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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 20 Keys Methodology – Continuous Improvement for Organizational Efficiency

-730. Gilmore, H. L. (1990) Continuous Incremental Improvement: An Operations Strategy for Higher Quality, Lower Costs, and Global Competitiveness, SAM Advanced Management Journal, Winter, 21-25. Ivanova, A., Gray, J., Sinha, K. (2014). Towards a unifying theory of management standard implementation: the case of ISO 9001/ISO 14001, International Journal of Operations & Production Management, 34, 1269–1306. Jacobson, G. H., Mccoin, N. S., Lescallette, R., Russ, S., Slovis, C. M. (2009) Kaizen: A method of process improvement in the emergency department, Academic

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The Effects of Implementing 5S as the Foundation for Work Improvement on the Workplace

-173. Gapp, R., Fisher, R., Kobayashi, K. (2008). Implementing 5S within a Japanese Context: An Integrated Management System. Management Decision, 46(4), pp. 565-579. Grudziewski, W.M. (2004). Metody projektowania systemów zarządzania. Warszawa: Difin, pp. 14. Imai, M. (2006). Gemba Kaizen. Zdroworozsądkowe, niskokosztowe podejście do zarządzania. Warszawa: MT Biznes, , pp. 104. Jaca, C., Viles, E., Paipa-Galeano, L., Santos, J., Mateo, R. (2014). Learning 5S principles from Japanese best practitioners: case studies of five

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