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1
Content available Zarządzanie podczas sytuacji awaryjnych na przykładzie podziemnej kopalni rudy miedzi
Zgrzebski Przemysław, Laskowski Mirosław, Danis Marcin
Inżynieria Mineralna
|
2022
|
no. 1
79--86
PL
Górnictwo stanowi tę gałąź przemysłu, gdzie w trakcie normalnej działalności produkcyjnej mogą występować zdarzenia awaryjne o katastrofalnych skutkach. Podczas nagłych wypadków z udziałem ludzi, akcje ratownicze prowadzone są w ustawowo określonym trybie. Ale to nie jedyne sytuacje kryzysowe, które mogą wystąpić w kopalni. W większości z nich nie mamy narzuconych scenariuszy działań. W artykule opisano wykorzystanie podejścia PCDA z elementami Problem Solving podczas zarządzania sytuacją awaryjną w jednej z podziemnych kopalń rudy miedzi.
EN
Mining is the branch of industry where catastrophic accident events may occur in the course of normal production activities. During emergencies involving people, rescue operations are carried out in a statutory manner. But these are not the only emergencies that may occur in the mine. In most of them we do not have any imposed action plans. e paper describes the use of the PCDA approach with Problem Solving elements when managing an emergency in one of the underground copper ore mines.
2
Nie wiem, ale się dowiem
Kaniewski A.
Surowce i Maszyny Budowlane
|
2018
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nr 2-3
16--20
PL
Takie motto przyświeca cyklowi PDCA, który ma sprawić, że nasza firma będę dążyć do ciągłego doskonalenia. Taki model zarządzania wprowadziła m.in. Toyota, która stawia na naukę nie tylko po to, aby przynosić zyski i być lepszą organizacją, ale by z rozwoju i podejmowanych działań wyciągać wnioski.
3
Content available SWOT-TOWS analysis as a planning tool of process improvement based on PDCA cycle in service enterprise
Kowalik K., Klimecka-Tatar D.
Zeszyty Naukowe. Quality. Production. Improvement
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2017
|
No. 1 (6)
152--162
EN
The aim of this paper is to carry out a SWOT-TOWS analysis for a service enterprises - the chosen cinema. The SWOT analysis may be useful planning tool of process improvement based on PDCA cycle that is an interative, four- stage approach for continually improving. The article contains precise diagnosis of internal and external environment of the chosen service enterprise and the choice of the most matching strategy that could maximize strength, reduce weaknesses, take advantages of opportunities or minimize threats.
4
Content available Model PDCA w procesie implementacji zmiany w przedsiębiorstwie
Szwedzka K., Lipiak J.
Zarządzanie Przedsiębiorstwem
|
2017
|
Vol. 20, nr 2
26--33
EN
The effectiveness and improving the efficiency of machine parks are not sufficient to build a sustainable competitive advantage, but is heavily dependent on corporate culture and people’s commitment. Making the change should be based on solid foundations, such as a commitment to teamwork, raising morale, discipline and related activities as communication, self-reliance and skills. It is also important to refer to the analytical methods, on the basis of which you can see the progress and adaptation to the change. The subject of study was a three years period of transformation the company, which recorded losses financial and held back payment of wages due to fulfillment of production plan (30-40%) over the previous few years and then increase productivity and full implementation of the plan.
5
Content available PDCA cycle as a part of continuous improvement in the production company - a case study
Jagusiak-Kocik M.
Production Engineering Archives
|
2017
|
Vol. 14
19--22
EN
The paper presents a case study of the practical use of Deming cycle in a manufacturing company, from the plastics processing industry, from the sector of small and medium-sized enterprises. The paper is a study of literature in the field of continuous improvement and characterized by a cycle of continuous improvement, called the Deming cycle, or PDCA cycle. This cycle was used as a solution to quality problems which occurred during production of photo frames: discolorations and scorches on the surface of the frame. When measures were introduced to reduce the number of non-conformities, a decrease by more than 60% was observed.
6
Content available Intelligent improvement of quality management focused on company social responsibility
Hąbek P.
Zeszyty Naukowe. Quality. Production. Improvement
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2016
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No. 2 (5)
18--31
EN
One of the principles and the basis of quality management is continuous improvement. The paper attempts to identify the intelligent improvement of quality management. According to the author the basis of an intelligent improvement is the knowledge resulting from the analysis of the needs and expectations of the company’s stakeholders. In turn, stakeholders orientation is the basis of corporate social responsibility concept. Therefore, in the first part of the paper the relationship existing between the quality management and the concept of corporate social responsibility (CSR) is pointed out. In the second part the opportunity to improve quality management through the implementation of CSR principles is highlighted.
7
Content available Ciągłe doskonalenie w zarządzaniu ciągłością działania
Starosta A.
Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
|
2016
|
z. 97
481--490
PL
Przedsiębiorstwa chcąc osiągnąć przewagę konkurencyjną poszukują nowych sposobów wyróżnienia się na rynku. Starają się doskonalić swoje procesy i zapewnić im ciągłość. Oznacza to, że przedsiębiorstwa powinny zarządzać ciągłością działania. Jednak samo utrzymanie ciągłości działania nie wystarczy, aby móc sprawnie funkcjonować na dynamicznie zmieniającym się rynku. Celem artykułu jest przedstawienie powiązań pomiędzy ciągłym doskonaleniem oraz zarządzaniem ciągłością działania, a także wpływu ciągłego doskonalenia na BCM (Business Continuity Management).
EN
Enterprises, which try to achieve a competitive advantage are looking for new ways to stand out in the market. They are trying to improve their processes and ensure their continuity. That means they should implement business continuity management. However, only manage business continuity is not enough to be able to function effectively in the rapidly changing market. This article presents the relationship between continuous improvement and business continuity management, as well as the impact of continuous improvement at BCM (Business Continuity Management).
8
Content available The improvement on the basis of PDCA and SDCA cycles
Knop K., Mielczarek K.
Zeszyty Naukowe. Quality. Production. Improvement
|
2015
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No. 2 (3)
60--71
EN
In the chapter it was made analysis of the possibility of improving the organization by using PDCA and SDCA cycles. It was defined what improving the quality is and was introduced possible way to use the PDCA cycle for solving a problem. Different versions of the PDCA cycle were discussed, i.e. PDSA, OPDCA, EPACA, PDAC. It was described a role of the SDCA cycle in the stabilization and the standardization. The chapter shows analysis of the relation among the PDCA cycle and SDCA. It was underlined, that in order to achieve the permanent success in improving should be use together PDCA and SDCA cycles. PDCA means improvement and SDCA is guaranteeing, by implementing the standard, holding improving effects and next their effective spreading.
9
Content available Analiza istotności wprowadzania systemu kaizen w przedsiębiorstwie branży motoryzacyjnej
Cieśla M., Mrówczyńska B.
Zarządzanie Przedsiębiorstwem
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2015
|
Vol. 18, nr 4
2--5
EN
This paper analyzes theoretical methods of the development and quality control in the company based on the Kaizen philosophy. Particular attention was paid to the stages of continuous improvement and employee involvement in the implementation of quality policy. In the practical part, research based on method diagnostic survey was carried out on the significance of Kaizen implementation in the automotive industry company, where almost half of the improvement ideas reported by employees is implemented into business practice.
10
Doskonalenie zarządzania kryzysowego z wykorzystaniem zarządzania wiedzą i jego informatycznych narzędzi
Wiśniewski M.
Logistyka
|
2015
|
nr 4
8511--8521, CD2, cz. 5
PL
Celem procesu zarządzania kryzysowego jest m.in. zapewnienie bezpieczeństwa społeczeństwa i krytycznej infrastruktury kraju. Współcześnie systemy wspierające ten proces koncentrują się przede wszystkim na możliwości rejestracji i przetwarzaniu w czasie rzeczywistym dowolnej liczby parametrów kontrolnych i reakcjach na wystąpienie sytuacji kryzysowej. Jest to jedna z fundamentalnych cech, warunkujących efektywność działania tego procesu. Jednak biorąc pod uwagę z jednej strony - bardzo szeroki zakres funkcjonalny systemów infrastruktury krytycznej, a z drugiej – konieczność bieżącego dostosowywania się do zmiennych warunków, równie istotna jest możliwość ciągłej identyfikacji nowych zagrożeń oraz aktualizacji i rozwoju procedur dedykowanych dla konkretnego typu obiektów systemu infrastruktury krytycznej. Takie działanie staje się możliwe przy połączeniu metod podnoszenia jakości zarządzania oraz technik i narzędzi wspomagających zarządzanie wiedzą. W prezentowanym artykule zaproponowano koncepcję integracji takiego podejścia w ramach procesu zarządzania kryzysowego oraz podano przykład budowy podobnego rozwiązania w ramach realizowanego projektu NCBiR.
EN
The purposes of the crisis management process are for example ensuring public safety and safety of critical infrastructure of the country. Contemporary systems supporting this process focus primarily on the possibility of recording and processing in real time, any number of control parameters and reactions to the occurrence of a crisis situation. It is one of the fundamental characteristics, determining the efficiency of the process. However, taking into account different aspects - a very wide range of functional of critical infrastructure systems or the need for ongoing adjustments to changing conditions, equally important is the ability to continuously identify new threats and updating of development of procedures dedicated to a particular type of system objects of critical infrastructure. This actions becomes possible thanks to combination of increasing the quality of management and the quality of techniques and tools supporting knowledge management. In this paper authors proposed the concept of integrating this approach within the context of crisis management process and shown construction of a similar solution in the framework of the project NCBiR as an example.
11
Content available remote Cykl P-D-C-A w ciągłym doskonaleniu przedsiębiorstw
Zieliński G.
Utrzymanie Ruchu
|
2013
|
Nr 1
66--67
PL
Poszukiwanie i wdrażanie form, metod, technik pozwalających przedsiębiorstwom udoskonalić poszczególne obszary funkcjonowania może przynieść szereg korzyści, z redukcją czasu i kosztów włącznie. To nie wszystko! Należy bowiem pamiętać o konieczności doskonalenia się w kontekście wzrostu konkurencyjności oraz możliwości pojawiania się firm, których oferta będzie lepsza od naszej. Jakie zatem techniki pozwalają doskonalić się w sposób ciągły?
12
Ewolucja cyklu PDCA - czyli dlaczego nie powinno się utożsamiać PDCA z kołem Deminga
Rogala P.
Problemy Jakości
|
2011
|
R. 43, nr 4
13-15
EN
The aim of the following article is to present and analyze the evolution of PDCA improvement cycle. It focuses on the issues brought to it by subsequent contributors. Presented facts prove that W.Deming was not the originator of the PDCA cycle but only indirectly contributed to its creation. The article was prepared on the basis of R.Moen and C.Norman's studies.
13
Content available remote Quality Improvement Methodologies - PDCA Cycle, RADAR Matrix, DMAIC and DFSS
Sokovic M., Pavletic D., Kern Pipan K.
Journal of Achievements in Materials and Manufacturing Engineering
|
2010
|
Vol. 43, nr 1
476--483
EN
Purpose: of this paper is to introduce the reader to the characteristics of PDCA tool and Six Sigma (DMAIC, DFSS) techniques and EFQM Excellence Model (RADAR matrix), which are possible to use for the continuous quality improvement of products, processes and services in organizations. Design/methodology/approach: We compared the main characteristics of the presented methodologies aiming to show the main prerequisites, differences, strengths and limits in their application. Findings: Depending on the purpose every organization will have to find a proper way and a combination of methodologies in its implementation process. The PDCA cycle is a well known fundamental concept of continuous-improvement processes, RADAR matrix provides a structured approach assessing the organizational performance, DMAIC is a systematic, and fact based approach providing framework of results-oriented project management, DFSS is a systematic approach to new products or processes design focusing on prevent activities. Research limitations/implications: This paper provides general information and observations on four presented methodologies. Further research could be done towards more detailed study of characteristics and positive effects of these methodologies. Practical implications: The paper presents condensed presentation of main characteristics, strengths and limitations of presented methodologies. Our findings could be used as solid information for management decisions about the introduction of various quality programmes. Originality/value: We compared four methodologies and showed their main characteristics and differences. We showed that some methodologies are more simple and therefore easily to understand and introduce (e.g. PDCA cycle). On the contrary Six Sigma and EFQM Excellence model are more complex and demanding methodologies and therefore need more time and resources for their proper implementation.
14
Content available remote The Poka-Yoke method as an improving quality tool of operations in the process
Dudek-Burlikowska M., Szewieczek D.
Journal of Achievements in Materials and Manufacturing Engineering
|
2009
|
Vol. 36, nr 1
95-102
EN
Purpose: A new approach for the implementation of quality philosophy Zero Quality Defects with usage of the Poka-Yoke method in the polish organization has been presented. Design/methodology/approach: The possibility of usage of mistake proofing device is connected with monitoring and improvement of operations in the process. Findings: At the present time the organizations should implement quality tools, techniques, methods which support the prevention strategy and should pay attention to improving each element and operations in the process. Research limitations/implications: Generally activity aim at prevent defects has been described. The Poka-Yoke method of preventing errors by putting limits on how operation can be performed in order to force the correct completion of the operation has been presented. Practical implications: The possibility of implementing of the Poka-Yoke method as a factor of improving operation in the process in the motorizations companies has been shown. Originality/value:value The aim of method Poka-Yoke in those practical examples is to eliminated or minimize human error in manufacturing process and management as a result of mental and physical human imperfections. The graphical proposal: connection the PDCA cycle with the Poka-Yoke has been created.
15
Cykl PDCA odzwierciedleniem klasycznego cyklu zorganizowanego działania
Broniewska G.
Problemy Jakości
|
2007
|
R. 39, nr 7
36-39
16
Content available remote Analytical Model of Technological Process Correctness and its usage in industrial company
Dudek-Burlikowska M.
Journal of Achievements in Materials and Manufacturing Engineering
|
2006
|
Vol. 15, nr 1-2
107--113
EN
Purpose: Presents a new approach for continuous improvement of process in production company with usage quality management. Design/methodology/approach: Improvement of company is relating to all elements of organization: participation of workers, realization of processes and monitoring of all steps of processes. The possibility of usage of quality research and estimation methods are connected with this continuous improvement of organizations. Interdependence of the cycle PDCA and quality research and estimation methods in production and management processes has been taken into account. Findings: At the present time the enterprises should integrate management system and their continuous improvement with quality management, knowledge management and intellectual capital. Such kind of strategy will enable to achieve success for these companies. Research limitations/implications: Described quality methods and “Analytical Model of Technological Process Correctness“ can be employed in companies, in which Quality Management System has been implemented. Practical implications: “Analytical Model of Technological Process Correctness“ can be used in all kinds of companies. Usage of this Model can improve functionality of production process on all its stages. Originality/value: Analytical Model of Technological Process Correctness “has been presented. This model is a propose of new lifting strategy of effectivities and efficiencies activities of technological processes in production company.
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