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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., Singh S. Use of Lean in the

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 - 15 Rules for a Sustainable Lean Implementation. Procedia CIRP, 17, pp. 565-570, DOI: 10.1016/j.procir.2014.01.146. Dombrowski, U., Mielke, T. and Engel, C. (2012) Knowledge

QPI 2019, volume 1, issue 1, pp. 528-536 QUALITY OF LIFE IMPROVEMENT IN KAIZEN ASPECT doi: https://doi.org/10.2478/9783110680591-071 Date of submission of the article to the Editor: 06/04/2019 Date of acceptance of the article by the Editor: 15/05/2019 Joanna Rosak-Szyrocka1– orcid id: 0000-0002-5548-6787 1 Department of Production Engineering and Safety, Czestochowa University of Technology, Poland, joanna.rosak-szyrocka@wz.pcz.pl Abstract: The aim of the research is to analyze the quality of life improvement (Kaizen) in the running aspect in Poland

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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://www.isixsigma.com/tools-templates/5s/practical-approach-successful-practice-5s/ , [Accessed 01 May 2018] https://www.log24.pl/artykuly/dark-side-of-the-lean,5772 , [Accessed 01 May 2018] Imai, M. (1997). Gemba kaizen a commonsense, low-cost approach to management. Kaizen Institute. Janiszewski, J.M., Siemieniuk, K. (2012). Lean Management jako koncepcja wspomagająca zarządzanie innowacjami w przedsiębiorstwie. Studia i Prace Wydziału Nauk Ekonomicznych i Zarządzania, 30, pp. 49-64. Kolasińska-Morawska, K. ed. (2011). Zarządzanie logistyczne. Przedsiębiorczość i Zarządzanie, 12 (9), pp. 71

., Nadarajah, S. (2019). A review of goodness of fit tests for Pareto distributions. Journal of Computational and Applied Mathematics, Vol. 361, pp. 13-41. Czyżewski, B. and Potęga, J. (2007). Narzędzia analizy i doskonalenia jakości. Poznań: Wielkopolski Klub Jakości FSNT NOT. Dahlgaard-Park, Su. Mi., Reyes, L., Chen, C. (2018). The evolution and convergence of total quality management and management theories. Total Quality Management & Business Excellence, 2- (9-10), pp. 1108-1128. Debnath, R. M. (2019). Enhancing customer satisfaction using Kaizen: a case study of

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 manufacturing companies. International Journal Of Production Research, 52(15), pp. 4574-4586. Jędrzejak, A

. 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 Marketing: Enhancing Competitive Advantages. IUP J. Bus. Strategy

. (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 the Supply of Components for Mass Production with the