Wyniki wyszukiwania - BazTech

1

Application of Kaizen philosophy to urban analysis

Czekiel-Świtalska Elżbieta, Olbrychowski Szymon

Przestrzeń i Forma

|

2020

|

nr 43

123--146

EN

Urban design defines the value of urbanised areas. Increasingly newer challenges that stand before designers make it necessary to search for new methods of analysing sites subjected to the creative process. This paper presents studies on qualitative changes to urbanised areas. The method that can be used to do so is analysing areas under study based on the assumptions of the Kaizen philosophy.

PL

Projektowanie urbanistyczne decyduje o wartości terenów zurbanizowanych. Coraz to nowsze wyzwania stojące przed projektantami sprawiają, że niezbędne są poszukiwania nowych metod analizowania terenu poddanego procesowi twórczemu. W artykule przedstawiono badania dotyczące zmian jakościowych terenów zurbanizowanych. Metoda, która może do tego doprowadzić to analizowanie obszaru opracowania w oparciu o założeniami filozofii Kaizen. Zaprezentowano przykład projektu urbanistycznego, którego założenia projektowe opierają się na analizie powstałej na zasadach filozofii Kaizen.

2

Value Streams Mapping in the Implementation of Process Innovations – in the Case of Single–Unit Production

Klimecka-Tatar D., Kapustka K.

Multidisciplinary Aspects of Production Engineering

|

2018

|

Vol. 1, Iss. 1

649--655

EN

The visual management technique used in process improvement, i.e. value stream mapping (VSM) has been presented in the paper. Value stream mapping is one of the basic management tools in the context of Lean Management or Lean Production. It allows to visualize the flow of decision, information, material and their connections in the full production cycle (from the order, through planning, production, to shipping to the customer). VSM is a lean tool that gives the ability to create flows in the process before implementing changes. In this paper, the possibilities of changes planning based on the current and future status maps have been discussed. On the basis of the current state map (CSM), the areas requiring improvement and operations which efficiency is decisive and for the process have been designated. Particular attention has been paid to the possibilities of using VSM in unit production processes. In the paper has been proposed the two possibilities for company development in terms of the improvement technique in line with the Kaizen philosophy as well as the implementation of process innovations. Which means balanced development through the improvement of the existing process or an acute development strategy through the implementation of process innovations (which involves significant costs).

3

Definicja filozofii Kaizen i jej główne koncepcje

Kucharczyk R.

Logistyka

|

2015

|

nr 3

2664--2668, CD 1

PL

W powyższym artykule, zawarte są informacje na temat definicji filozofii Kaizen oraz jej głównych koncepcji. Artykuł przedstawia filozofie Kaizen, jako proces ukierunkowania kierownictwa firmy na działania, w stronę ciągłego rozwoju z wykorzystaniem małych, skutecznych kroków, w oparciu o wiedzę i doświadczenie wszystkich pracowników firmy. Zwizualizowana jest również zmiana ról i odpowiedzialności w kulturze organizacyjnej jaka powstaje w związku z wdrożeniem Kaizen oraz podstawowe zasady, które należy stosować przy jej wprowadzaniu.

EN

In this article, provides information on the definition of Kaizen philosophy and its main concepts. The article presents the philosophy of Kaizen, as a process of management's focus on actions towards the continuous development of the use of small, effective steps, based on the knowledge and experience of all employees. Visualized also change the roles and responsibilities of the organizational culture that arises in connection with the implementation of Kaizen and the basic principles to be applied in its implementation.

4

Kaizen philosophy as a source of competitive advantage of a company

Tomaszewski Ł., Zaskórski P.

Nowoczesne Systemy Zarządzania

|

2011

|

T. 6, nr 1

205--222

EN

The article presents an implementation aspects of the Kaizen philosophy as a concept of continuous improvement of the organization. In particular, the emphasis was placed on clarifying the essence of quality - as a determinant of organization’s success in adapting to dynamically changing environment. The essence and the conditions of applicability of Kaizen were introduced in the article, based on a series of concepts and quality management systems. For this purpose was discussed the topic connected with the three pillars of Kaizen: management, individual and team. On this basis are shown the validity of the PDCA’s cycle and the implementation of such systems as: Total Quality Control/Total Quality Management (TQC/TQM), Just in Time (JiT), Total Productive Maintenance, Policy Deployment and a suggestion systems. Analysis of this concepts was illustrated in the context of a process approach, as a determinant of a new quality of running the enterprise. In respect of Kaizen, the importance of proper flow of information and the involvement of all employees in the process of raising the level of organization were underlined. Moreover, the importance of delegating the objectives, policies and quality, as well as the ability of an effective interdepartmental management were drawn to attention. The article confirms that building a competitive advantage is determined by continuous improvement of processes and by streamlining and consolidating of the achieved standards.