No abstract

The article presents the method of assessing the sustainable development of enterprises implemented in the form of an audit, dedicated to manufacturing and service companies. Modern organizations are heading towards the idea of sustainable development. Its essence lies in the belief that the chances of a specific economic entity for survival are possible by harmonizing economic, environmental and social aspects. Emphasizing the essential role of the human factor within the Lean Green concept and the growing popularity of the idea of CSR encouraged the authors to propose a Human Lean Green approach, on which the developed method of assessing the sustainable development of the company is based. The assessment of the company’s sustainable development is carried out by measuring the indicators obtained from the analysis of answers to questions concerning the use of good practices in manufacturing and/or service processes. The study is conducted in three areas: process improvement (Lean), environmental impact (Green) and quality and safety of the workplace (Human). The innovative elements of the method, compared to those proposed so far, are: singling out a Human module, laying emphasis on good practices that guarantee the effectiveness of operations and the possibility of assessing both manufacturing and service companies.

The article elaborates upon a successful model of postgraduate studies on lean manufacturing. The subject of the research was nine editions of the Kaizen Academy postgraduate studies organized by the Warsaw University of Technology and the Kaizen Institute in the years 2009–2018, that still enjoys interest in the market. A detailed qualitative analysis of this case, followed by a comparative analysis with other post-graduate programs of this type on the national, European, and global level should make it possible to find what is necessary to launch and actively operate for a long time in the (considerably competitive) market of qualification raising programs related to Lean Management (critical success factors). The study has also identified the differences between a successful program, analyzed in detail, and other available programs described in the literature and on the Internet. This has been achieved through a structured analysis of thirty-nine postgraduate programs identified by querying scientific databases and the Google Internet search engine. Best practices and models of postgraduate education on Lean Management have been discussed, and the thirty-nine programs comprising the identified sample have been compared. Considering the very general level of the data available in terms of the organization of postgraduate programs, it has also been assessed if they follow constructivism and experiential learning paradigms. This has been achieved by including the industrial days/visit indicator in the comparison. Given its high value, it has been identified as a success factor of the postgraduate curriculum on Lean Management.

No abstract

No abstract