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

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
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.
Rocznik
Tom
Strony
36--39
Opis fizyczny
Bibliogr. 29 poz., tab.
Twórcy
autor
  • Department of Production Engineering and Safety, Faculty of Management, Czestochowa University of Technology, Armii Krajowej 19B 42-200 Czestochowa, Poland
autor
  • Western Norway University of Applied Sciences, Department of Mechanical and Marine Engineering, Bergen, Norway
Bibliografia
  • 1. Aoki, M., 2013. Jak działa fabryka Toyoty. Shinsei Consulting Sp. z o.o. Sp. komandytowa. Poznań.
  • 2. 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.
  • 3. 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.
  • 4. Bortolotti, T., Boscari, S., Danese, P., 2015. Successful lean implementation: Organizational culture and soft lean practices. Int. J. Production Economics, 160, 182-201.
  • 5. Czerska, J. 2014. Podstawowe Narzędzia Lean Manufacturing. LeanQ Team, Gdańsk.
  • 6. Haefner, B., Kraemer, A., Stauss ,T., Lanza, G. 2014. Quality Value Stream Mapping. Procedia CIRP, 17, 254-259.
  • 7. Hines, P., Holwe, M., Rich, N. 2004. Learning to evolve - A review of contemporary lean thinking. International Journal Of Operations & Production Management, 24(9-10), 994-1011 DOI: 10.1108/01443570410558049.
  • 8. Hines, P., Holweg, M., Rich, N., 2004. Learning to Evolve: A Review of Contemporary Lean Thinking. International Journal of Operations & Production Management, 24(10), DOI: 10.1108/01443570410558049.
  • 9. Kleszcz, D., 2018. Barriers and opportunities in implementation of Lean Manufacturing tools in the ceramic industry. Production Engineering Archives, 19 (2018), 48-52, DOI: 0.30657/pea.2018.19.10.
  • 10. 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.
  • 11. Klimecka-Tatar, D., 2017. Value Stream Mapping as Lean Production tool to improve the production process organization – case study in packaging manufacturing. Production Engineering Archives, 17 (2017) 40-44. DOI: 10.30657/pea.2017.17.09.
  • 12. Liker, J.K. 2005. The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. MT Biznes, Warsaw, (in Polish).
  • 13. Mann, D. 2005. Creating a Lean Culture Tools to Sustain Lean Conversion. Productivity Press, New York.
  • 14. Matt, D.T. Rauch, E., 2013. Implementation of Lean Production in small sized Enterprises, Procedia CIRP, 12, 420-425. DOI: 10.1016/j.procir.2013.09.072.
  • 15. Mielczarek, K., Knop, K., 2016. Significance of factor describing visual control in the second management principle of Toyota in the automotive supply industry, Production Engineering Archives, 13, 16-19.
  • 16. Nowicka-Skowron, M., Ulewicz, R., 2016. Problems In the implementation of lean concept in the metal industry companies, Brno, Czech Republic.
  • 17. Ortiz, Ch.O., Park, M.R., 2011. Visual Controls. Applying Visual Management to the Factory. Productivity Press, New York.
  • 18. Piasecka-Głuszak, A., 2014. Lean management w polskich przedsiębiorstwach przy wykorzystaniu wybranych narzędzi rozwiązywania problemów – wyniki badań. Research Papers of Wrocław University of Eco-nomics, 369, 88-103.
  • 19. Resta, B., Powell, D., Gaiardelli, P., Dotti, S. 2015. Towards a framework for lean operations in product-oriented product service systems. CIRP Journal of Manufacturing Science and Technology, 9, 12-22. DOI: 10.1016/j.cirpj.2015.01.008.
  • 20. Rose, A.N.M., Deros, B.M., Rahman, M.N.A., 2009. A Review of Lean manufacturing practices in Small and Medium Enterprises. Seminar 3 - AMReG 09, 29 Julai 2009, Kajang, Selangor, Malaysia, 1-6.
  • 21. Rother, M. Shook, J., 2009. Learning to See VSM to Create Value and Eliminate Muda. Lean Enterprise Institute, Cambridge.
  • 22. Szatkowski, K., 2014. Nowoczesne zarządzanie produkcją, ujęcie procesowe. PWN.
  • 23. Ulewicz, R., Kucęba, R. 2016. Identification of problems of implementation of Lean concept in the SME sector. Ekonomia i Zarzadzanie, 8(1), 19-25. Retrieved 22 Jan. 2018, from doi:10.1515/emj-2016-0002.
  • 24. Urbaniak, M., 2010. Kierunki doskonalenia systemów zarzadzania jakością. Uniwersytet Łódzki, Łódź.
  • 25. Walentynowicz, P. 2016. Zakres zastosowania Lean Management w przedsiębiorstwach produkcyjnych – wyniki badań empirycznych. In: Innowacje w zarządzaniu i inżynierii produkcji (red: Knosala R.), Oficyna Wydawnicza Polskiego Towarzystwa Zarządzania Produkcją, Opole, 407-418.
  • 26. Womack, J., Jones, D., 2002. Zobaczyć całość. Lean Enterprise Institute, Wrocław.
  • 27. Womack, J.P., Jones, D.T., 2003, Lean Thinking: Banish Waste and Create Wealth In Your Corporation. Simon & Schuster, UK. ISBN 9780743231640.
  • 28. Womack, J.P., Jones D.T., 1996. Lean Thinking. New York, Free Press.
  • 29. Żywiołek, J., 2016. The application of value stream mapping method for identifying basic drawbacks and reducing duration of information process in a company. Production Engineering Archives, 11(2), 36-39.
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
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