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Lean Manufacturing in the ceramic industry

Journal of Surface Science and Engineering, 10(6), pp.570-584. Krasiński, M. (2015). Lean Management w zapobieganiu i przezwyciężaniu kryzysu w Przedsiębiorstwie. Marketing i Rynek, 5, pp. 266-276. Mazur, M. & Momeni, H. (2019). LEAN Production issues in the organization of the company - results, Production Engineering Archives, 22, pp. 50-53. Melton, T. (2005). The benefits of lean manufacturing – What lean thinking has to offer the process industries, CHEMICAL ENGINEERING RESEARCH & DESIGN, 83 (A6), pp. 662-673. Melton, T. (2005). The benefits

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Improvement of Production Processes with the Use of Lean Manufacturing Tools

improvement with the application of lean manufacturing in a steel company. In: METAL 2016: 25th Anniversary International Conference on Metallurgy and Materials, Ostrava: Tanger, p. 1895. Liker, J.K. (2005). Droga Toyoty - 14 zasad zarządzania wiodącej firmy produkcyjnej świata. Warszawa: Wyd. MT Biznes, p. 36. Małysa, T., Nowacki, K. and Lis, T. (2017). The correlation between structure of employment and accidents at work in metallurgical enterprises. In: METAL 2017: 26th International Conference on Metallurgy and Materials, Ostrava: Tanger

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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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Lean Manufacturing Effects in a Serbian Confectionery Company – Case Study

://dx.doi.org/10.1016/j.ijpe.2003.10.021 Eroglu, C., & Hofer, C. (2011). Lean, leaner, too lean? The inventory-performance link revisited. Journal of Operations Management, 29 (4), 356-369, http://dx.doi.org/10.1016/j. jom.2010.05.002 Feld M. W. (2001). Lean manufacturing: tools, techniques, and how to use them . Boca Raton, Florida, USA: The St. Lucie Press/APICS Series on Resource Management. Fotopoulos, C. V., Psomas, E. L., & Vouzas, F. K. (2010). Investigating total quality management practice's inter-relationships in ISO 9001:2000 certified organisations. Total

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Human Resources As Risk Factors For Lean Manufacturing Implementation

References [1] Norani N., Baba Md.D. and Dzuraidah A.W., A Survey on Lean Manufacturing Implementation in Malaysian Automotive Industry, International Journal of Innovation, Management and Technology , Vol. 1, No. 4, pp. 374-380, 2010 [2] Digital Engineering Magazin, Nur jedes 20. Automobilunternehmen in Europa ist wirklich lean , retrieved from http://www.digital-engineering-magazin.de/des/news/nur-jedes-20-automobilunternehmen-europa-ist-wirklich-lean , 20.01.2015, 2008 [3] Convis G., Role of management in a lean manufacturing environment

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Coexistence of the BRC Standard for Packaging and the Lean Manufacturing methodology

Journal , 30 (1), 20-42. Bhamu, J., & Sangwan, K. (2014). Lean manufacturing: literature review and research issues. International Journal of Operations & Production Management , 34 (7), 876-940. Bhasin, S. (2012). Performance of Lean in large organisations. Journal of Manufacturing Systems , 31 (3), 349-357. Bhasin, S., & Burcher, P. (2006). Lean viewed as a philosophy. Journal of Manufacturing Technology Management , 17 (1), 56-72. BRC Global Standards. (2015). BRC Global Standard for Packaging and Packaging Materials Issue 5 . London

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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.

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Knowledge-Based Collaborative Lean Manufacturing Management (KBCLMM) System

) Conceptual Model of Collaborative Lean Manufacturing Management System: Planning Stage. The 5th International Conference on Manufacturing Research (ICMR07) . De Montfort University, UK. NAWAWI, M.K.M., KHAN, M.K. & HUSSAIN, K. (2008) Paper 1: Colllaborative Lean Manufacturing Management - The Framework and Hybrid Knowledge-Based System. 24th International Conference on CARS & FOF'08 . RAZMI, J., RAHNEJAT, H. & KHAN, M.K. (2000) The new concept of manufacturing "DNA" within an analytic hierarchy process-driven expert

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Educating Students On Lean Manufacturing And Pull Production Using Games

. Psychological Review, 77, 406-418. 9. Shannon,P., Krumwiede, K., Street, J., Using Simulation to Explore Lean Manufacturing Implementation Strategies, Journal of Management Education 2010 34: 280, DOI: 10.1177/1052562909358964 10. Yazici, H.J. Simulation modeling of a facility layout in operations management classes, Sage Journals, Simulation Gaming 2006; vol. 37, no.1; 73-87,

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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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