Agile project management in lean environment

Ganebnykh, Elena; Fokina, Olga V.; Lukinov, Vitaly

doi:10.1051/e3sconf/201913504049

Cited by 5 publications

(4 citation statements)

References 2 publications

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“…and Fokin O.V. "Agile Project Management in Lean Production" [9]. The article analyzes the possibility of integrating traditionally opposed Agile and Kanban approaches in the management of largescale manufacturing enterprises and proposes an algorithm for implementing the lean production concept through the formation of small working groups functioning based on the Scrum methodology.…”

Section: Optimization Investment Component (Cost Reduction Program Op...mentioning

confidence: 99%

“…Ganebnikh E.V. and Fokina O.V., analyzing the possibility of integrating traditionally opposed Agile and Kanban approaches in managing large-scale production enterprises, propose an algorithm for implementing lean production technologies through the formation of small working groups operating based on the Scrum methodology [9]. Based on the conducted research and considering the obtained results, it seems reasonable to consider the possibilities provided by the optimal combination of the "six sigma" concept and the process management methodology of lean production.…”

Section: Lack Of a Developed Conceptmentioning

confidence: 99%

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Ensuring sustainable development of enterprises based on lean production methodologies and six sigma

Popov,

Shikov,

Gorlanov

et al. 2023

E3S Web Conf.

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In the article, themain goals, principles, and methods of Lean Manufacturing are thoroughly examined, taking into account the experience of its implementation in various enterprises and organizations. This analysis is based on scientific publications regarding the implementation of Lean Manufacturing tools and technologies in recent years. The article also analyzes the sustainable development of the main approaches to the combined use of Lean Production technologies and the Six Sigma concept, considering the current economic situation. An example of a successful integration of Lean Manufacturing approaches and the Six Sigma concept is provided.

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Section: Optimization Investment Component (Cost Reduction Program Op...mentioning

confidence: 99%

Section: Lack Of a Developed Conceptmentioning

confidence: 99%

Ensuring sustainable development of enterprises based on lean production methodologies and six sigma

Popov,

Shikov,

Gorlanov

et al. 2023

E3S Web Conf.

View full text Add to dashboard Cite

show abstract

“…The obtained value of the factorial integral indicator of the economic state shows that the enterprise-object of the study is at the stage of decline [16,17,18,19]. The metallurgical enterprise needs to undertake a new strategy and objectives that will help it return one step back in the life cycle (Figure 3).…”

Section: Declinementioning

confidence: 99%

The life cycle of an organization in a changing economic environment

Eliseeva

Mottaeva

2021

E3S Web Conf.

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The concept of “life cycle” is used by an organization to plan a certain sequence of changes in the current state and maintain its position in the market in the future. In the theory of the life cycle of the organization’s position in the market, it is emphasized that the development of an enterprise occurs according to an algorithm common to all organizations. However, the issues of manifestation of life cycle stages in a changing economy are ambiguous. There are no clearly established and regulated values of indicators that guarantee the maintenance of the position of organizations at the stages of their existence. The aim of the study is to substantiate the methodology for determining the stage of the life cycle of an organization for the development or adjustment of the strategic policy of its development. The study revealed that the assessment of the organization’s potential is carried out on the basis of groups of indicators and factor coefficients established and recommended for use in Russian and international practice. As a result of the study, it was proposed to use the factorial integral indicator of the economic assessment of the enterprise, which allows the current position of the enterprise in the current economic situation and planning its activities in the future.

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“…Their development provided the ability to exchange data in production technologies, including cyber-physical systems, the Internet of things, big data and analytics, augmented reality, additive manufacturing, modeling, horizontal and vertical system integration, autonomous robots, and cloud computing. In this way, digital technologies help integrate and combine intelligent knowledge-intensiveequipment and personnel to build systematic value chains and innovative products [26]. For this entire set of qualitatively new production relations and the conditions for managing the value chain throughout the entire life cycle of innovative products, the name Industry 4.0 has been fixed.…”

Section: Introductionmentioning

confidence: 99%

Adaptation of high-tech knowledge-intensive enterprises to the challenges of industry 4.0

et al. 2020

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In order to succeed in a competitive environment, enterprises and organizations must quickly respond to external influences, such as digitalization, expansion of information exchange, and challenges caused by Industry 4.0. High-tech knowledge-intensive enterprises that develop and commercialize their original innovative products and technologies as well as provide intellectual services in the field of high technologies are the first to respond to such challenges. A number of works on how the digitalization in economy impacts organizational and managerial activities of enterprises, their R&D, and creation, production and commercialization of innovative products are analyzed. As the results of the study, a number of properties and patterns that determine the successful adaptation of innovative enterprises to the challenges of Industry 4.0 wereidentified. Among them there are material resources, including technology and equipment, scientific and technological achievements, financial, personnel and information support and adaptive organizational and economic capabilities. It is shown that in order to adapt to the challenges of Industry 4.0, enterprises must match capabilities of the digital economy with their material, intellectual and production resources using innovative potential as a measurement tool. It is determined that the procedures for assessing the innovative potential of enterprises can become an effective tool for assessing both quantitative/qualitative indicators of enterprises and degree of their adaptation to the challenges of Industry 4.0. The proposed methodology for a comprehensive assessment of industrial enterprises’ innovative potential as the degree of their adaptation to the challenges of Industry 4.0 was implemented at the high-tech knowledge-intensive enterprises “Shtorm” and “Tekhnotron”. Both of them are well known for their innovative developments in the field of welding production. It was demonstrated that the proposed methodology allows not just assessing the degree of adaptation to the digital economy and the challenges of Industry 4.0, but also assessing the impact of planned activities on innovations and determine methods and means of responding to the changes in external and internal environment of enterprises.

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Agile project management in lean environment

Cited by 5 publications

References 2 publications

Ensuring sustainable development of enterprises based on lean production methodologies and six sigma

Ensuring sustainable development of enterprises based on lean production methodologies and six sigma

The life cycle of an organization in a changing economic environment

Adaptation of high-tech knowledge-intensive enterprises to the challenges of industry 4.0

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