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The Economic Aspect in Improving the Production Process

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
In the paper there was presented the role and importance of choosing appropriate quality management methods in making decisions on implementing corrective actions on the example of a selected metallurgical company. There was presented application of the results of production process improving methods, such as 5 Why and FMEA, to indicate corrective actions. Moreover, it was analyzed whether, after introducing these activities, it was possible to eliminate or limit defects in the production process. For this purpose, the level of the RPN index was recalculated - after the changes were introduced. Furthermore, the costs of defects before and after the introduction of corrective actions were estimated.
Rocznik
Strony
69--78
Opis fizyczny
Bibliogr. 21 poz., rys., tab.
Twórcy
  • Czestochowa University of Technology, 69 Dabrowskiego street 42-201 Czestochowa Poland
autor
  • Czestochowa University of Technology, 69 Dabrowskiego street 42-201 Czestochowa Poland
Bibliografia
  • 1.Ahire S. L. and Dreyfus P. (2000), The impact of design management and process management on quality: an empirical investigation, Journal of Operations Management, Vol. 18, Issue 5, pp. 549-575, Available at: https://doi.org/10.1016/S0272-6963(00)00029-2 [Accessed 10 Jun 2019].
  • 2. Alhaqbani A., Reed D. M., Savage B.M. and Ries J., (2016), The impact of middle management commitment on improvement initiatives in public organizations, Business Process Management Journal, Vol. 22 Issue: 5, pp. 924-938, Available at: https://doi.org/10.1108/BPMJ-01-2016-0018 [Accessed 11 Jun 2019].
  • 3. Anderson J.C., Rungtusanatham M., Schroeder R.G. and Devaraj S., (1995), A path analytic model of a theory of quality management underlying the deming management method: preliminary empirical findings. Decision Sciences 26 (5), pp. 637-658.
  • 4. Baskiewicz, N. and Kadłubek, M., (2017), Lean Management Tools Used for the Purpose of Production Process Improvement in an Enterprise, Prace Naukowe UE we Wrocławiu 463, pp. 121-131
  • 5. Deming W.E. (1952), Elementary Principles of the Statistical Control of Quality,; 2nd edition, Nippon Nippon Kagaku Gijutsu Remmei
  • 6. Deming W.E. (1986), Out of the Crisis, Massachusetts, MIT Press.
  • 7. Deming W.E. (1993), The New Economics, Massachusetts, MIT Press Ltd.
  • 8. Douglas T. J., and Fredendall L. D. (2004), Evaluating the Deming management model of total quality in services, Decision Sciences 35 (3), pp. 393-422.
  • 9. Fryer, K.J., Antony, J. and Douglas, A. (2007), Critical success factors of continuous improvement in the public sector: a literature review and some key findings, The TQM Magazine, Vol. 19 No. 5, Available at: doi: 10.1108/09544780710817900 [Accessed 21 May 2019].
  • 10. Ilés, B. Cs., Szuda, Cs. And Dunay, A. (2017). Quality and management – tools for continuous and systematic improvement of processes. In B. Cs. Illés (ed.), M. Nowicka-Skowron (ed.), E. Horská (ed.), A. Dunay (ed.) Management and Organization: Concepts, Tools and Applications, Harlow, Pear. Ed. Ltd., pp. 99-108, Available at:http://real.mtak.hu/54693/1/100_Management_and_Organization-Pearson-2017j%C3%BAn08-DOI_CrossRef-2017j%C3%BAn13f.pdf [Accessed 28 Jun 2019].
  • 11. Kaye, M. and Anderson, R. (1999), Continuous improvement: the ten essential criteria, International Journal of Quality & Reliability Management, Vol. 16 No. 5, pp. 485-509, Available at: doi: 10.1108/02656719910249801 [Accessed 10 May 2019].
  • 12. Li G., Reimann M. and Zhang W. (2018), When remanufacturing meets product quality improvement: The impact of production cost, European Journal of Operational Research 271, pp. 913-925, Available at: https://doi.org/10.1016/j.ejor.2018.05.060 [Accessed 21 Jun 2019].
  • 13. Mazur, M., (2016), Assumptions Concept of LEAN Processes in the Organization of the Work on Example the Production of Building Components, Prod. Eng. Arch. 3, No. 4, pp. 41-43
  • 14. Nowakowska, K. and Ingaldi, M. (2016), Wykorzystanie metody 5W2H do doskonalenia produkcji wentylatorów, Arch. W. Inż. T. 1, 1, pp. 39-41
  • 15. Rampersad H.K. (2004), Kompleksowa karta wyników. Jak przekształcić zarządzanie, aby postępując uczciwie osiągać doskonałe wyniki, Warszawa, Placet.
  • 16. Sarkar, B. (2019), Mathematical and analytical approach for the management of defective items in a multi-stage production system, Journal of Cleaner Production, Vol. 218, pp. 896-919, Available at: https://doi.org/10.1016/j.jclepro.2019.01.078 [Accessed 30 May 2019].
  • 17. Shewhart W.A. (1939), Statistical Method from the Viewpiont of Quality Control, Washington, The Graduate School, The Department of Agriculture.
  • 18. Sila I. (2007), Examining the effects of contextual factors on TQM and performance through the lens of organizational theory: an empirical study, Journal of Operations Management, Vol. 25 No. 1, pp. 83-109.
  • 19. Trzeliński S., Adamczyk M. and Pawłowski E. (2013), Procesowa orientacja przedsiębiorstwa. Poznań, Wydawnictwo Politechniki Poznańskiej.
  • 20. Ulewicz, R. , Nowakowska-Grunt, J. and Jelonek, D., (2015), Performance Evaluation of the Production Control Systems of Push and Pull Type, Appl. Mech. Mat., 795,pp. 235-242.
  • 21. Ulewicz, R., Mazur, M. and Jelonek, D. (2016), Implementation of logic flow in planning and production control, Manag. Prod. Eng. Rev., 7, No. 1, pp. 89-94 Available at: http://mper.org/mper/images/archiwum/2016/nr1/10-ulewicz.pdf [Accessed 10 Jun 2019].
Uwagi
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-c05d299f-ef1f-4f30-bd7e-ab24dfc3bc7e
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