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1

Improving a manufacturing enterprise through the implementation of 5S – A practical approach

Chwist Katarzyna, Ingaldi Manuela

Zeszyty Naukowe Politechniki Morskiej w Szczecinie

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2025

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nr 82 (154)

58--68

EN

The 5S method is a fundamental tool that enables the efficient organization of the workplace. This method can be applied both to individual workstations and other areas of a company’s operations. The aim of this article is to improve the production system of a company specializing in the production of baby strollers and car seats by using the 5S method as a key tool. This article presents the implementation of the 5S method in a company manufacturing baby strollers, which is based on acquired experience. A survey is conducted among employees to assess their attitude toward the application of the 5S method in the company. In the studied facility, after the proper implementation of the fourth step of the 5S method, waste is identified in the form of excessive operator movements and unnecessary downtimes at the workstation. To address this issue, the “5 whys” method is applied. Tracing the root cause, which is found to relate to the way production elements are prepared in the warehouse, enables the design and creation of an innovative solution in the form of a pre-assembly rack. The implementation of the 5S method in the studied facility resulted in a high level of workplace cleanliness.

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Case study: Using lean manufacturing tools to improve the efficiency of the biesse techno line fdt machine

Pawłowska-Nowak Marta, Materna Daniel, Wower Łukasz, Modelski Marek

Zeszyty Naukowe Politechniki Poznańskiej. Organizacja i Zarządzanie

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2024

|

Nr 89

85--114

EN

The article presents a detailed study of the application of lean manufacturing tools at the manufacturing company Alfa to improve the efficiency of the Biesse Techno Line FDT machine. The study focused on using SMED techniques, the 5S methodology, and TPM tools to reduce setup time and increase overall machine performance. The research included process analysis, external and internal setup, transformation, and the implementation of improvements. The operator’'s workstation was also enhanced by applying the 5S methodology to increase efficiency, ergonomics, and safety. The issue of unplanned downtime was resolved through the use of TPM tools and a schedule of activities. The study was designed not only to improve the performance of the Biesse T echno Line FDT machine in wood processing, but also to have a positive impact on aspects of sustainable development. The reduction in setup time contributed to a reduction in energy and material consumption and waste reduction. Additionally, improving the organization of the workstation and eliminating waste contributed to better ergonomics, safety, and employee health. This study aligned with the concept of sustainable development, which aims to achieve economic efficiency, minimize environmental impact, and provide social benefits.

XX

W artykule przedstawiono szczegółowe badanie dotyczące zastosowania narzędzi lean manufacturing w przedsiębiorstwie Alfa w celu poprawy efektywności maszyny Biesse Techno Line FDT. Badanie skupiło się na wykorzystaniu technik SMED, metodyki 5S oraz narzędzia TPM w celu skrócenia czasu przezbrojenia i zwiększenia ogólnej wydajności maszyny. Badanie obejmowało analizę procesu, przezbrojenia zewnętrzne i wewnętrzne, transformację oraz wprowadzenie usprawnień. Poprawiono również stanowisko pracy operatora przez zastosowanie metodyki 5S w celu zwiększenia efektywności, ergonomii i bezpieczeństwa. Problem nieplanowanych przestojów rozwiązano dzięki narzędziu TPM i harmonogramowi czynności. Badanie miało na celu nie tylko poprawę wydajności maszyny Biesse Techno Line FDT w przetwórstwie drzewnym, ale również miało pozytywny wpływ na aspekty zrównoważonego rozwoju. Skrócenie czasu przezbrojenia przyczyniło się do redukcji zużycia energii i materiałów oraz ograniczenia odpadów. Dodatkowo poprawa organizacji stanowiska pracy i eliminacja marnotrawstwa przyczyniły się do polepszenia ergonomii, bezpieczeństwa i zdrowia pracowników. Badanie to miało zgodność z koncepcją zrównoważonego rozwoju, dążąc do osiągnięcia efektywności ekonomicznej, minimalizacji wpływu na środowisko i korzyści społecznych.

3

Implementation status of lean management in Polish manufacturing enterprises

Stronczek Anna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 191

519--540

EN

Purpose: The aim of this study was to assess the extent of Lean Management implementation in Polish manufacturing enterprises that declare the adoption of the lean philosophy. The study also aimed to identify areas for further development and provide practical recommendations for companies seeking to enhance their Lean Management practices. Design/methodology/approach: A quantitative approach was employed, utilizing a survey of Polish manufacturing enterprises to assess the degree of implementation of Lean Management principles in key areas such as customer relationships, supplier relationships, employee engagement, Total Productive Maintenance (TPM), and pull/flow processes. The comprehensive survey covered a wide range of Lean Management practices and was administered online to a sample of Polish manufacturing enterprises. Data from the survey was analyzed using a variety of statistical techniques, including descriptive statistics, correlation analysis, and regression analysis. The data was used to identify patterns and trends in Lean implementation practices. Findings: The results of the study indicated that Lean Management practices are relatively well-established in Polish manufacturing enterprises in each of the assessed areas. However, significant differences were observed between areas, with the highest levels of implementation observed in customer relationships and employee engagement, and the lowest in supplier relationships and pull/flow processes. Research limitations/implications: The primary limitations of the study lie in its reliance on self-assessment data and the potential bias of respondents. Additionally, the generalization of results is limited to a specific sample of Polish manufacturing enterprises. Nevertheless, the study provides valuable insights into the current state of Lean Management implementation in Poland and identifies areas for further development. Practical implications: The study suggests that Polish manufacturing enterprises should prioritize the continued implementation of lean practices in the areas of supplier relationships and pull/flow processes. This requires coordinated efforts to strengthen supplier relationships, optimize supply chain management, and implement lean production principles to eliminate waste and enhance efficiency. Originality/value: The study contributes to existing knowledge on Lean Management implementation by providing a comprehensive assessment of its current state in Polish manufacturing enterprises. The findings offer practical guidance for companies seeking ways to improve their Lean Management practices and derive associated benefits.

4

Assessment of the usefulness of the implementation of the Kaizen method in the construction industry

Brycht Natalia

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2024

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z. 198

67--79

EN

Purpose: The aim of the article is to present and assess the usefulness of the Kaizen method in the management and organization processes of enterprises from the construction sector. Design/methodology/approach: The research includes identifying tools in the area of Kaizen philosophy, assessing the possibilities of its implementation in the construction industry and identifying the most beneficial solutions. Elements of statistical and observational methods were used, as well as analyzes of literature reports. SWOT analysis was used to determine the level of suitability of the Kaizen method. Findings: The conducted research showed the need to implement Lean Management tools in the structures of construction companies, in particular the Kaizen method. However, certain barriers have also been noticed, limiting their use in the Polish construction industry. Research limitations/implications: The research presented is only a preliminary analysis, which is a starting point for further research on the use of the Kaizen method in construction, the method of selecting its tools and the benefits resulting from them. Due to knowledge, financial and technological deficiencies of construction companies, it is impossible to fully assess the analyzed aspect in the area of all types of enterprises. Practical implications: The obtained results show the positive impact of the Lean Management method on the functioning of the enterprise. Thanks to the use of Kaizen tools, it is possible to increase the efficiency of the company and solve most problems, including the generation of large amounts of waste, insufficient financial resources for planned projects, low level of competitiveness on the market, disorganization of work and lack of timeliness of initiated implementations. The presented SWOT analysis can be successfully used as a tool supporting the decision-making process aimed at adopting an appropriate company strategy. Thanks to its simplicity and speed of execution, it allows you to save time and initially reject unfavorable solutions. Moreover, an important factor in favor of its use is the ability to adjust the criteria and weights determined by the established preferences of a given company. Originality/value: The added value of the article is a practical presentation of the use of SWOT analysis to determine the most advantageous strategy necessary to be undertaken by construction companies in order to implement the principles of Lean Management.

5

Lean management jako metoda wspierająca realizację strategii ESG przedsiębiorstw z branży chemicznej na przykładzie Grupy CIECH

Korkosz-Gębska Jolanta, Gębski Jarosław, Popławski Łukasz

Przemysł Chemiczny

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2024

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T. 103, nr 1

149--152

PL

Przedstawiono wyniki zastosowania metody lean management w realizacji strategii ESG wybranego przedsiębiorstwa z branży chemicznej, będącej jedną z fundamentalnych dla całego przemysłu, która z uwagi na swoją specyfikę musi sprostać niełatwym wyzwaniom związanym z trwającą transformacją ekologiczną. Jednymi z nich są wskaźniki ESG (environmental, social, governance), dotyczące czynników, na podstawie których tworzone są różnorodne rankingi i oceny pozafinansowe przedsiębiorstw, jak również nowe regulacje prawne, np. unijna dyrektywa w sprawie sprawozdawczości w zakresie zrównoważonego rozwoju CSRD (corporate sustainability reporting directive). W pracy skupiono się na dziale zakupów, pełniącym funkcję wsparcia, lecz warto podkreślić, że w analizowanym przedsiębiorstwie narzędzia lean są wykorzystywane w wielu działach w ramach dążenia do doskonałości operacyjnej.

EN

The lean management concept was used in the process of purchasing materials necessary to maintain operations at the selected plant. Using the VSM (value stream mapping) tool, the current purchasing process was mapped, the cost of the single order fulfillment process was estimated and compared with the target model of the ordering process from the need to the dispatch of the order using the Punch-Out catalog.

6

System 5S jako jedno z podstawowych narzędzi Lean Management

Gołąbek Małgorzata, Dąbrowska Karolina

Napędy i Sterowanie

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2024

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R. 26, nr 3

52--55

PL

Głównym celem wprowadzenia Systemu 5S było podniesienie produktywności, lepsza organizacja pracy na hali montażowej. Czystość, porządek mają zasadniczy wpływ na stabilność procesów oraz wyeliminowanie marnotrawstwa. Dodatkowym atutem jest również fakt poprawy bezpieczeństwa pracy pracowników. Uczy dyscypliny niezbędnej do utrzymania standardów. Aby w należyty sposób rozwiązać problemy związane z brakiem organizacji na poszczególnych miejscach pracy, niezbędne jest właściwe poznanie i rozszyfrowanie każdego z elementów Systemu 5S oraz wdrożenie.

EN

The main purpose of introducing the 5S System was to increase productivity, better organize work on the assembly hall. Tidiness have a major impact on the stability of processes and the elimination of waste. The fact that it improves the safety of employees' work is also an added advantage. It teaches the discipline necessary to maintain standards. In order to properly solve the problems associated with the lack of organization on individual workplaces, it is necessary to properly learn and decipher each of the elements of the 5S System and implement them.

7

Development and Improvement of a Production Company (and their product) based on the Value Stream Mapping of Business Processes

Klimecka-Tatar Dorota, Obrecht Matevž

Management Systems in Production Engineering

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2024

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nr 2 (32)

185--191

EN

Value stream mapping is one of the basic tools used in the processes improvement or design – in accordance with the Lean concept. This paper presents a model of designing production processes and introducing new products to the market based on the analysis of the value streams flow in the production process. Particular attention was paid to the importance of input data necessary to plan a properly functioning production process, which results in a high-value product (from the customer’s point of view). In the paper also the list of all the most important tools supporting all stages of designing new production processes or improving existing processes has been presented. Also the advantages of big pictures analysis using was highlighted. In this case value stream mapping and big picture analysis were oriented on quality in the product development process and contribute to: creating value (based on customer requirements) while maintaining timely deliveries and constant costs (Value Stream Mapping), sustainable use of tangible and intangible resources (removing waste at the design stage). However, from the company point of view, and particular in the cost level, the product can gain value because a lower input is required for its production. After improvement, the process lead time has been shortened in an area where value was not added, but the consequence of implementing the change is an increase in the production volume while maintaining the process transition time – therefore, unit costs of production will change.

8

Assessment of Ergonomic Risks in Manufacturing Enterprises in the Czech Republic

Hoke Eva, Heinzová Romana, Veselík Petr, Martinková Michaela

Management and Production Engineering Review

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2024

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Vol. 15, No. 4

1--10

EN

The paper maps the evaluation of ergonomic risks in Czech processing industry enterprises. In today’s dynamic times, the main challenge is to retain quality employees and focus on them. Safety and health protection at work and monitoring and evaluation of ergonomic risks at the workplace are related to employee care. The paper summarizes the results of a nationwide questionnaire survey of the manufacturing industry in the Czech Republic. The obtained data was evaluated by using basic descriptive statistics. Nonparametric statistical analysis (Fisher’s exact test) confirmed or excluded hypotheses. The performed analysis shows that the use of ergonomic risk methods does not statistically depend on the type and size of the enterprises. It is further evident from the research results that Czech enterprises should monitor ergonomic risks more.

9

The use of Selected Lean Management Tools for Analyzing Defects in Pistons for Internal Combustion Engines

Piątkowski Jarosław, Łent-Trepczynska M., Krępa A., Ferdyn M.

Archives of Foundry Engineering

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2024

|

Vol. 24, iss. 2

44--49

EN

The article presents the most significant material defects found in pistons for internal combustion engines, along with a graphical method of categorization using a Pareto-Lorenz chart. For the top three defects (constituting approximately 80% of all issues), a slightly different Ishikawa chart was employed to identify the causes behind their occurrence. Remedial actions were proposed, to be implemented primarily within the interoperative quality control of piston casting. It was concluded that it is crucial to prevent the excessive iron content in the alloy used for alfin inserts (AS9 alloy), particularly for cast iron ring carriers. The research was conducted in collaboration with Federal-Mogul company in Gorzyce (F-MG), one of the largest piston foundries in Poland.

10

Autonomous Mobile Robots in Automotive Remanufacturing: A Case Study for Intra-Logistics Support

Pizoń Jakub, Wójcik Łukasz, Gola Arkadiusz, Kański Łukasz, Nielsen Izabela Ewa

Advances in Science and Technology. Research Journal

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2024

|

Vol. 18, no. 1

213--230

EN

The article focuses on the role of modern logistics 4.0 technologies and lean management in optimizing ancillary processes in intralogistics. The literature review presents critical aspects of intralogistics, including using autonomous mobile robots (AMR) and the challenges associated with their successful implementation. The article also discusses the concepts of Industry 4.0 and Industry 5.0. highlighting the importance of synergies between workers and advanced technologies. In optimizing logistics processes, the authors emphasize the importance of lean management and tools such as 5S and Kaizen. The authors analyze the research gap related to the organization of auxiliary processes, intralogistics, and the introduction of modern technologies. The lack of good practices and strategies for implementing new technologies for ancillary processes makes this a critical issue for managers and production engineers. The article provides practical strategies that can be implemented in companies. It is a valuable resource for managers seeking to manage intralogistics and effectively improve support processes in manufacturing plants. In summary, the article provides a comprehensive look at modern approaches to optimizing support processes in internal logistics. It highlights the importance of integrating modern logistics technologies with lean management principles, which can increase companies' efficiency and competitiveness.

11

Od tradycyjnego do zwinnego zarządzania procesami budowlanymi - podejście multihybrydowe

Pasławski Jerzy

Materiały Budowlane

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2023

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nr 1

15--19

PL

W artykule wskazano, że umiejętne połączenie metod tradycyjnych (harmonogram, model sieciowy) i współczesnych (elastyczność, zwinność, lean management), zwłaszcza w przypadku wykorzystania idei Budownictwa 4.0 daje szanse na doskonalenie zarządzania procesami na bazie z jednej strony stabilizacji wydajności, a z drugiej dostosowania do zmieniających się warunków otoczenia. Dzięki systemowi cyberfizycznemu oraz monitoringowi i możliwości zarządzania w czasie rzeczywistym istnieje możliwość zapewnienia realizacji założonego głównego planu pomimo ciągłych zmian w otoczeniu wewnętrznym i zewnętrznym. Konieczność uwzględnienia elastyczności pojawiła się w dziedzinie zarządzania procesami budowlanymi u progu 21. wieku i trwa, koncentrując się na Agile Management. Synergia wynikająca z zastosowania jednocześnie kilku podejść wydaje się warunkiem osiągnięcia sukcesu w postaci zgodności rzeczywistego przebiegu z planem.

EN

This article indicates that the skillful combination of traditional methods (schedule, network model) and modern methods (Flexibility, Agility, Lean Management), especially with the use of the idea of Construction 4.0 gives the opportunity to improve process management based on the stabilization of performance on the one hand, and, on the other, adaptation to changing environmental conditions. Thanks to the cyber-physical system as well as real-time monitoring and management, it is possible to ensure the implementation of the assumed master plan despite constant changes in the internal and external environment. The need to consider flexibility emerged in the field of construction process management at the turn of the 21st century and continues to focus on Agile Management. The synergy resulting from the simultaneous use of several approaches seems to be the condition for achieving success in the form of compliance of the actual mileage with the plan.

12

System 5S jako jedno z podstawowych narzędzi lean management

Gołąbek Małgorzata, Dąbrowska Karolina

Maszyny Elektryczne : zeszyty problemowe

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2023

|

Nr 1 (128)

155--158

PL

Głównym celem wprowadzenia Systemu 5S było podniesienie produktywności, lepsza organizacja pracy na hali montażowej. Czystość, porządek mają zasadniczy wpływ na stabilność procesów oraz wyeliminowanie marnotrawstwa. Dodatkowym atutem jest również fakt poprawy bezpieczeństwa pracy pracowników. Uczy dyscypliny niezbędnej do utrzymania standardów. Aby w należyty sposób rozwiązać problemy związane z brakiem organizacji na poszczególnych miejscach pracy, niezbędne jest właściwe poznanie i rozszyfrowanie każdego z elementów Systemu 5S oraz wdrożenie.

EN

The main purpose of introducing the 5S System was to increase productivity, better organize work on the assembly hall. Tidiness have a major impact on the stability of processes and the elimination of waste. The fact that it improves the safety of employees’ work is also an added advantage. It teaches the discipline necessary to maintain standards. In order to properly solve the problems associated with the lack of organization on individual workplaces, it is necessary to properly learn and decipher each of the elements of the 5S System and implement them.

13

Lean management implementation in Malaysian public sectors: critical success factors and performance implications

Zulkeflee Zarifa, Nawanir Gusman, AbdulGhani Airin

Management Systems in Production Engineering

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2023

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nr 2 (31)

197--107

EN

This study aims to investigate the effects of lean management implementation on public sector performance along with the critical success factors of its implementation. The cross-sectional quantitative survey collected 131 responses from public organisations in Malaysia selected through a stratified random sampling procedure. Data were analysed using the structural equation modelling (SEM) approach with SmartPLS 4 professional. Lean resources, lean culture, and lean knowledge management are critical success factors for implementing lean management in the Malaysian public sector. Subsequently, the holistic implementation of lean management will enhance their performance. This study provides a practical viewpoint for practitioners to understand and validate the potential benefits lean management can sustain if implemented with the critical success factors. As a result, practitioners and policymakers could use the insight from this study to tailor strategies for leveraging public sectors' performance in Malaysia.

14

Lean management in improving the organization - case study

Detyna Beata, Detyna Jerzy

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

|

z. 162

121--140

EN

Purpose: The aim of this article is to present the results of research on needs and possibilities of implementing Lean Management concept at the university. Using the literature review and the results of empirical research, author proposes specific solutions (tools). Design/methodology/approach: The aim of the research was carried out on the basis of latest world literature review and empirical research conducted at a Polish university, the domain of which is practical education. The article is a case study with a proposal for the implementation of LM in a selected university. The research covered selected organizational units of universities. Findings: Recommendations for the use of selected Lean tools is the need to rationalize the activities undertaken in universities, including continuous improvement and flexibility of processes. There are economically justifiable actions to reduce waste and losses occurring in universities, as well as the integration of diversified and often non-cooperating organizational (functional) units. The proposals presented in this article may become an inspiration for universities that are thinking about implementing previously unused improvement tools. Research limitations/implications: Empirical research has been limited to one university, and the proposed methods and tools relate to selected functional areas. LM implementation requires prior analysis of the needs and capabilities of each organization. Practical implications: Due to the functioning of universities in an increasingly difficult to predict environment, they are forced to look for ways not only to survive, but above all to continuously improve the entire organization. The implemented rationalization and development measures should contribute to the improvement of the effectiveness and efficiency of management. Unpredictable changes concern the legal, socio-cultural, economic and economic environment, as well as the COVID-19 epidemic situation. These challenges are met by the concept of LM - as an inspiration and an opportunity to accelerate remedial and pro-development actions. Originality/value: The article is dedicated to people interested in the theory and practice of the LM concept. The use of the methods and tools proposed by the author in various functional areas of the university may bring about beneficial changes in the form of improvements in activities, time savings, as well as rationalization and greater efficiency of the implemented processes.

15

Agile project management as a change management tool in dynamic construction projects, a necessity to coop with projects’ increasing complexity and uncertainty

Owais Zaid

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

|

z. 160

499--514

EN

Purpose: The construction industry has one of the most important roles in any countries economy, despite of that, construction projects remain under the spotlight when compared to other industries projects due to its special nature and scope, with their increase of complexity which by default increases the amount of changes occurring therefore rising the risks of low performance, which is already an issue in the sector, construction management is facing more challenges than ever, this research paper was carried out in order to provide possible alternatives for the traditional way of managing construction projects. Design/Methodology/Approach: A literature review was carried out exploring the necessities of implementing agile management in the field in order to coop with the increasing complexity and uncertainty of construction projects therefore increasing the overall performance, alongside identifying the potentials and limitations of such an approach. Findings: As a result it was found that a tailored approach could be the answer to improve the whole sector and bring it up to date, using an integration of various methods of lean and agile management with traditional waterfall method, the agile management tools do show promising potential for the dynamic project nature which shows the importance of such an implementation. Originality/Value: This paper provides cognitive scientific value by adding needed knowledge in a relatively immature research area for the practical development of one of the largest industries.

16

Optimising the sealing station in production process of tubes for catalytic converters involving SMED method - a case study

Dąbrowska Magdalena, Maciejewska Katarzyna

Technologia i Automatyzacja Montażu

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2022

|

nr 2

15--23

EN

The article presents the stages of the development of the lean management concept. The authors presented the SMED methodology. They made the analysis of the sealing station in the production process of tubes for catalytic converters in relation to the real model. Optimisation the sealing station in production process of tubes for catalytic converters has been done in this article. For this purpose was used one of the tools of Lean Manufacturing, SMED. Diagnosis of machine changeover operations was carried out and also measurement of the times necessary for doing these operations. Using spaghetti diagram, the path which is covered by the operator during machine changeover, was shown. Delegation of specific tasks carried out previously by the operator to production workers and implementation of organisational and technical solution has had the effect of relieving of the operator and shortening of time necessary for machine changeover and increasing productivity at the sealing station.

PL

W artykule przedstawiono etapy rozwoju koncepcji lean management. Autorki zaprezentowały metodologię SMED. Dokonały analizy stanowiska uszczelniania w procesie produkcyjnym przewodów do katalizatorów w odniesieniu do modelu rzeczywistego. W artykule dokonano optymalizacji stanowiska uszczelniania w procesie produkcyjnym przewodów do katalizatorów. W tym celu zastosowano jedno z narzędzi Lean Production, a mianowicie SMED. Dokonano diagnozy czynności wykonywanych podczas przezbrajania maszyny oraz dokonano pomiaru czasów niezbędnych do wykonania wskazanych czynności. Wykorzystując diagram spaghetti zilustrowano drogę, którą pokonuje operator podczas przezbrojenia maszyny. Oddelegowanie wybranych czynności wykonywanych uprzednio przez operatora na obsługę produkcji oraz wprowadzenie rozwiązania organizacyjno-technicznego wpłynęło na odciążenie operatora i skrócenie czasu niezbędnego do przezbrojenia maszyny i zwiększenia produktywności na stanowisku uszczelniania.

17

Kultura lean management: pomiar i metodyka samooceny na przykładzie wybranej placówki medycznej

Wiśniewska Małgorzata Z., Wierzba Paweł

Problemy Jakości

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2022

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R. 54, nr 2

2--15

PL

Cel: Zaprezentowanie wybranych narzędzi pomiaru kultury lean management (LM) oraz przedstawienie etapów zastosowania jednego z takich narzędzi na przykładzie wybranej organizacji medycznej. Projekt badania/metodyka badawcza/koncepcja: W pracy wykorzystano następujące metody badawcze: przegląd i analizę krytyczną literatury przedmiotu, metodę studium przypadku, w tym analizę danych zastanych (wtórnych), metodę wywiadu pogłębionego, metodę samooceny z wykorzystaniem kwestionariusza ankiety, metodę pracy koncepcyjnej, metodę analizy, syntezy oraz wnioskowania logicznego. Wyniki/wnioski: Wykazano, że przybywa narzędzi pomiaru LM, ale brakuje przykładów w obszarze opieki zdrowotnej. Badana placówka charakteryzuje się wysokim poziomem kultury LM, który może wynikać z wdrożonych przez nią wybranych narzędzi LM, ale także różnych systemów zarządzania, np. jakością, środowiskiem, bezpieczeństwem pracownika, informacji, ciągłością działania, co do zasady ukierunkowanych na doskonalenie procesów. Ograniczenia: Ograniczenie uzyskanych wyników może wynikać z zastosowanej skali trzystopniowej Likerta. W przyszłości skala powinna być poszerzona do minimum skali pięciostopniowej. Zastosowanie praktyczne: Można zalecić wykorzystanie zaproponowanej metodyki do samooceny w placówkach różnego rodzaju, nie tylko medycznych. Oryginalność/wartość poznawcza: Oryginalność wynika z faktu, iż jest to pierwszy w kraju artykuł na temat kultury LM w organizacji medycznej. Wypełniono bowiem lukę badawczą, prezentując narzędzie samooceny kultury LM w tego typu placówce. Zaproponowano wieloetapową metodykę samooceny opartą na cyklu PDCA Deminga.

EN

Purpose: To present the selected tools for measuring lean management culture (LM) and to present the stages of using one of such tools on the example of a selected medical organization. Design/methodology/approach: The following research methods were used in the work: review and critical analysis of the literature on the subject, case study method, including analysis of existing (secondary) data, in-depth interview method, self-assessment method using a questionnaire, method of conceptual work, method of analysis, synthesis and logical concluding. Findings/conclusions: It has been shown that there are more and more tools for measuring LM, but there are no examples in the area of healthcare. The surveyed facility is characterized by a high level of LM culture, which may result from the selected LM tools implemented in it, but also various management systems, e.g. quality, environment, employee safety, information safety, business continuity, by definition focused on process improvement. Research limitations: The results obtained may be limited due to the applied three-point Likert scale. In the future, the scale should be extended to a minimum of a five-point scale. Practical implications: The proposed methodology of self-assessment of LM culture can be used in various types of institutions, not only medical ones. Originality/value: The originality comes from the fact that this is the first domestic article on the subject on LM culture in medical organization. The research gap was filled by presenting the LM culture self-assessment tool in a medical facility. A multi-stage self-assessment methodology based on the PDCA Deming cycle has been proposed.

18

Optymalizacja procesów prefabrykacyjnych przyszłością budownictwa

Ziółkowski Rafał, Kurpińska Marzena

Materiały Budowlane

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2022

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nr 1

62--63

19

Flexible Formwork Flow 4.0 - usprawnienie modelu zarządzania deskowaniami na budowie w myśl zasad Przemysłu 4.0

Majkowski Łukasz, Pasławski Jerzy

Materiały Budowlane

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2022

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nr 12

67--72

PL

W wyniku badań opisywana koncepcja 3F4 została uzupełniona o system geolokalizacji i monitoring dostępny w trybie rzeczywistym. Jednocześnie należy pamiętać, iż bieżące nakłady kosztów ulegają ciągłym zmianom i są na bieżąco aktualizowane w systemie 3F4. Dzięki wprowadzeniu metodologii Lean i/lub Agile uzyskujemy pewność, że budowa działa w sposób zapewniający stabilizację procesów budowlanych oraz możliwość dostosowania do zmian. Chociaż te dwie koncepcje wymagają podjęcia innych kroków w kierunku osiągnięcia różnych celów, jednak właściwe ich połączenie z uwzględnieniem metod klasycznych i idei Przemysłu 4.0 pozwala w efekcie osiągnąć efekt synergii - usprawnienie analizowanego procesu.

EN

As a result of studies, the concept 3F4 has been supplemented by a new geolocation system and real-time monitoring. At the same time, it should be remembered that the current cost outlays are constantly changing and are constantly updated in the 3F4 system. Thanks to the introduction of Lean and/or Agile methodologies, we can be sure that the construction works in a way that ensures the stabilization of construction processes and the possibility of adapting to the following changes. Although these two concepts require taking other steps towards achieving different goals, the proper combination of them, taking into account classic methods and the idea of Industry 4.0, allows, as a result, to achieve a synergy effect - improvement the analyzed process.

20

Shopfloor management – a tool of lean management

Wester Lars Christopher, Hitka Milos

Management Systems in Production Engineering

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2022

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nr 3 (30)

238--245

EN

Lean management is an approach to continuous process optimisation. The methodology involves the entire value chain. The individual links are made more efficient and thus leaner. The main goal of lean management is to use various lean methods, procedures and thinking principles to coordinate all processes and activities in such a way that any kind of waste along the value chain is avoided in a holistic production system. This would result in the following main difficulties: Transporting information quickly and purposefully to the right places in the company. This is where the lean tool of shopfloor Management (SFM) comes into its own. The shopfloor board is the communication platform of SFM. Shopfloor takes place very close to the employees in a direct interaction between employees and managers. Staff are directly involved in the process and should and can contribute their own approaches to solutions. The article provides an overview of the structure of shopfloor management (SFM) and proves that the goals set by the introduction itself – namely the optimised flow of information in the company with the involvement of all employees – are achieved through shopfloor Management. The method of a structured interview with 63 respondents is used to obtain data.