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Barriers and opportunities in implementation of Lean Manufacturing tools in the ceramic industry

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Języki publikacji
EN
Abstrakty
EN
The concept of lean management in an organization, improving products and processes using the Lean Manufacturing concept, is discussed in this paper. Striving for excellence is the key factor in maintaining competitiveness on the market. Only organizations able to adapt to changing environ-mental conditions faster than others achieve an advantage, and the management in line with the Lean Manufacturing philosophy is de facto change management. In this paper, important factors in the ceramic industry, which should be taken into account when implementing Lean Manufacturing are characterized. Important factors affecting the implementation of lean tools include, such as: the size of the enterprise, involvement of employees, knowledge about the Lean concept, technological factor, type and variety of the product line, as well as the specificity of the ceramic industry. The greatest opportunity associated with the implementation of Lean is to increase the competitiveness of the company obtained through: meeting the quality and economic expectations of customers. The greatest opportunity associated with implementation of the Lean is to increase competitiveness of the company obtained through: meeting the quality and economic expectations of their customers. Practice shows, however, that despite the simplicity of rules and tools, few organizations manage to achieve the level of excellence of the pioneer of this concept, the Japanese Toyota Corporation.
Rocznik
Tom
Strony
48--52
Opis fizyczny
Bibliogr. 19 poz., rys.
Twórcy
autor
  • Ceramik Sp. z o.o., 42-200 Częstochowa, Poland
Bibliografia
  • 1. Aoki, M., 2013. Jak działa fabryka Toyoty, Shinsei Consulting Sp. z o.o. Sp. komandytowa. Poznań.
  • 2. Bhamu, J., Sangwan, K.S., 2015. Reduction of Post-kiln Rejections for improving Sustainability in Ceramic Industry: a Case Study, 12th Glob-al Conference on Sustainable Manufacturing, Procedia CIRP, 26, 618-623.
  • 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, vol: 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. Chomicz, J., Gołuzd, M., Partyka, J., Żehaluk, P., 2006. Efektywne zarządzanie produkcją z wykorzystaniem elementów, VCM (World Class Manufacturing), Kraków, 69-76.
  • 6. George, M.L., 2002. Lean Six Sigma: Combining Six Sigma with Lean Production Speed, McGraw Hill, New York, NY.
  • 7. Hines, P., Holweg, M., Rich, N., 2004. Learning to evolve. A review of contemporary lean thinking, International Journal of Operations & Production Management, Vol. 24, No. 10. 994-1011
  • 8. 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.
  • 9. Liker, J.K., 2005. Droga Toyoty, MT Biznes Sp. z o.o., Warszawa.
  • 10. Locher, D., 2012. Lean w biurze i usługach, MT Biznes Sp. z o.o., Warszawa.
  • 11. Nowicka-Skowron, M., Ulewicz, R., 2016. Problems In the implementation of lean concept in the metal industry companies, Brno, Czech Republic.
  • 12. Pacana, A., Ulewicz, R. 2017. Research of determinants motiving to implement the environmental management system, Polish Journal Of Management Studies, 16(1), 165–174. doi: 10.17512/pjms.2017.16.1.14.
  • 13. Pernstal, J., Feldt, R., Gorschek, T., 2013. A review of lean approaches to large-scale software systems development, SE-412 96 Göteborg, Sweden.
  • 14. Predoń, B., Badura, L., M. Sobczyk, M., Nowacki, M., 2008. Praktyczne aspekty wdrażania praktyk 5S w przemyśle produkcji płytek ceramicznych, Kraków.
  • 15. Rother, M. Shook, J., 2009. Learning to See VSM to Create Value and Eliminate Muda, Lean Enterprise Institute, Cambridge.
  • 16. Szatkowski, K., 2014. Nowoczesne zarządzanie produkcją, ujęcie procesowe, PWN.
  • 17. Urbaniak, M., 2010. Kierunki doskonalenia systemów zarzadzania jakością, Uniwersytet Łódzki, Łódź.
  • 18. Womack, J., Jones, D., 2002. Zobaczyć całość, Lean Enterprise Institute, Wrocław.
  • 19. Womack, J.P., Jones D.T., 1996. Lean Thinking, New York, Free Press.
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2018).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-8374b3e5-60a0-4d24-aa53-958c7f19494a
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