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Kaizen Award in Romania: the KAIZEN™ way in obtaining the continuous improvement success

References Bratu, J. (2010). Kaizen by Harmony Concept , Kaizen Manager Club Session Conference, Bucharest, Romania. Bratu, J. (2014). Harmonic Code – Guide for Self-Motivation , Bucharest: Global Vision Print. Bratu, J. (2015). Develop People to Develop Organizations, Applying “Kaizen by Harmony” Management , GEMBA KAIZEN™12 th International Congress, Wroclaw, Poland. Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success , New York, NY: McGraw Hill. Imai, M. (2012). Gemba Kaizen: A commonsense approach to a

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Quality of Life Improvement in Kaizen Aspect

References Behensky, J. A., Janet Roe, M. S. & Bolton, R. Lean Sigma – Will it work for Healthcare? FOCUS: Organizational Improvement/Project Management. Journal of Healthcare Information Management, 19 (1): 39-44, (2005). Berwick, D.M. Continuous improvement as an ideal in health care. New England Journal Medicine, (320): 53–56, (1989). Burchart – Korol D., Furman J. Kaizen jako strategia zwiększania konkurencyjności przedsiębiorstw hutniczych , Hutnik, Nr 2, s. 158-162, (2009). Dickson E.D., Zlatko A., Vetterick D., Eller A

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Kaizen as a Method of Management Improvement in Small Production Companies

References Bank J. (1997), Zarządzanie przez jakość , Wydawnictwo Gebethner & Ska, Warszawa. Borys T., Rogala P. (2002), Armand Vallin Feigenbaum, „Problemy Jakości”, nr 12. Ćwikliński M., Obora H.(2009), Metody TQM w zarządzaniu firmą. Praktyczne przykłady za-stosowań, Poltext, Warszawa. Dąbrowska A. (2011), KAIZEN: Małymi krokami do wielkich zmian, „ Manager”, nr 6. Flynn B.B., Schroeder R.G., Sakakibara S. (1994), A framework for Quality Management Research and an Associated Measuring Instrument, “Journal of Operations

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Developing a Lean Consciousness for the Clinical Laboratory

References Stanković AK, DiLauri E. Quality improvements in the preanalytical phase: Focus on urine specimen workflow. Clin Lab Med 2008 (in press). Masaaki I. Kaizen: The key to Japan's competitive success. New York, NY: McGraw-Hill: 1986. Lowell R. Six Sigma: Motorola does it right. www.motorola.com/mu Bonini P, Plebani M, Ceriotti F, Rubboli F. Errors in laboratory medicine. Clin Chem 2002; 48: 691-8. Harry M, Schroeder R

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The Applicability of the First Stage of 5S Methodology to Improve the Quality of Processes in Military Organizations

References [1] http://www.kaizen-competitivity.ro/cine_prezinta/prof_masaaki_imai-48-53-ro.html/ [2] http://www.leanblog.ro/wp/instrumente-lean/instrumente-lean/5s/seiri/ [3] C.V. Kifor, C. Oprean, Ingineria calității , Sibiu, “Lucian Blaga” University Publishing House, 2002, pp. 81-82.

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Value Streams Mapping in the Implementation of Process Innovations – in the Case of Single–Unit Production

, 15, pp. 23-26, DOI: 10.30657/pea.2017.15.06. Brad, S., Murar, M. and Brad, E. (2016) Methodology for Lean Design of Disruptive Innovations. Procedia CIRP, 50, pp. 153-159, DOI: 10.1016/j.procir.2016.04.204. Cheser, R. (1994). Kaizen is more then continuous improvement. Quality Progress, 27 (4), pp. 23-26. Chiarini, A. (2017). An adaptation of the EOQ formula for JIT quasi-pull system production. Production Planning & Control, 28 (2), pp. 123-130. Dombrowski, U. and Mielke, T. (2014). Lean Leadership

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The Development of Production Management Concepts

, Kraków 2001. Heim J. A., Compton W. D. (ed.) - Manufacturing System Foundations of World Class Practice . National Academy Press, Washington 1992. Hindle T. - Guide to Management Ideas . Bloomberg Press, Princeton 2002. Imai M. - Gemba Kaizen. Gemba Kaizen: A Commonsense, Low-Cost Approach to Management . McGraw-Hill, New York 1997. Imai M. - Kaizen. The Key to To Japan's Competetive Succes . Irwin/McGraw-Hill, New York 1986. Jashapara A

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Contribution of Lean Management to Excellence

. (2004), “Performance management in the public sector: fact or fiction?”, International Journal of productivity and Performance Management, Vol. 53 No.3, ppp. 245-260. Senge, P. M. (1999), “It's learning: the real lesson of quality movement”, Association for Quality and Participation , November/December, pp. 34-40. Suarez Barraza, M. F., Smith, T., Dhalgaard-Park, S. M. (2009), “Lean-kaizen public service: an empirical approach in Spanish local governments”, The TQM Journal , Vol. 21, No.2, ppt. 143-167. Tata, J. and Prasad, S. (1998), “Cultural and structural

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The Effect of Lean Tools on the Safety Level in Manufacturing Organisations

Abstract

Lean Management is currently one of the best-known and is the most widely used management concepts in production enterprises. Lean creates such a culture of work in an organization that makes all participants in the organization interested in raising the level of quality, reducing costs and delivery time. However, there is no information about the influence of lean tools on the level of safety in production organizations. The paper presents the influence of five lean tools on the safety level by the example of metal manufacturing organization. The number of potentially dangerous situations and the number of accidents were taken as the measure of safety level. The obtained results indicates that the most important for the safety level is 5S, TPM while Kaizen, Poka-Yoka and VSM are smaller. The paper aims to broaden the knowledge about the dependence of the use of lean tools on the level of occupational safety.

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Lean manufacturing – results of selected implementation projects

Abstract

Lean Manufacturing is a structured program whose objective is to maximize the effectiveness of the company. It is based on the practices and methods of KAIZEN / LEAN applied by the world’s best companies. The experiences from the Author led us to the conclusion that the Lean Manufacturing is based , among others, on the following concepts: - Total Productive Maintenance TPM - Single Minute Exchange Die SMED The Lean Manufacturing focuses on the systematic pursuit and elimination of waste and losses. The losses identified are analyzed, evaluated in adequate manner to the attribute processes. The result of the analysis determines where and how to intervene. In the paper has been presented the bases of Lean Manufacturing. The results of the implementation of Lean Manufacturing in different companies have been described. The main issues of Lean Manufacturing implementation have been characterized.

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