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A model of Lean Management for organizational innovation: cases in visegrád and AFTA

Treść / Zawartość
Identyfikatory
Warianty tytułu
Konferencja
7th International Conference System Safety: Human - Technical Facility - Environment, CzOTO 2018 (7 ; 12-14.12.2018 ; Zakopane, Poland)
Języki publikacji
EN
Abstrakty
EN
Originated as a production management philosophy, Lean Manufacturing has successfully transferred and implemented globally. Lean genealogy studies have been conducted, indicating the essential concept now evolves to Lean Management (LM), which is applicable to many branches of production and services management, viz quality and productivity, human resources, knowledge and technology, etc. Innovation has been made to ensure a smooth customization of knowledge and principles, tailored to each organization who is eager to implement this state-of-the-art management system. However, failures are becoming commonplace due to the lack of understanding the core values, and insufficient intensification of compensation for cultural differences. In this paper, cases of implementing LM across the Visegrád group (V4) and the ASEAN Free Trade Area (AFTA) from previous literature are taken into consideration. Factors that differentiate the characteristic of LM are brought to discussion. Therefore, the discovered gap between the two trade blocs urges the in-depth amendment and modification of employed concepts, tools, etc. A model is consequently elaborated, which aims at facilitate the managerial decision-making process regarding knowledge transfer of LM between V4 and AFTA, based on critical factors related to human, technology and culture, i.e. Labor cost, Manual requirement, Awareness, Continuous Improvement culture. This model can be used to predict the change should be made, or the criterion should be fulfilled to transfer the implementation and knowledge of LM effectively.
Wydawca
Rocznik
Strony
532--541
Opis fizyczny
Bibliogr. 31 poz., rys., tab.
Twórcy
  • Szent Istvan University, Hungary
  • Szent Istvan University, Hungary
autor
  • Vietnam Maritime University, Vietnam
  • Szent Istvan University, Hungary
Bibliografia
  • [1] Al-Aomar, R., 2011. Handling multi-lean measures with simulation and simulated annealing. Journal of the Franklin Institute, 348(7), 506–1522, doi: 10.1016/j.jfranklin.2010.05.002.
  • [2] Alemi, M.A. and Akram, R., 2013. Measuring the leanness of manufacturing systems by using fuzzy topsis: a case study of the “parizan sanat” company. South African Journal of Industrial Engineering, 24(3), 166–174.
  • [3] Ante, G. et al., 2018. Developing a key performance indicators tree for lean and smart production systems. IFAC-PapersOnLine, 51(11), 13–18, doi: 10.1016/J.IFACOL.2018.08.227.
  • [4] Antosz, K. and Stadnicka, D., 2017. Lean Philosophy Implementation in SMEs - Study Results. Procedia Engineering, 182, 25–32, doi: 10.1016/j.proeng.2017.03.107.
  • [5] Bayou, M.E., de Korvin, A., 2008. Measuring the leanness of manufacturing systems-A case study of Ford Motor Company and General Motors. Journal of Engineering and Technology Management - JET-M, 25(4), 287–304, doi: 10.1016/j.jengtecman.2008.10.003.
  • [6] Bhasin, S., 2011. Measuring the Leanness of an organisation. International Journal of Lean Six Sigma, 2(1), 56–74, doi: http://dx.doi.org/10.1108/MRR-09-2015-0216.
  • [7] Choomlucksana, J., Ongsaranakorn, M., Suksabai, P., 2015. Improving the Productivity of Sheet Metal Stamping Subassembly Area Using the Application of Lean Manufacturing Principles. Procedia Manufacturing, 2(February), 102–107, doi: 10.1016/j.promfg.2015.07.090.
  • [8] CIDB MALAYSIA, 2008. Malaysia Report. The 14th Asia Construct Conference, 1, 13–26.
  • [9] Edison, H. et al., 2018. Lean Internal Startups for Software Product Innovation in Large Companies: Enablers and Inhibitors. Journal of Systems and Software, 135, 69–87, doi: 10.1016/j.jss.2017.09.034.
  • [10] Garza-Reyes, J.A. et al., 2018. Lean Manufacturing Adoption in the Transport and Logistics Sector of Thailand – An Exploratory Study. Proceedings of the International Conference on Industrial Engineering and Operations Management, 1–12.
  • [11] Kull, T.J. et al., 2014. The moderation of lean manufacturing effectiveness by dimensions of national culture: Testing practice-culture congruence hypotheses. International Journal of Production Economics. 153, 1–12, doi: 10.1016/j.ijpe.2014.03.015.
  • [12] Haragovics, M., Mizsey, P., 2014. A novel application of exergy analysis: Lean manufacturing tool to improve energy efficiency and flexibility of hydrocarbon processing. Energy, 77, 82–390, doi: 10.1016/j.energy.2014.09.011.
  • [12] Jamil, A.H.A. and Fathi, M.S., 2016. The Integration of Lean Construction and Sustainable Construction: A Stakeholder Perspective in Analyzing Sustainable Lean Construction Strategies in Malaysia. Procedia Computer Science, 100, 634–643, doi: 10.1016/j.procs.2016.09.205.
  • [13] Kull, T.J. et al., 2014. The moderation of lean manufacturing effectiveness by dimensions of national culture: Testing practice-culture congruence hypotheses. International Journal of Production Economics. 153, 1–12, doi: 10.1016/j.ijpe.2014.03.015.
  • [14] Le, Q.-L. N., Do, N.-H., Nam, K.-C., 2010. Modeling and simulation of a lean system. case study of a paint line in a furniture company. Management Research and Practice, 2(3), 284–298.
  • [15] Losonci, D., Demeter, K., Jenei, I., 2011. Factors influencing employee perceptions in lean transformations. International Journal of Production Economics, 131(1), 30–43, doi: 10.1016/j.ijpe.2010.12.022.
  • [16] Marhani, M.A., Jaapar, A., Bari, N.A.A., 2012. Lean Construction: Towards Enhancing Sustainable Construction in Malaysia. Procedia - Social and Behavioral Sciences, 68, 87–98, doi: 10.1016/j.sbspro.2012.12.209.
  • [17] Minh, N.D., Ha, N.T.Van, 2016. “Made in Vietnam” Lean Management Model for Sustainable Development of Vietnamese Enterprises, 40, 603–608, doi: 10.1016/j.procir.2016.01.141.
  • [18] Nguyen, M.N., Do, N.H., 2016. Re-engineering Assembly Line with Lean Techniques. Procedia CIRP, 40, 591–596, doi: 10.1016/j.procir.2016.01.139.
  • [19] Nguyen Thi, L. et al., 2016. Lean Line Balancing for an Electronics Assembly Line, Procedia CIRP, 40(1), 437–442, doi: 10.1016/j.procir.2016.01.089.
  • [20] Nordin, N., Md Deros, B., Abd Wahab, D., 2010. A Survey on Lean Manufacturing Implementation in Malaysian Automotive Industry. International Journal of Innovation, Management and Technology, 1(4), 374–380.
  • [21] Pearce, A., Pons, D., Neitzert, T., 2018. Implementing lean—Outcomes from SME case studies. Operations Research Perspectives, 5, 94–104, doi: 10.1016/j.orp.2018.02.002.
  • [22] Pham, H., Le, M., Tran, D., 2018. Kinh nghiệm quốc tế về kết hợp triển khai quản trị tinh gọn và thúc đẩy đổi mới sáng tạo. External Economics Review, 103.
  • [23] Rauch, E., Dallasega, P., Matt, D.T. 2017. Critical Factors for Introducing Lean Product Development to Small and Medium sized Enterprises in Italy. Procedia CIRP. 60, 362–367, doi: 10.1016/j.procir.2017.01.031.
  • [24] Svobodová, L., Hedvičáková, M., 2015. Doing Business in the Countries of Visegrad Group. Procedia Economics and Finance, 34(15), 453–460, doi: 10.1016/S2212-5671(15)01654-8.
  • [25] Tran, T. et al., 2016. Lean manufacturing implementation in Vietnam: A flexible approach. Maritime Science and Technology Magazine, 48, 73–77.
  • [26] Vlachos, I., Bogdanovic, A., 2013. Lean thinking in the European hotel industry, Tourism Management, 36, 354–363, doi: 10.1016/j.tourman.2012.10.007.
  • [27] Wahab, A.N.A., Mukhtar, M., Sulaiman, R. 2013. A Conceptual Model of Lean Manufacturing Dimensions. Procedia Technology, 11(Iceei), 1292–1298, doi: 10.1016/j.protcy.2013.12.327.
  • [28] Widiasih, W., Karningsih, P. D., Ciptomulyono, U., 2015. Development of Integrated Model for Managing Risk in Lean Manufacturing Implementation: A Case Study in an Indonesian Manufacturing Company. Procedia Manufacturing, 4(Lm), 282–290, doi: 10.1016/j.promfg.2015.11.042.
  • [29] Womack, J. P., Jones, D. T., Roos, D., 1992. The machine that changed the world. Business Horizons, 35(3), 81–82, doi: 10.1016/0007-6813(92)90074-J.
  • [30] Wong, Y.C., Wong, K.Y., Ali, A., 2009. A study on lean manufacturing implementation in the Malaysian electrical and electronics industry. European Journal of Scientific Research, 38(4), 521–535, doi: 10.1109/IACSIT-SC.2009.44.
  • [31] Zhang, A. et al., 2016. Lean and Six Sigma in logistics: a pilot survey study in Singapore. International Journal of Operations and Production Management, 36(11), 1625–1643, doi: 10.1108/IJOPM-02-2015-0093.
Uwagi
Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2020).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-93c9d92d-321e-4363-9c9a-e797e134f61d
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