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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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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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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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