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

Abstract

Today’s market determinants and most importantly, very dynamically changing customer requirements significantly shortened the product life cycle. This situation reflects in companies by common extension of the assortment offered and personalised serial production. The result of a flexible approach to market changes is the implementation of LEAN concept, which, both in terms of management and production aims to develop efficiency within an organisation, which will then enable quick and dynamic response to changes in the environment. The popularity of LEAN concept (in management and production) among managers comes from its universality and a wide range of instruments used to maximise the use of existing potential. The main assumptions of LEAN concept are aimed at the maximum use of an organisation’s resources, defining the activities necessary to execute an order and identifying the areas generating losses and then minimising them and eventually eliminating. LEAN concept is based on flagship-main tools for identification and modernisation of processes, the difficulty in using them results from the need to recognise and select the most effective ones that meet the expectations of a given organisation. The article presents issues related to the first stage of implementing LEAN concept in a company’s structures, i.e. identification of opportunities and selection of appropriate tools.

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The Meaning of Processes Orientation in Creation and Realization of the Added Value

The Meaning of Processes Orientation in Creation and Realization of the Added Value

Characteristic of morphology and the identification of process category structure of are a crucial stage of its implementation within enterprises as well as it determines the final effects of processes realization, which is producing and realization of added value for market participants. In this paper author describe the essence of added value, its functions and factors that form this category in the understanding of the constant-flow organization that is set on realized processes. Performing analysis related to creation and realization of the added value, in the context of the basic aims of functioning organization of processes and establishing perception means and interpreting the creation of added value within the processes of customer and enterprise environment.

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Risk Management as a Process Security Tool

processes of SMES in the metal industry . METAL 2016: 25 th Int. Conf. Metallurgy And Materials, Ostrava, Tanger, 1956-1961. Nowakowska-Grunt, J., Mazur, M., 2017. The organization of processes and their relationships in the implementation welded constructions . METAL 2014: 23rd Int. Conf. Metallurgy and Materials. Tanger, Ostrava, 2256-2262. Pietraszek, J., Dwornicka, R., Krawczyk, M., Kołomycki, M., 2017. The non-parametric approach to the quantification of the uncertainty in the design of experiments modelling . UNCECOMP 2017, NTU of Athens, 598

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Criteria to Distinguish Between Periglacial, Proglacial and Paraglacial Environments

References Andre M. F., 2003. Do periglacial areas evolve under periglacial conditions? Geomorphology 52: 149-164. Ballantyne C. K., 2002. Paraglacial geomorphology. Quaternary Science Reviews 21: 1935-2017. Benn D. I., Evans D. J. A., 1998. Glaciers and Glaciation . Edward Arnold, London: 734. Brardinoni F., Hassan M., 2006. Glacial erosion, evolution of river profiles and the organization of process domains in mountain drainage basins of British

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