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Lean Production as an Innovative Approach to Construction

References [1] Arbós, L. C. (2002). Design of a rapid response and high efficiency service by lean production principles: Methodology and evaluation of variability of performance. International journal of production economics . Vol. 80, 169 - 183. [2] Haas, C. T., O´Connor, J. T., Tucker, R. L., Eickmann, J. A., Fagerlund, W. R. (2000). Prefabrication and preassembly trends and effects on the construction workforce , USA: University of Texas at Austin. [3] The Economist. Lean production . (19. 10. 2009) - http

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LEAN Production issues in the organization of the company - the first stage

Reference Aoki, M., 2013. Jak działa fabryka Toyoty . Shinsei Consulting Sp. z o.o. Sp. komandytowa. Poznań. 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 lean production 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

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Individualisation of Lean Concept in Companies Dealing with Mass Production

Abstract

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.

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Implementation of lean leadership

Summary

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.

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LEAN Production issues in the organization of the company - results

Abstract

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.

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Example of Using Lean Manufacturing Tools in Assessing and Improving the Process of Car Arm Rest Production

Abstract

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.

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Value Streams Mapping in the Implementation of Process Innovations – in the Case of Single–Unit Production

CIRP, 63, pp. 750-755, DOI: 10.1016/j.procir.2017.03.170. Alpenberg, J. and Scarbrough, D.P. (2016). Exploring communication practices in lean production. 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

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Improvement of Production Processes with the Use of Lean Manufacturing Tools

-Zasadzień, B., Wolniak, R. and Zasadzień, M. (2017). Use of quality engineering tools and methods for the analysis of production processes - case study. In: FEBM 2017: Proceedings of the Second International Conference on Economic and Business Management. In: Advances in Economics, Business and Management Research, vol. 33, p. 240. Urbaniak, M. (2010). Kierunki doskonalenia systemów zarządzania jakością, Łódź: Wyd. Uniwersytetu Łódzkiego, p. 31. Wolniak, R. (2013). Metody i narzędzia Lean Production i ich rola w kształtowaniu innowacji w

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Criteria for the Optimization of Production Processes in Machining of Metallic Materials

Abstract

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.

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Exploring Approaches How to Measure a Lean Process

. 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 lean production. 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

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