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Evaluation of A3 tool in the production process

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Języki publikacji
EN
Abstrakty
EN
Purpose: The purpose of the research is to verify the A3 tools in terms of its use for various production problems. Design/methodology/approach: There is still little research on A3, so further research in this area is essential. Therefore, any additional research in this area is necessary. The research methodology results from the principles of using the A3 tool in enterprises. The A3 tool was used for various problems of the surveyed enterprises. One problem in the form of a case study is also shown: description of the problem related to the production process and the A3 tool was used. Findings: The use of A3 tools in the direct contact production process was presented and evaluated six A3 reports that were carried out in three production companies over a period of 1.5 years. The findings are as follows: 50% of reports were successfully closed, objectives met and all actions performed on time. 33% of the reports showed moderate effectiveness, i.e. one of the criteria was not met. 17% are low-performing reports. Research limitations/implications: More research into and refinement of the A3 tool is being considered in future research directions. Practical implications: The presented results have an impact on enterprises. They allow for more holistic management and dealing with complex problems. Work is more standardized. Originality/value: The value of the work is the assessment of the effectiveness of the A3 tool based on four criteria. The indicated and effectiveness assessment criteria also allow for a structured process of educating company employees in solving problems. The article shows the economic and business dimensions of the conducted research.
Rocznik
Tom
Strony
115--127
Opis fizyczny
Bibliogr. 16 poz.
Twórcy
  • Department of Management of Production Engineering, Opole University of Technology
Bibliografia
  • 1. Chakravorty, S.S. (2009). Process improvement: using Toyota's A3 reports. The Quality Management Journal, vol. 16(4), pp.7-26.
  • 2. Dobrowolski, K. (2021). Problem Solving jest dla ludzi. Skuteczne rozwiązywanie problemów w każdym biznesie [Problem Solving is for people. Effective problem solving in any business]. Gliwice: Helion.
  • 3. Flinchbaugh, J. (2012). A3 Problem Solving: Applying Lean Thinking. Lean Learning Center.
  • 4. Kołodziejczak, M. (2020). Raport A3, metody Toyoty. Retrieved from: https://leanactionplan.pl/raport-a3/, 17.12.2022.
  • 5. Król, T. (2021). Lean management po polsku [Lean management in Polish]. Gliwice: OnePress.
  • 6. Lenort, R., Staš, D, Holman, D., Wicher, P. (2017). A3 Method as a Powerful Tool for Searching and Implementing Green Innovations in an Industrial Company Transport. Procedia Engineering, vol. 192, pp. 533-538.
  • 7. Mohd Saad, N., Al-Ashaab, A., Maksimovic, M., Zhu, L., Shehab, E., Ewers, P., Kassam, A. (2013). A3 thinking approach to support knowledge-driven design. The International Journal of Advanced Manufacturing Technology, vol. 68(5), pp. 1371-1386.
  • 8. Mydlarz, A. (2018). Raport A3 - metoda Toyoty na rozwiązywanie problemów. Retrieved from: https://inzynierjakosci.pl/2018/01/raport-a3-excel-wzor-przyklad/, 2.02.2023.
  • 9. Piasecka-Głuszak, A. (2014). Lean management w polskich przedsiębiorstwach przy wykorzystaniu wybranych narzędzi rozwiązywania problemów - wyniki badań [Lean Management in Polish Companies Using Selected Tools of Problem Solving - Research Results]. Przemiany strukturalne i koniunkturalne na światowych rynkach, Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, vol. 2(369), pp. 88-103.
  • 10. Raport A3 - w poszukiwaniu najlepszych rozwiązań dla firmy (2022). Retrieved from: https://3iconsulting.pl/blog/raport-a3/, 17.04.2022.
  • 11. Raport A3. Retrieved from: https://leanpartner.pl/raport-a3/, 19.04.2022.
  • 12. Shook, J. (2012). Managing to learn: Using the A3 management process to solve problems, gain agreement, mentor, and lead. Cambridge, MA: Lean Enterprise Institute, p. 138.
  • 13. Sobek, D., Jimmerson, C. (2004). A3 Reports: Tool for Process Improvement. Proceedings of the IIE Annual Conference, Norcross, pp. 1-6.
  • 14. Sobek, D.K. II, Smalley, A. (2008). Understanding A3 thinking: A critical component of Toyota's PDCA management system. New York: Productivity Press, p. 165.
  • 15. Sułkowski, M., Wolniak, R. (2013). Przegląd stosowanych metod oceny skuteczności i efektywności organizacji zorientowanych na ciągłe doskonalenie [A review of the methods used to assess the effectiveness and efficiency of organizations focused on continuous improvement]. Zeszyty naukowe Politechniki Śląskiej. Seria: Organizacja i zarządzanie, no. 67, pp. 63-74.
  • 16. Żmigrodzki, M. (2021). Instrukcja obsługi projektu [Project manual]. Gliwice: Onepress.
Typ dokumentu
Bibliografia
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