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Kaizen Award in Romania: the KAIZEN™ way in obtaining the continuous improvement success

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

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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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Lean manufacturing – results of selected implementation projects

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.

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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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Total Quality Management as a Paradigm of Business Success

menadžer treba da zna . Novi Sad: Adizes. 10. Luburić R. (2010). Umijeće uspješnog upravljanja , Zasnovano na svjetskoj teoriji i praksi upravljanja ukupnim kvalitetom , Drugo izdanje. Beograd: HESPERIAedu. 11. Masaaki I. (1997). Gemba Kaizen . New York and London: McGraw-Hill. 12. Masaaki I. (1989). Kaizen: the Key to Japan’s Competitive Success. New York: Random House. 13. Ogawa E. (2001). Upravljanje malim preduzećima danas. Beograd: Evropski centar za mir i razvoj (ECPD) Univerzitet za mir

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Lean Management Concept in Hospital Management – Possibilities and Limitations

, Lean Management w restrukturyzacji przedsiębiorstwa, Antykwa, Kraków- Kluczbork. Ludwiczak A., 2017, Pozyskiwanie informacji od klienta w kształtowaniu jakości usług zdrowotnych w ujęciu procesowym, [in:] S. Nowosielski, G. Osbert-Pociecha (eds), Nowe kierunki w zarządzaniu przedsiębiorstwem. Procesy i projekty w zarządzaniu zmianami, Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu, Wrocław. Łazicki A. et al., 2011, Systemy zarządzania przedsiębiorstwem: techniki Lean Management i Kaizen, Wydawnictwo Wiedza i Praktyka, Warszawa

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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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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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Measuring Change in ‘Hybrid Factories’: Longitudinal Study of Japanese Manufacturing Subsidiaries in Poland

affecting international transfer of kaizen, Operations and supply chain management, 5 (1), 1–13. Yoshino, M.Y. (1969). Japan’s Managerial System. Cambridge, MA: MIT Press. Yuan, Z.J. (ed.) (2006). Chu-Toh no Nikkei Haiburiddo Kojo (Japanese Hybrid Factories in Central-Eastern Europe). Tokyo, Japan: Toyo Keizai. Yin, R. K. (2009). Case study research: Design and methods. London and Singapore: Sage. Zhang, F., Cantwell, J. A., & Jiang, G. (2013). The competence creation of recently- formed subsidiaries in networked multinational corporations

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