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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: 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, Abstract: The aim of the research is to analyze the quality of life improvement (Kaizen) in the running aspect in Poland


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.


The article presents experimental research that has been carried out on a marine, 4-stroke, 3-cylinder, turbocharged engine. During testing, the engine operated at a constant rotational speed of 750 rpm and a load from 0 kW to 280 kW. The engine was fuelled by diesel oil of known specification and loaded by electric generator with water resistance. The fuel consumption was measured during the engine operation with fuel nozzles with different geometries. The measurement of the fuel consumption was carried out using a weighing system that was designed, constructed, and manufactured by the “KAIZEN” scientific research team at the Faculty of Mechanical Engineering at the Gdynia Maritime University. The results of measurements show changes in the fuel consumption by the engine with the geometry of the injected fuel spray. The research facility is Sulzer’s 3-cylinder, 4-stroke, turbocharged AL25/30 piston engine. The fuel system consists of Bosch injection pumps controlled by a rotation speed regulator. Fuel injectors are centrally located in the cylinder heads of the engine.

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 implementation in SMEs, The 11th Asia Pacific Industrial Engineering and Management Systems Conference, Melaka. Upadhye, N

References [1]. Nanni, A. J., Dixon, J. R., Vollmann, T. E., Integrated performance measurement: management accounting to support the new manufacturing realities, Journal of Management Accounting Research, Vol. 4 No. 1, pp. 1-19, (1992). [2]. Masaaki I., Gemba Kaizen, Finmedia, Bucuresti, (2004). [3]. Stamm M. L., Neitzert T., Key performance indicators (KPI) for the implementationof lean methodologies in a manufavcture-to-order small and medium entreprise, School of Engineering, AUT University, Auckland, New Zealand, available at: http

Reference 1. B agiński J. 2004. Zarządzanie jakością. Oficyna Wydawnicza Politechniki Warszawskiej, Warszawa. 2. B orkowski S., 2012. Tradycyjne narzędzia zarządzania jakością. Teoria i praktyka . Wydawnictwo SMJiP, Częstochowa. 3. F ranz J. K., L iker J. K. 2016. Droga Toyoty do ciągłego doskonalenia jak osiągać znakomite wyniki dzięki strategii i operacyjnej doskonałości. 4. I mai M. 2007. Kaizen. Klucz do konkurencyjnego sukcesu Japonii. Wydawnictwo MT Biznes. Warszawa. 5. J agusiak -K ocik M. 2014. Ensuring continuous improvement processes

:// , [Accessed 01 May 2018],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