Search Results

1 - 10 of 36 items :

  • Business Management x
Clear All

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 continuous improvement strategy

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

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 Management”, 11. Gajewski A

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

. - Zarządzanie jakością z przykładami. Wydawnictwo Naukowe PWN, Warszawa 2007. Harry M., Schroeder R. - Six Sigma . Oficyna Ekonomiczna, 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

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.

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.

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 constraints on total quality management implementation”, Total

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.