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Lean Management Genesis

and Soul of the Toyota Way, McGraw Hill, New York. 14. Liker J. K., Ogden T. N. (2011), Toyota pod ostrzałem. Wykorzystywanie możliwości, które niesie kryzys, MT Biznes Sp zo.o., Warszawa. 15. Łańcucki J. (2001), Podstawy Kompleksowego Zarządzania Jakością TQM , Wyd. AE, Poznań. 16. Ohno T. (1988), Toyota Production System. Beyond Large-Scale Production, Productivity Press, New York. 17. Parkes A. (2013), Indywidualizm i kolektywizm jako przykład kulturowych uwarunkowań Lean Management , M. Walachowska, A. Zduniak (red.), Podmiotowość

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Succesful Lean Manufacturing Implementation: Internal Key Influencing Factors

References 1. Liker, J., Meier, D., The Toyota Way Fieldbook , New York, (2006). 2. Haque, K., Chakrabortty, R.K., Mosharraf Md., Mondal P., Anwarul S. Implementation of Lean Tools in RMG Sector through Value Stream Mapping (VSM) For Increasing Value-Added Activities, World Journal of Social Sciences , Vol. 2. No. 5. August 2012, pp. 225 – 234, (2012). 3. Liker, J., Meier, D., The Toyota Way Fieldbook , New York, (2006). 4. Phillips, E.J., The Pros and Cons of Lean Manufacturing for the Small to Medium Size Fabrication Shop , The Sims

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Review of Various Delay Causing Factors and Their Resolution by Application of Lean Principles in India


Practically speaking, not all real estate construction projects are accomplished in the defined span and within budget. Various factors responsible for occurrence of delays are one of the long-standing issues in the field of real estate. Delays make contractors endure productivity loss, cause high disturbance expenses, and prolongation costs. The aim of the research is to summarize several delay causing factors, which are observed in the execution of previous real estate construction projects. It then proposes implementation of standard prevention procedures to minimize delays. Time effect examination is the approach to evaluating and allotting the upshots of delays or changing a venture schedule. This review sets execution framework of the two sub-principles of the Toyota Way attributes known as philosophy sub-principles and process subprinciples to guide real estate construction businesses in their lean change to delay free real estate construction work. These are implemented after investigating the critical factors responsible for delays in the delayed projects by comparing their as-planned schedules with the adjusted schedules. Methods used in the research include structured surveys and content analysis, which is performed after collection of quantitative data from the respondents. The lean construction principles will be designed and provided to clients to be productive in performing work packages on their scheduled time with minimum possibility of time overrun.

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An Identification of Areas Requiring Improvement in the Company Producing the Illumination – Case Study

., Low, S.P., 2015. Toyota way style human resource management in large Chinese construction firms, A qualitative study. International Journal of Construction Management, 15(1), 17–32. Kleszcz, D., Ulewicz, R., Nowakowska-Grunt, J., 2013. The Use of Lean Tools in the Ceramic Industry, In Toyotarity, Management of the Production Values, Ankara, Turkey, 94-111. Knop, K., 2018. Statistical Control of the Production Process of Rolled Products, Production Engineering Archives, 20(2018), 26-31, DOI: 10.30657/pea.2018.20.06 Knop, K., Mielczarek, K., 2018

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Evaluation of Safety in the Workplace Importance in a Company from Metal Products Industry

., Jagusiak-Kocik, M., Sygut, P., 2013. Determination of the technology place in the metal company on the basis of the Toyota’s management principles . 22nd International Conference on Metallurgy and Materials METAL, Brno. Gao, S., Low, S.P., 2015. Toyota way style human resource management in large Chinese construction firms. A qualitative study . International Journal of Construction Management, 15(1), 17–32. Knop, K., 2018. Statistical Control of the Production Process of Rolled Products . Production Engineering Archives 20(2018), 26-31, https

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Competing Through Lean – Towards Sustainable Resource-Oriented Implementation Framework

, Vol.24, No.10, pp. 994-1011. Liker, J. K. (1994), The Toyota Way: 14 Management Principles from the World's Greatest Manufacurer. New York, McGraw-Hill. Mann, D. (2010), Creating a Lean Culture. Tools to Sustain Lean Conversions. Boca Raton, CRC Press. Motwani, J. (2003), “A business process change framework for examining lean manufacturing: a case study”, Industrial Management & Data Systems , Vol.103, No.5, pp.339-346. Peteraf, M. A. (1993), “The cornerstones of competitive advantage: a resource-based view”, Strategic Management Journal , Vol.14, No

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Odel of Dynamic Integration of Lean Shop Floor Management Within the Organizational Management System

field study, Elsevier, Management Accounting Research, p. 120-141. Koller, T.; Gödhart, M.; Wessels D. (2010) Valuation: Measuring and Managing the Value of Companies, McKinsey & Company Inc.. Liker, J.; Meier, D. (2006) The Toyota Way Fieldbook, New York, McGraw Hill. Masaaki, I. (2004) Gemba Kaizen, Finmedia. Remco, P (2009) Führen am Ort der Wertschöpfung, Stuttgart: LogX Verlag. Rose, A.M.N.; Deros, B. Md.; Rahman M. N. Ab. (2010) Development of framework for lean manufacturing

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Automation, Lean, Six Sigma: Synergies for Improving Laboratory Efficiency

References Liker JK. The Toyota Way. New York, NY: McGraw-Hill; 2004. Jimmeerson C, Weber D, Sobek DK II. Reducing waste and errors: piloting lean principles at Intermountain Healthcare. Jt Comm J Qual Patient Saf 2005; 5: 249-57. Spear SJ. Fixing healthcare from the inside today. Harvard Bus Rev 2005; 83: 78-91. Weber DO. Toyota-style management drives Virginia Mason. Physician Exec January-February 2006; 32: 12-17. Pearsoon TJ

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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, 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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Improving the Efficiency of the Center for Medical Biochemistry, Clinical Center NiŠ, by Applying Lean Six Sigma Methodology

-57. 5. Plebani M. Pre-analytical errors and patient safety. J Med Biochem 2012; 31: 265-70. 6. Serteser M, Coskun A, Inal TC, Unsal I. How ISO-15189 laboratory accreditation assures patient safety? J Med Biochem 2012; 31: 271-80. 7. Liker JK. The Toyota Way. New York, NY: McGraw-Hill; 2004. 8. Shankar R. Process Improvement Using Six Sigma. A DMAIC Guide, ASQ Quality Press, 2009. 9. Kubiak TM, Benbow DW. The Certified Six Sigma Black Belt, Handbook, Second Edition. ASQ Quality Press, 2009

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