Your initiative is commendable, so keep it up (with caveats)!
Initiative is great! It's a major asset for any company. But it's important to recognize that initiative tends to introduce risk (I speak from experience!). The goal is to practice initiative in a way that makes your management chain aware of the risks ahead of time and gives them the opportunity to sign off on and mitigate any risks, or to reject them, in which case you stand down. You don't want to take risks on their behalf without their knowledge. That kind of initiative, while well-meaning, can get you in trouble.
Why isn't your boss saying thank you?
There are some reasonable possibilities:
Your solution might not have helped your boss
Maybe your solution doesn't increase a key performance metric for your boss. Or maybe it has caused him/her more work. Or even just more stress.
Your solution may not help the company long term
Prototypes, which any solution that hasn't been thoroughly tested is, introduce significant risk. Eventually they will have to be made production ready or replaced with something that is or simply taken out of service. Any of these processes could take significant time and money, and could cause production disruptions at the worst possible moment. So there's a chance, and a pretty high one at that, that this solution will eventually prove to be a net liability for the company (even if the solution could help the company in the long term, it may cost more than the company is willing to invest to get the prototype production-ready, and doing this without approval could force their hand). This doesn't say anything about your skills (though unfamiliarity with tools does increase risk), it's just a truism that putting a prototype into production is almost always going to cause problems at some point.
Communication is key
A key takeaway is that initiative is good when matched with good communication ahead of time. You need to make your boss aware of all potential risks of what you want to do before you do it and allow him/her to sign off on, mitigate, or reject those risks (in the latter case, you stand down and don't do what you wanted). It is also very important that your boss understand the state of your software with total accuracy. If it is a prototype, the boss needs to understand that it is not production ready.
What to do next
In your current case I strongly recommend talking with your boss, explaining what you sought to do, explaining what you did, discussing the benefits quantitatively, discussing the current efforts to make it production ready, along with a full and honest evaluation of where it is on that continuum. Ask whether your boss would like to continue to use it, and if so what (if any) additional QA measures are needed, what documentation is needed, what legal approvals if relevant, and what process adjustments are needed as well (e.g. will someone need to be on call if something goes wrong with the program at 3am during a production run?).
But my solution works!
For now, yes. Maybe it will forever. But unless you've made it fully production-ready already, which seems like a stretch unless it's very simple AND unless all required updates to the production process have also been made (QA, procedural, legal, documentation, staffing, etc.), then the likelihood is (and I speak from experience on this) that it will fail at some point, and as it is made more production ready it is more and more likely to fail in some pretty ugly ways. It's an unfortunate trap for programmers that putting together an 80% solution is quick and easy, and so it seems like making a production-ready solution will also be quick and easy. And even that a 90% solution might be ready for production without much risk. That's simply not true. I have a handful of failures under my belt to back up what I'm saying. Learn from my mistakes and expect this one to fail. Do everything you can now to help prevent or mitigate that failure. At a minimum your boss needs to know and fully understand what happened and any risks involved. This is key. It will be uncomfortable, but it's better than waiting until after a major failure to explain yourself to your boss.
I would not stop taking initiative and I would also not ask for a "thank you". Instead I would do everything I could to keep this from becoming a liability for the company and I would make sure next time I communicate with my boss up front.