00e9my. Organiz\u00e1cie za\u010dali ch\u00e1pa\u0165, \u017ee invest\u00edcie bud\u00fa nevyhnutn\u00e9, pri\u010dom mnoh\u00e9 z nich pl\u00e1nuj\u00fa investova\u0165 v priebehu nasleduj\u00facich troch rokov. Na konci tunela je zjavne svetlo a je \u010doraz jasnej\u0161ie. N\u00e1\u0161 t\u00edm v spolo\u010dnosti REWO je tu, aby v\u00e1m pomohol dosta\u0165 sa tam r\u00fdchlej\u0161ie.<\/p>\n\n\n\n

ZDROJE:<\/strong><\/h3>\n\n\n\n
  1. Dave Crumrine a Doug Post. \u201cKe\u010f nie s\u00fa zn\u00e1me skuto\u010dn\u00e9 n\u00e1klady na prestoje, doch\u00e1dza k zl\u00fdm rozhodnutiam.\u201d<\/a><\/li>
  2. Pokro\u010dil\u00e9 technologick\u00e9 slu\u017eby. \u201cPrestoje stoja automobilov\u00fd priemysel 22 tis\u00edc eur za min\u00fatu: \u201d<\/a><\/li>
  3. John Henry\/Frain Industries. \u201cV\u00fdpo\u010det n\u00e1kladov na prestoje.\u201d<\/a><\/li>
  4. Don Fitchett\/Business Industrial Network. \u201c\u010co s\u00fa skuto\u010dn\u00e9 n\u00e1klady na prestoje (TDC)?\u201d<\/a><\/li>
  5. Manpower Group. (2015). Prieskum nedostatku talentov.<\/li>
  6. Joshua Wright. (7. marca 2013). \u201cDilema americk\u00fdch kvalifikovan\u00fdch profesi\u00ed: nedostatok hroz\u00ed, preto\u017ee naj\u017eiadanej\u0161ia skupina pracovn\u00edkov starne.\u201d Forbes.<\/li>
  7. Jim Raposa. (febru\u00e1r 2016). \u201cUdr\u017eiavanie bezporuchovosti virtu\u00e1lnych syst\u00e9mov v dne\u0161nej transformuj\u00facej sa IT infra\u0161trukt\u00fare\u201d. Aberdeen Group.<\/li>
  8. Glob\u00e1lna \u0161t\u00fadia nepl\u00e1novan\u00fdch prestojov spolo\u010dnosti Vanson Bourne. (okt\u00f3ber 2017). \u201c\u013dudsk\u00e1 chyba - \u010dast\u00fd d\u00f4vod nepl\u00e1novan\u00fdch prestojov vo v\u00fdrobnom sektore\u201d<\/a><\/li><\/ol>\n\n\n\n

    <\/p>","protected":false},"excerpt":{"rendered":"

    Latest research shows that currently, unplanned downtime remains an unsolved conundrum, but it is certainly one worth solving. More than eight in ten organizations have been impacted by at least one unplanned outage involving their machinery\/assets over past three years. On average, organizations have experienced two episodes during this period. Downtime consultants say that almost […]<\/p>\n","protected":false},"author":2,"featured_media":8328,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","_uag_custom_page_level_css":"","site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"wds_primary_category":0,"footnotes":""},"categories":[3,5],"tags":[4,6,7],"post_folder":[],"class_list":["post-4901","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-downtime","category-knowledge-management","tag-downtime","tag-knowledge-management","tag-manufacturing"],"uagb_featured_image_src":{"full":["https:\/\/rewo.io\/wp-content\/uploads\/2019\/06\/Remote_Inspections.jpg",675,450,false],"thumbnail":["https:\/\/rewo.io\/wp-content\/uploads\/2019\/06\/Remote_Inspections-150x150.jpg",150,150,true],"medium":["https:\/\/rewo.io\/wp-content\/uploads\/2019\/06\/Remote_Inspections-300x200.jpg",300,200,true],"medium_large":["https:\/\/rewo.io\/wp-content\/uploads\/2019\/06\/Remote_Inspections.jpg",675,450,false],"large":["https:\/\/rewo.io\/wp-content\/uploads\/2019\/06\/Remote_Inspections.jpg",675,450,false],"1536x1536":["https:\/\/rewo.io\/wp-content\/uploads\/2019\/06\/Remote_Inspections.jpg",675,450,false],"2048x2048":["https:\/\/rewo.io\/wp-content\/uploads\/2019\/06\/Remote_Inspections.jpg",675,450,false],"trp-custom-language-flag":["https:\/\/rewo.io\/wp-content\/uploads\/2019\/06\/Remote_Inspections.jpg",18,12,false]},"uagb_author_info":{"display_name":"VIAR","author_link":"https:\/\/rewo.io\/sk\/author\/viar\/"},"uagb_comment_info":0,"uagb_excerpt":"Latest research shows that currently, unplanned downtime remains an unsolved conundrum, but it is certainly one worth solving. More than eight in ten organizations have been impacted by at least one unplanned outage involving their machinery\/assets over past three years. On average, organizations have experienced two episodes during this period. Downtime consultants say that almost…","_links":{"self":[{"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/posts\/4901","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/comments?post=4901"}],"version-history":[{"count":0,"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/posts\/4901\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/media\/8328"}],"wp:attachment":[{"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/media?parent=4901"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/categories?post=4901"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/tags?post=4901"},{"taxonomy":"post_folder","embeddable":true,"href":"https:\/\/rewo.io\/sk\/wp-json\/wp\/v2\/post_folder?post=4901"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}