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Bhasin, S., Burcher, P., 2006. Lean viewed as a philosophy . Journal of Manufacturing Technology Management, 17(1), 56-72, https://doi.org/10.1108/17410380610639506 .
Bonovia, T., Marin, J.A., 2006. An empirical study of leanproduction in the ceramic tile industry in Spain . International Journal of Operations & Production Management, 26(5), 505-531.
Bortolotti, T., Boscari, S., Danese, P., 2015. Successful lean implementation
The methods of lean manufacturing primarily designed for businesses dealing with serial production, are also used in other types of production. However the concept of lean production was not designed for these types of businesses, they are utilized only partially. Paper focuses on applying methods of lean concept in companies which are dealing with mass production and their options of exchange for other methods in the event of disagreement. Basis of the article is a list of lean methods with its description and its utilization in practice. The questionnaire was utilized to identify information from the practice. Based on this survey were identified the critical methods that are no longer appropriate for companies dealing with mass production. However, there are alternative methods of describing the problem. It is possible to say that companies are trying to get closer to their goal by modification of the basic concepts. And the concept of Lean Enterprise serves as a standard.
The Toyota case proves that lean leadership is of critical importance for the successful implementation and permanent functioning of Lean Production System. There is no ready formula for developing Toyota style lean leadership. However, one may gain inspiration from its experience.
Practice shows that many implementations of Lean Management do not meet expectation in the long term. In the beginning enterprises are mainly focused on waste elimination and expect quick results. However, in the long run they do not always manage to create a Lean thinking and consequently the continuous improvement process. An important link between the reduction of waste and continuous improvement could be the lean leadership.
The aim of this article is to present the role and importance of lean leadership for the successful implementation of lean concepts and the analysis and evaluation of the implementation of lean leadership in the practice of companies.
The key to the functioning of enterprises in today's market is the concept of flexibility, which is mainly associated with adapting to very dynamically changing customer requirements. The basis for this approach is, among others, the realisation of serial production, products created for the customer's order in the quantity and time defined in orders. The LEAN Managemnt and LEAN production approach is a solution dedicated to meeting market assumptions. The LEAN concept, which both in the organization of production and management is focused on dynamic response to changes in the environment. The term LEAN represents numerous improvements to the organization, tools and techniques used to reduce and eliminate individual processes (or parts thereof) that are unnecessary activities. The key to analysing entire processes and defining unnecessary activities is thorough observation and selection of dedicated solutions. In the set of LEAN tools, you can find a lot of possibilities, from organization of a workstation itself, to a thorough quantitative analysis of times and process sequences, from simple facilities to complex technological solutions. The article presents the results of the assembly process analysis, indicates the point of product differentiation (marking for the client) and presents the map of organizational and preparatory activities for this process. The presented results are part of the activities within organization of the LEAN approach, currently having priority for the Research entity organisation improvement team.
The paper deals with the use of Lean Manufacturing tools in improving the production process of car arm rests in a car manufacturing company in Poland. The article describes the original condition of a single production process of assembling ready pieces to produce car arm rests. The original condition was assessed and described with the use of some basic Lean indicators and value stream mapping. The aforementioned tools allowed to assess the process condition and to identify the organizational issues and their sources. It also enabled to reorganize the process and increase its efficiency. The further part of the article describes the results of improvement actions. The process assessment was held and improvements introduced in the first quarter of 2018.
CIRP, 63, pp. 750-755, DOI: 10.1016/j.procir.2017.03.170.
Alpenberg, J. and Scarbrough, D.P. (2016). Exploring communication practices in leanproduction. Journal of Business Research, 69 (11), pp. 4959-4963, DOI: 10.1016/j.jbusres.2016.04.059.
Bialy, W. and Ruzbarsky, J. (2018). Breakdown cause and effect analysis. Case study. Management Systems in Production Engineering, 26 (1), pp. 83-87, DOI: 10.1515/mspe-2018-0013.
Bitkowska, A. (2017). Knowledge management in production enterprises. Production Engineering Archives
Joanna Furman, Marzena Kuczyńska-Chałada and Roksana Poloczek
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Wolniak, R. (2013). Metody i narzędzia LeanProduction i ich rola w kształtowaniu innowacji w
The paper deals with the optimization of production processes and the setting of criteria for reducing production costs. Any company is not just a leap in production, but a lean has to be gradually transferred to all its activities. This created the concept of a lean company first. The skill of an enterprise is to perform only the activities that are needed, to do them right for the first time, to make them faster than others and to spend less resources at the same time. The company's business is that the company does exactly what the customer wants, with a minimum number of activities that do not add value to the product or service. The Lean Production System focuses mainly on eliminating waste in every activity of the manufacturing enterprise.
. L., & Stec, D. J. (2005). Leaders lost in transformation. Leadership & Organization Development Journal, 26 , 370-387, http://dx.doi.org/10.1108/01437730510607862
Fujimoto, T. (1999). The evolution of a manufacturing system at Toyota . New York: Oxford University Press.
Karlsson, C., & Åhlström, P. (1996). Assessing changes towards leanproduction. International Journal of Operations & Production Management, 16 , 24-41, http://dx.doi. org/10.1108/01443579610109820
Liker, J. K. (2004). The Toyota way: 14 management principles from the world‘s greatest