Identification of problems of implementation of Lean concept in the SME sector

Ulewicz, Robert; Kucęba, Robert

doi:10.1515/emj-2016-0002

Cited by 40 publications

(24 citation statements)

References 18 publications

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“…Lean approach may be also very useful in variety of research and industrial activities e.g. materials science (Ulewicz, M. & Radzymińska-Lenarcik, E., 2014;Korzekwa, J. et al, 2016;Pietraszek, J. et al, 2016), biotechnology (Skrzypczak- Pietraszek, E. et al, 2018) or general industrial management (Ulewicz, R. & Kucęba, R., 2016).…”

Section: Resultsmentioning

confidence: 99%

Lean Manufacturing in the ceramic industry

Kleszcz

Zasadzień²,

Ulewicz

2019

Multidisciplinary Aspects of Production Engineering

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The problem of implementation of the concept of Lean Manufacturing in the ceramic industry, based on the enterprise manufacturing ceramic fancy goods, is presented in this article. The most important information about the concept of Lean Manufacturing, as well as the current state of implementation of the Lean concept in the ceramic industry. Major barriers in the implementation of the Lean concept are identified and selected instruments of the Lean concept applied in individual areas of the waste elimination are assigned.

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Section: Resultsmentioning

confidence: 99%

Lean Manufacturing in the ceramic industry

Kleszcz

Zasadzień²,

Ulewicz

2019

Multidisciplinary Aspects of Production Engineering

Self Cite

View full text Add to dashboard Cite

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“…SMED is a theory and set of techniques that allow you to exchange tools and equipment settings in less than 10 minutes -in other words, in a single number of minutes (single-minute). However, it has been proven that its use leads to a dramatic reduction of machine replacement times in almost every analysed case (Ulewicz and Kucęba, 2016;Bortolotti et al, 2015).…”

Section: Tools and Techniques Used In The Process Analysismentioning

confidence: 99%

LEAN Production issues in the organization of the company - results

Mazur

Momeni

2019

Production Engineering Archives

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The key to the functioning of enterprises in today's market is the concept of flexibility, which is mainly associated with adapting to very dynamically changing customer requirements. The basis for this approach is, among others, the realisation of serial production, products created for the customer's order in the quantity and time defined in orders. The LEAN Managemnt and LEAN production approach is a solution dedicated to meeting market assumptions. The LEAN concept, which both in the organization of production and management is focused on dynamic response to changes in the environment. The term LEAN represents numerous improvements to the organization, tools and techniques used to reduce and eliminate individual processes (or parts thereof) that are unnecessary activities. The key to analysing entire processes and defining unnecessary activities is thorough observation and selection of dedicated solutions. In the set of LEAN tools, you can find a lot of possibilities, from organization of a workstation itself, to a thorough quantitative analysis of times and process sequences, from simple facilities to complex technological solutions. The article presents the results of the assembly process analysis, indicates the point of product differentiation (marking for the client) and presents the map of organizational and preparatory activities for this process. The presented results are part of the activities within organization of the LEAN approach, currently having priority for the Research entity organisation improvement team.

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“…An important element is the proper definition of partial objectives, which only in the long-term create the superior objective of company's development. These goals should be determined reliably and in relation to subsequent time stages, being a point of reference for analysing the progress in implementation of adopted plan (Mielczarek and Knop, 2016;Ulewicz and Kucęba, R. 2016;Bonovia and Marin, 2006;Bortolotti et al, 2015).…”

Section: Process Analysis and Planning Corrective Actionsmentioning

confidence: 99%

LEAN Production issues in the organization of the company - the first stage

Mazur

Momeni

2018

Production Engineering Archives

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Today’s market determinants and most importantly, very dynamically changing customer requirements significantly shortened the product life cycle. This situation reflects in companies by common extension of the assortment offered and personalised serial production. The result of a flexible approach to market changes is the implementation of LEAN concept, which, both in terms of management and production aims to develop efficiency within an organisation, which will then enable quick and dynamic response to changes in the environment. The popularity of LEAN concept (in management and production) among managers comes from its universality and a wide range of instruments used to maximise the use of existing potential. The main assumptions of LEAN concept are aimed at the maximum use of an organisation’s resources, defining the activities necessary to execute an order and identifying the areas generating losses and then minimising them and eventually eliminating. LEAN concept is based on flagship-main tools for identification and modernisation of processes, the difficulty in using them results from the need to recognise and select the most effective ones that meet the expectations of a given organisation. The article presents issues related to the first stage of implementing LEAN concept in a company’s structures, i.e. identification of opportunities and selection of appropriate tools.

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Identification of problems of implementation of Lean concept in the SME sector

Cited by 40 publications

References 18 publications

Lean Manufacturing in the ceramic industry

Lean Manufacturing in the ceramic industry

LEAN Production issues in the organization of the company - results

LEAN Production issues in the organization of the company - the first stage

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