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Implementation of lean leadership

(2013), Droga Toyoty do ciągłego doskonalenia, MT Biznes, Warszawa. 11. Miller J., Wroblewski M., Villafuerte J. (2014), Kultura Kaizen. Budowanie i utrzymanie kultury ciągłego doskonalenia , Warszawa. 12. Nogalski B. (2010), Lean Management, [in:] Czerska M., Szpitter A. (ed.), Koncepcje zarządzania, CH Beck, Warszawa. 13. Orr C. (2005), Lean Leadership in Construction, “Management of People and Teams”, Proceedings IGLC-13, No. 7. 14. Walentynowicz P. (2013), Uwarunkowania skuteczności wdrażania Lean Management w przedsiębiorstwach

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Odel of Dynamic Integration of Lean Shop Floor Management Within the Organizational Management System

field study, Elsevier, Management Accounting Research, p. 120-141. Koller, T.; Gödhart, M.; Wessels D. (2010) Valuation: Measuring and Managing the Value of Companies, McKinsey & Company Inc.. Liker, J.; Meier, D. (2006) The Toyota Way Fieldbook, New York, McGraw Hill. Masaaki, I. (2004) Gemba Kaizen, Finmedia. Remco, P (2009) Führen am Ort der Wertschöpfung, Stuttgart: LogX Verlag. Rose, A.M.N.; Deros, B. Md.; Rahman M. N. Ab. (2010) Development of framework for lean manufacturing

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Analysis of use of Methods and Quality Management Tools in a Group of Production Enterprises

satisfaction using Kaizen: a case study of Imperial Tobacco Company (ITC). Journal of Advances in Management Research, 16(3), pp. 277-293. Fraś, J., Gołębiowski, M. and Bielaw, A. (2006). Podstawy zarządzania jakością w przedsiębiorstwie. Szczecin: Uniwersytet Szczeciński, Rozprawy i Studia, T.(DCXCIX) 625. Gawlik, J. and Kietbus, A. (2008). Metody i narzędzia w analizie jakości wyrobów. Kraków: Politechnika Krakowska im. Tadeusza Kościuszki. Gudanowska, A. E. and Olszewska, A. M. (2014). Techniki projakościowe wykorzystywane w podlaskich przedsiębiorstwach

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The Effects of Implementing 5S as the Foundation for Work Improvement on the Workplace

-173. Gapp, R., Fisher, R., Kobayashi, K. (2008). Implementing 5S within a Japanese Context: An Integrated Management System. Management Decision, 46(4), pp. 565-579. Grudziewski, W.M. (2004). Metody projektowania systemów zarządzania. Warszawa: Difin, pp. 14. Imai, M. (2006). Gemba Kaizen. Zdroworozsądkowe, niskokosztowe podejście do zarządzania. Warszawa: MT Biznes, , pp. 104. Jaca, C., Viles, E., Paipa-Galeano, L., Santos, J., Mateo, R. (2014). Learning 5S principles from Japanese best practitioners: case studies of five

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Making Migrants Governable
Counting and defining the ‘illegal migrant’

migration policies. Report of the IMCPD/IMISCO. Workshop Vienna 24.-25. 2006. IMISCO Policy Brief. Jandl, M 2007, ‘Irregular migration, human smuggling, and the Eastern enlargement of the European union’, International Migration Review, vol. 41, no. 2, pp. 291-315. Kaizen, J&Nonneman, W 2007, ‘Irregular migration in Belgium and organized crime: an overview’, International Migration, vol. 45, no. 2, pp. 121-146 Maguire, M 2009, ‘The birth of biometric security’, Anthropology Today, vol

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Inconsistencies in the Production Process Resulting From the Employment Structure

. Górnicka D., Markowski M. and Burduk A. (2018). Optimization of production organization in a packaging company by ant colony algorithm, in Burduk A., Mazurkiewicz D. (Ed.), ISPEM 2017, AISC, 637, Springer, pp. 336-346, Grajek M. and Zmuda-Trzebiatowski P. (2014). A heuristic approach to the daily delivery scheduling problem. Case study: alcohol products delivery scheduling within intracommunity trade legislation, Logforum, pp. 163-173. Imai, M. (2006). Gemba Kaizen, Warszawa, MT Biznes. Kotowska, J., Markowski, M. and Burduk, A., 2018. Optimization of

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Application of Selected Methods and Approaches for Improvement of Processes and their Use in Practice in Companies of Wood Processing Industry in Slovakia

. [9] G. Jacobson, N. McCoin, R. Lescallette, S. Russ, C Slovis. Kaizen: A method of process improvement in the emergency department. Academy Emergency Medicine 16 (12): 2009, pp. 1341-1349. [10] Z. Lin, Z. Yu, L. Zhang, Performance outcomes of balanced scorecard application in hospital administration in China. China Economic Review 30, 2014, pp. 1-15. [11] R. Lueg, Strategy maps: the essential link between the balanced scorecard and action. Journal of Business Strategy 36, 2015. pp. 34-40. [12] P. M. Madhani. Six Sigma Deployment in Sales and

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Lean Management Concept in Hospital Management – Possibilities and Limitations

, Lean Management w restrukturyzacji przedsiębiorstwa, Antykwa, Kraków- Kluczbork. Ludwiczak A., 2017, Pozyskiwanie informacji od klienta w kształtowaniu jakości usług zdrowotnych w ujęciu procesowym, [in:] S. Nowosielski, G. Osbert-Pociecha (eds), Nowe kierunki w zarządzaniu przedsiębiorstwem. Procesy i projekty w zarządzaniu zmianami, Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu, Wrocław. Łazicki A. et al., 2011, Systemy zarządzania przedsiębiorstwem: techniki Lean Management i Kaizen, Wydawnictwo Wiedza i Praktyka, Warszawa

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A New Concept of Evaluation of the Production Assets

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The 20 Keys Methodology – Continuous Improvement for Organizational Efficiency

-730. Gilmore, H. L. (1990) Continuous Incremental Improvement: An Operations Strategy for Higher Quality, Lower Costs, and Global Competitiveness, SAM Advanced Management Journal, Winter, 21-25. Ivanova, A., Gray, J., Sinha, K. (2014). Towards a unifying theory of management standard implementation: the case of ISO 9001/ISO 14001, International Journal of Operations & Production Management, 34, 1269–1306. Jacobson, G. H., Mccoin, N. S., Lescallette, R., Russ, S., Slovis, C. M. (2009) Kaizen: A method of process improvement in the emergency department, Academic

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