LEAN Production issues in the organization of the company - results

• Autorzy: Mazur Magdalena , Momeni Hassan

Identyfikatory

DOI

10.30657/pea.2019.22.10

• Języki publikacji: EN

Abstrakty

EN

The key to the functioning of enterprises in today's market is the concept of flexibility, which is mainly associated with adapting to very dynamically changing customer requirements. The basis for this approach is, among others, the realisation of serial production, products created for the customer's order in the quantity and time defined in orders. The LEAN Managemnt and LEAN production approach is a solution dedicated to meeting market assumptions. The LEAN concept, which both in the organization of production and management is focused on dynamic response to changes in the environment. The term LEAN represents numerous improvements to the organization, tools and techniques used to reduce and eliminate individual processes (or parts thereof) that are unnecessary activities. The key to analysing entire processes and defining unnecessary activities is thorough observation and selection of dedicated solutions. In the set of LEAN tools, you can find a lot of possibilities, from organization of a workstation itself, to a thorough quantitative analysis of times and process sequences, from simple facilities to complex technological solutions. The article pre-sents the results of the assembly process analysis, indicates the point of product differentiation (marking for the client) and presents the map of organizational and preparatory activities for this process. The presented results are part of the activities within organization of the LEAN approach, currently having priority for the Research entity organisation improvement team.

Słowa kluczowe

EN

LEAN concept; SMED method; assembly; efficiency; quality

PL

koncepcja LEAN; metoda SMED; wydajność; jakość

• Wydawca: Oficyna Wydawnicza Stowarzyszenia Menedżerów Jakości i Produkcji
• Czasopismo: Production Engineering Archives
• Rocznik: 2019
• Tom: Vol. 22
• Strony: 50--53
• Opis fizyczny: Bibliogr. 9 poz., tab.

Twórcy

autor

Mazur Magdalena

• Department of Production Engineering and Safety, Faculty of Management, Czestochowa University of Technology, Armii Krajowej 19B, 42-200 Czestochowa, Poland

autor

Momeni Hassan

• Western Norway University of Applied Sciences

Bibliografia

• 1. Bortolotti, T., Boscari, S., Danese, P., 2015. Successful lean implementation: Organizational culture and soft lean practices, Int. J. Production Economics,160, 182-201.
• 2. Czerska, J. 2014. Podstawowe Narzędzia Lean Manufacturing. LeanQ Team, Gdańsk.
• 3. Kleszcz, D., 2018. Barriers and opportunities in implementation of Lean Manufacturing tools in the ceramic industry, Production Engineering Archives, 19, 48-52, DOI: 0.30657/pea.2018.19.10.
• 4. Koziar, B., 2005. Warsztaty SMED jako najlepszy sposób redukcji czasu przezbrojenia maszyn i urządzeń, Zarządzanie Jakością, 2.
• 5. Nowakowska-Grunt, J., Sałek, R., 2010. SMED Method Analysis as a Factor Supporting Enterprise Management. Advanced Logistic Systems, Theory and Practice, 4.
• 6. Nowicka-Skowron, M., Ulewicz, R., 2016. Problems In the implementation of lean concept in the metal industry companies, Brno, Czech Republic.
• 7. Ulewicz, R., Kucęba, R. 2016. Identification of problems of implementation of Lean concept in the SME sector. Ekonomia i Zarzadzanie, 8(1), 19-25. Retrieved 22 Jan. 2018, from doi:10.1515/emj-2016-0002.
• 8. Walczak, M., 2009. Techniki organizatorskie w strukturze metody SMED. Zeszyty naukowe Akademii Ekonomicznej w Krakowie, 713.
• 9. Womack, J.P., Jones, D.T., 2003. Lean Thinking: Banish Waste and Create Wealth In Your Corporation, Simon & Schuster, UK.

Uwagi

Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).