Aplikace metod Lean Six Sigma na proces projektového řízení ve veřejném sektoru

The thesis deals with the implementation of the lean six sigma methodology for project management in the public sector. It describes the differences between the public and private sectors and the differences in the tools used and current approaches. The theoretical part raises two questions that the practical part of the work tries to answer: the suitability of replacing the VSM model in the public sector with the VA / NVA Analysis model, and the possibility of introducing Kaizen into the public sector. The work answers these questions within the processed DMAIC cycle to improve project management in the company. The work shows that VA / NVA is a suitable supplement, but not a substitute for the VSM model. The second result is the possibility of using the Kaizen Event Table for companies that cannot implement the kaizen philosophy. In the practical part, a model for process analysis is developed based on the information obtained about the bargaining power of the models.