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Coexistence of the BRC Standard for Packaging and the Lean Manufacturing methodology

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
This study aimed to explore the potential impact of the Lean Manufacturing methodology on the implementation and functioning of the BRC Standard for Packaging. The study highlighted many issues where the Lean Manufacturing concept supports and opposes the BRC Standard for Packaging. A framework for the coexistence of both approaches was determined. The study was of a conceptual nature; it adopted an analytical approach. The approach was based on in-depth consideration of each requirement in the BRC Standard for Packaging s and an assessment of the coherence with the Lean Manufacturing methodology. As a result, many conclusions, clues and challenges were found. The article indicates several areas, in which Lean Manufacturing supports the BRC Standard for Packaging, attributing a special positive role to Lean Tools & Techniques. Also, it indicates six areas, in which the BRC Standard for Packaging contradicts the Lean Manufacturing approach. A comprehensive analysis of the coexistence of both management systems allows a better understanding of challenges while implementing both of them in an organisation. The presented concept of the coexistence of both systems is valuable for management.
Rocznik
Strony
51--61
Opis fizyczny
Bibliogr. 30 poz., rys., tab.
Twórcy
autor
  • Bialystok University of Technology, Faculty of Engineering Management, Poland
autor
  • University of Social Sciences, Department of Logistics, Poland
  • Linköping University, Department of Management and Engineering, Sweden
autor
  • Linköping University, Department of Management and Engineering, Sweden
Bibliografia
  • Arfini, F., & Mancini, M.C. (2014). British Retail Consortium (BRC) Standard: a New Challenge for Firms Involved in the Food Chain. Analysis of Economic and Managerial Aspects. In G. Schiefer, U. Rickert (Eds.), Quality Assurance, Risk Management and Environmental Control in Agriculture and Food Supply Networks (pp. 23-34). Bonn, Germany: European Association of Agricultural Economists.
  • Bacoup, P., Michael, C., Habchi, G., & Pralus, M. (2018). From a Quality Management System (QMS) to a Lean Quality Management System (LQMS). The TQM Journal, 30(1), 20-42.
  • Bhamu, J., & Sangwan, K. (2014). Lean manufacturing: literature review and research issues. International Journal of Operations & Production Management, 34(7), 876-940.
  • Bhasin, S. (2012). Performance of Lean in large organisations. Journal of Manufacturing Systems, 31(3), 349-357.
  • Bhasin, S., & Burcher, P. (2006). Lean viewed as a philosophy. Journal of Manufacturing Technology Management, 17(1), 56-72.
  • BRC Global Standards. (2015). BRC Global Standard for Packaging and Packaging Materials Issue 5. London, England: BRC Global Standards.
  • Butler, M., Szwejczewski, M., & Sweeney, M. (2018). A model of continuous improvement programme management. Production Planning & Control, 29(5), 386-402.
  • Chatzopoulos, Ch.G. (2014). Flow Customizer: An algorithm to Design Lean-Flow Production Systems for Mass Customization. International Journal of Industrial Engineering and Management, 5(4), 179-194.
  • Fullerton, R.R., Mcwatters, C.S., & Fawson, C. (2003). An examination of the relationships between JIT and financial performance. Journal of Operations Management, 21(4), 383-404.
  • Gálová, K., Rajnoha, R., & Ondra, P. (2018). The use of industrial Lean Management methods in the economics practice: an empirical study of the production companies in the Czech Republic. Polish Journal of Management Studies, 17(1), 93-104.
  • Gaspary, E., de Moura, G.L., & Wegner, D. (2018). How does the organisational structure influence a work environment for innovation? International Journal of Entrepreneurship and Innovation Management (In Press).
  • Hines, P., Holweg, M., & Rich, N. (2004). Learning to evolve: a review of contemporary lean thinking. International Journal of Operations & Production Management, 24(10), 994-1011.
  • Hines, P., & Rich, N. (1997). The seven value stream mapping tools. International Journal of Operations & Production Management, 17(1), 46-64.
  • Jamaliah, M.S., Mohamad, A.M.H., & Azianti, I. (2016). Improvements of worksite control for pull system. ARPN Journal of Engineering and Applied Sciences, 11(12), 7699-7705.
  • Karim, A., & Arif‐Uz‐Zaman, K. (2013). A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations. Business Process Management Journal, 19(1), 169-196.
  • Kawecka, A. (2014). BRC/IoP standard importance in packaging quality assurance. Production Engineering Archives, 4(3), 14-17.
  • Kwiatkowski, M., Smyk, M., Adamczak, J., & Jędrzejczak, M. (2017). Wykorzystanie instrumentów Lean Manufacturing w procesie logistyki produkcji [The use of instruments of Lean Manufacturing in the process of production logistics]. Systemy Wspomagania w Inżynierii Produkcji, 6(7), 154-162.
  • Loane, S.S., Webster, C.M., & D'Alessandro, S. (2014). Identifying Consumer Value Co-created through Social Support within Online Health Communities. Journal of Macromarketing, 35(3), 353-367.
  • Malon Group. (2018). BRC/ IoP Global Standard for Packaging and Packaging Materials. Retrieved from https://www.iso.org.pl/uslugi-zarzadzania/wdrazanie-systemow/systemy-sieci-handlowych/brc-iop/
  • Manjunath, M., & Shiva Prasad, H.C. (2014). Value Stream Mapping: A Lean Tool. The International Journal Of Business & Management, 2(4), 100-104.
  • Molenda, M. (2015). Quality policy in the quality management system. Management Systems in Production Engineering, 4(20), 219-224.
  • Piercy, N., & Rich, N. (2015). The relationship between lean operations and sustainable operations. International Journal of Operations & Production Management, 35(2), 282-315.
  • Rother, M., & Shook, J. (1998). Learning to see: value stream mapping to create value and eliminate muda. Cambridge, USA: The Learning Enterprise Institute.
  • Shah, R., & Ward, P. (2007). Defining and developing measures of lean production. Journal of Operations Management, 25(4), 785-805.
  • Simons, D., & Zokaei, K. (2005). Application of lean paradigm in red meat processing. British Food Journal, 107(4), 192-211.
  • Szkudlarek, B., & Zarzycka, E. (2011). Waste identification and measurement as a first step towards Lean Management. Acta Universitatis Lodziensis, Folia Oeconomica, 257, 163-174.
  • Tinnefesld, Ch., Muller, S., Kaltegärtner, H., Hillig, S., Butzmann, L., Eickhoff, D., Klauck, S., Taschik, D., Wagner, B., Xylander, O., Tosun, C., Zeier, A., & Plattner, H. (2011). Available-To-Promise on an In-Memory Column Store. In T. Härder, W. Lehner, B. Mitschang, H. Schöning, H. Schwarz (Eds.), Datenbanksysteme für Business, Technologie und Web [Database Systems for Business, Technology and Web], (pp. 667-686). Bonn, Germany: Köllen Druck & Verlag GmbH.
  • Vielhabera, M., & Stoffels, P. (2014). Product Development vs. Production Development. Procedia CIRP, 21, 252-257.
  • Womack, J.P., & Jones, D.T. (1996). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York, USA: Free Press.
  • Yu, J.S., Gonzalez-Zugasti, J.P., & Otto, K.N. (1999). Product Architecture Definition Based Upon Customer Demands. ASME Journal of Mechanical Design, 121, 329-335.
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-b542dce8-022a-4452-97a9-9f3cc06e1912
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