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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

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

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.

of illegal migration in Europe’, Studio Emigrazione/Migration Studies, vol. XLI, no. 153, pp. 141-155. Jandl, M 2006, Innovative concepts for alternative migration policies. Report of the IMCPD/IMISCO. Workshop Vienna 24.-25. 2006. IMISCO Policy Brief. Jandl, M 2007, ‘Irregular migration, human smuggling, and the Eastern enlargement of the European union’, International Migration Review, vol. 41, no. 2, pp. 291-315. Kaizen, J&Nonneman, W 2007, ‘Irregular migration in Belgium and organized crime: an overview’, International Migration, vol. 45, no. 2, pp. 121

kaizen: Toyota’s Jishuken process for management development. Journal of Manufacturing Technology Management , 21 (6), 670–686. doi: 10.1108/17410381011063987. Baer, M. (2012). Putting creativity to work: the implementation of creative ideas in organizations. Academy of Management Journal , 55 (5), 1102–1119. doi: 10.5465/amj.2009.0470. Barabasz, A., & Bełz, G. (2014). Reaction to organisational change: the psychodynamic perspective. In Şişcan, Z., Łyszczarz, H., & Machaczka, K.. (Eds.), Management Science in Transition Period in Moldova and Poland: Responsible