Search Results

1 - 10 of 10 items :

  • Management, Organization, Corporate Governance x
Clear All
Kaizen as a Method of Management Improvement in Small Production Companies

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

Open access
The Applicability of the First Stage of 5S Methodology to Improve the Quality of Processes in Military Organizations

References [1] http://www.kaizen-competitivity.ro/cine_prezinta/prof_masaaki_imai-48-53-ro.html/ [2] http://www.leanblog.ro/wp/instrumente-lean/instrumente-lean/5s/seiri/ [3] C.V. Kifor, C. Oprean, Ingineria calității , Sibiu, “Lucian Blaga” University Publishing House, 2002, pp. 81-82.

Open access
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.

Open access
Contribution of Lean Management to Excellence

. (2004), “Performance management in the public sector: fact or fiction?”, International Journal of productivity and Performance Management, Vol. 53 No.3, ppp. 245-260. Senge, P. M. (1999), “It's learning: the real lesson of quality movement”, Association for Quality and Participation , November/December, pp. 34-40. Suarez Barraza, M. F., Smith, T., Dhalgaard-Park, S. M. (2009), “Lean-kaizen public service: an empirical approach in Spanish local governments”, The TQM Journal , Vol. 21, No.2, ppt. 143-167. Tata, J. and Prasad, S. (1998), “Cultural and structural

Open access
Quality Management Evolution from the Past to Present: Challenges for Tomorrow

Automotive Task Force, IATF Guidance to ISO/TS 16949:2002, (2002). Imai, M. (1986). Kaizen (Ky’zen), the key to Japan’s competitive success (1 ed.). New York: McGraw-Hill. Ishikawa, K. (1985). What is total quality control? The Japanese way (D. J.Lu, Trans.). New Jersey.: Prentice Hall,Inc. Jacob, D. (2017). Quality 4.0 Impact and Strategy Handbook. Getting Digitally Connected to Transform Quality Management. . United State of America: LNS Research. Jayaram, J., Vickery, S., & Droge, C. (2008). Relationship building, lean strategy and firm

Open access
Lean Manufacturing Effects in a Serbian Confectionery Company – Case Study

References Alsaleh, N. A. (2007). Application of quality tools by the Saudi food industry. The TQM Magazine, 19(2), 150-161, http://dx.doi.org/10.1108/09544780710729999 Alukal G., & Manos A. (2006). Lean Kaizen - A Simplified Approach to Process Improvements . Milwaukee, Wisconsin: ASQ Quality Press. Arauz, R., & Suzuki, H. (2004). ISO 9000 performance in Japanese industries. Total Quality Management & Business Excellence, 15(1), 3-33, http://dx.doi.org/10.1080/1478336032000149072 Beheshti, H. M., & Lollar, J. G. (2003). An empirical study of

Open access
Implementation of lean leadership

(2013), Droga Toyoty do ciągłego doskonalenia, MT Biznes, Warszawa. 11. Miller J., Wroblewski M., Villafuerte J. (2014), Kultura Kaizen. Budowanie i utrzymanie kultury ciągłego doskonalenia , Warszawa. 12. Nogalski B. (2010), Lean Management, [in:] Czerska M., Szpitter A. (ed.), Koncepcje zarządzania, CH Beck, Warszawa. 13. Orr C. (2005), Lean Leadership in Construction, “Management of People and Teams”, Proceedings IGLC-13, No. 7. 14. Walentynowicz P. (2013), Uwarunkowania skuteczności wdrażania Lean Management w przedsiębiorstwach

Open access
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

Open access
Leadership in the Innovative Organization

Abstract

In the context of the increasing globalisation of value chains the management of both manufacturing and service firms find themselves faced by contradictory pressures to reduce costs whilst at the same time engaging with customers and suppliers in product improvement and innovation. For advocates of lean production methods the answer is often to be found in a check-list approach to rationalising the present modes of value creation within any organization. Much can be gained by combining such approaches with modes of continuous improvement or kaizen. As Nonaka and Takeuchi (1995) have brilliantly illustrated, the most successful of Japanese firms have achieved their ability to adapt and to innovate through the uses of internal and external appropriation of tacit knowledge. For these authors this implied not only a 'bottom-up' structure of formal organization but also a means of listening and translating experiential knowledge into codifiable product and process designs. In the Japanese context this was seen as being brought about by the day-to-day integration of group decision making into operational management as well as the use of special project teams. The application of the methods has proved much more problematic for Western managers, although Japanese transplants have been relatively successful in the same Western context. In this paper I suggest that leadership styles and the formal organization of knowledge creation have to be seen as being congruent both in their aims and in the manner in which they are operationalised. Managers have also to begin by recognising the basis for the psychological contract held with outside customers, suppliers and other organizational members. Quality, especially in service fields, is often in the eye of the beholder!

Open access
Decontamination of Hydrochloric and Nitric Acids

.C., Prichici, M., Value Stream Mapping Analysis, Efficiency Methods of Operational Management, Twenty Years after: How Management Theory Works, Proceedings, Review of Management and Economic Engineering International Management Conference, pp. 188-198, Cluj-Napoca, Romania, 2010. [26] Bungau, C., Blaga, F., Gherghea, C., Kaizen Implementation for Cost Reduction in Manufacturing Process Product “Driver Control Board”, 2014 International Conference on Production Research - Regional Conference Africa, Europe and the Middle East and 3rd International Conference

Open access