Wyniki wyszukiwania - BazTech

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Characterising project management of lean initiatives in industrial companies — crossing perspectives based on case studies

Lima Rui M., Souza Ingrid, Pereira Eduarda, Belém Ana Cristina, Pinto Cátia Marlene, Lazzaris Joana, Fonseca Pedro

Engineering Management in Production and Services

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2023

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Vol. 15, no. 1

57--72

EN

The paper mainly aims to characterise project management (PM) practices of industrial Lean initiatives by analysing and comparing three main topics: PM approaches, PM teams, and project alignment with the company’s strategy. This research encompasses two exploratory industrial case studies with an extensive literature review. Key professionals were interviewed to obtain an in-depth vision of the field. The study results allowed characterising project management practices of industrial Lean initiatives in industrial companies based on the following dimensions: 1. Understand the needs; 2. Find a suitable team; 3. Use visual tools; 4. Apply a continuous improvement (CI) approach; 5. Identify KPIs for the context; 6. Get support from the top management. This work fills a gap related to studying the PM practices applied during the implementation of Lean initiatives, proposing a schematic representation of PM variables and actors in industrial Lean initiatives. Identifying the main variables and actors that industrial companies use to develop Lean initiatives can be insightful for Lean practitioners in the context of project management.

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Lean journey success factors - a case study of lean tools implementation sequence in a manufacturing company

Urban Wiesłąw, Tochwin Daniel

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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z. 162

703--720

EN

Purpose: The study aim is an in-depth investigation of a Lean tools implementation sequence in an organisation as an expression of a Lean journey within that organisation. The success factors of Lean tools implementation and the relationship between them are studied. A model of Lean tools implementation in an organisation is aimed to be developed. Design/methodology/approach: A case study method is employed in this study. It is conducted in a manufacturing company from the fast-moving consumer goods (FMCG) industry. The employed method allows exploitation of a variety of techniques in the investigation process: in-depth interviews, observations, documents and data analysis. The study takes into consideration a systematic literature review and bibliometric network analysis supported by the Vosviewer software tool. Findings: The implementation of Lean Manufacturing approach, along with accompanying tools and methods, is aimed at efficiency and/or quality results of the processes within a company. Selected tools, to be successfully implemented, should support the elimination or reduction of losses related to current process flows. There are many Lean tools available, but most do not fit all organisations and all the kinds of manufacturing processes. Therefore, proper preparation before implementation is an essential issue for any organisation striving for Lean outcomes. The available Lean tools, along with their implementation sequences, are not studied comprehensively in the literature. Originality/value: An organisational-development-driven model of Lean tools implementation is elaborated, based on the literature and empirical investigations. The decision to choose the appropriate Lean tool should be guided by general organisational development. Several factors need to be considered before the implementation process, namely, capabilities, resources, gains and return on expenditure. Top management engagement, appropriate communication and listening to line employees look to be key success factors in Lean tools implementation.

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Human resources quality improvement from the perspective of Kaizen practice

Minh Nguyen Dat, Quyen Nguven Thi Hanh

Management

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2022

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Vol. 26, no. 1

144--164

EN

Kaizen has long been known as an improvement philosophy that starts with small frequent changes to make larger changes in production. These changes come from the ideas and creative thinking of employees to ensure that the production conditions and processes are continuously improved. However, Kaizen not only helps motivate employees to think creatively with effective methods and skills, but it also helps them develop their capabilities, personality, and good work habits. The purpose of this paper is to show a new approach to human resources quality improvement through the Kaizen philosophy as a sustainable and active strategy to improve work performance. With analytical research on the relationship between Kaizen implementation, human resources quality improvement, and production efficiency and exploratory research on particular cases in manufacturing enterprises in Vietnam, the authors point out changes in production efficiency and human capacity before and after implementing improvement (Kaizen) projects. The paper finds significant changes of employee capability (Kaizen practitioners) after evaluating the human resource development process on the basis of six indicators of two groups (namely capacity development, personality development) and a set of criteria using a 5-point scale. In addition, the paper proposes a PDCA based framework with 12 contents corresponding to stages of the human resource development. This paper extends theories related to Lean Manufacturing or Kaizen, highlighting how philosophy of Kaizen has hard and soft impacts on the improvement of performance and human resources.

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Rynek amerykański. Dlaczego wciąż brakuje ręczników papierowych?

Graczyk Tomasz

Przegląd Papierniczy

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2020

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R. 76, nr 9

474--475

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Koncepcje wyszczuplania i elastyczności w logistyce

Świerczek A.

Gospodarka Materiałowa i Logistyka

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2004

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nr 1

8-13

PL

Dynamiczny rozwój logistyki wymusza poszukiwanie nowych metod pozwalających na przetrwanie i rozwój współczesnych organizacji. Efektem tych poszukiwań jest wykształcenie na gruncie teorii dwóch koncepcji mających szczególne znaczenie we współczesnej logistyce - wyszczuplania (lean) i elastyczności (agile). Mimo iż obie koncepcje różnią się między sobą, to jednak praktyczna ich kompilacja, zwłaszcza w odniesieniu do łańcuchów dostaw, może się przyczynić do uzyskania przewagi konkurencyjnej i odniesienia sukcesu rynkowego. W artykule opisano istotę podejścia lean i elastycznego wraz z podstawowymi kryteriami różnicującymi obie koncepcje.