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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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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 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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Experimental Research on Influence of the Fuel Nozzle Geometry on the Fuel Consumption of the Marine 4-Stroke Diesel Engine

Abstract

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.

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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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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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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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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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Lean Information Management: Criteria For Selecting Key Performance Indicators At Shop Floor

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

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Lean Management – System Assumptions and Barriers to Implementation

01 May 2018] https://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

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