Selection of the basic Lean tools for development of Croatian model of Innovative Smart Enterprise

Veža, Ivica; Mladineo, Marko; Gjeldum, Nikola

doi:10.17559/tv-20160202120909

Cited by 10 publications

(9 citation statements)

References 16 publications

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“…The methodology developed by Veža and others [9], [10], used to assess the level of the industry for the observed company within its area of work, is based on nine questions covering the basic companies' processes, from product development, through planning and management, production, to quality assurance, as presented in Table 2.…”

Section: Research Methodology and Surveyed Companiesmentioning

confidence: 99%

“…According to Veža, the average Croatian manufacturing company is at 2,15 on the scale from 1 to 4 [9], [10]. It could be expected that the level of development of B&H production companies is not higher, and it is of great interest to determine the most deficient areas.…”

Section: Research Goalsmentioning

confidence: 99%

“…Detailed presentation of all offered answers representing industrial generations, as well as more detailed explanation of the scoring method, can be found in the papers of Veža and others [9], [10], sufficient level of information is also provided with the next chapter and result tables.…”

mentioning

confidence: 99%

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Benchmarking of Bosnia and Herzegovina to Croatia Manufacturing Industry and Industry 4.0

Bajric¹,

Vučijak²,

Kadrić³

et al. 2021

TEM Journal

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The paper presents the results of the current state of Bosnia and Herzegovina (B&H) production companies benchmarked to the Croatian production companies and to the concept of Industry 4.0, using the same methodology formerly used in Croatia related to implementation of Industry 4.0. Assessment was made on a sample of 47 manufacturing companies from different industries. Responses were collected through online questionnaires and interviews. The assessment was made using structured questionnaire with questions related to the business processes of a company from product development, production and to the quality assurance and logistics. According to the collected responses and the methodology used, the level of development of B&H production companies is 2,19, which is very close to the Croatian companies, in which the level of development was at 2.15, but in a survey conducted three years earlier. This research confirmed that the level of development of B&H manufacturing companies is actually the same as with the Croatian companies.

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Section: Research Methodology and Surveyed Companiesmentioning

confidence: 99%

Section: Research Goalsmentioning

confidence: 99%

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Benchmarking of Bosnia and Herzegovina to Croatia Manufacturing Industry and Industry 4.0

Bajric¹,

Vučijak²,

Kadrić³

et al. 2021

TEM Journal

View full text Add to dashboard Cite

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“…To find such causes, a numerous tools and techniques have been developed to achieve a sustainable deletion of waste, for example quality function deployment (QFD), design structure matrix (DSM), set-based engineering (SBE), conjoint analysis, or Toyota's 'five whys technique'. Veza et al made a selection of six basic lean tools, and foundations of generic configuration of innovative smart enterprise model are defined [28]. In their extensive research, Kennedy et al executed an in-depth analysis of the rework phenomenon [29].…”

Section: Lean Product Developmentmentioning

confidence: 99%

Application of Lean Methods into the Customised Product Development Process of Large Power Transformers

2020

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The study conducts research on lean product development (PD) methodology and presents a case study of its practical application into a specific one-of-a-kind development of large power transformers. The demonstrated framework is the result of a 5-year intensive research that led to an extensive transformation of a traditional PD environment into a highly efficient process according to lean principles. Paper explains how lean PD integrates with robust, concurrent and smart design strategies in highly individualized PD business. A generalized framework of PD and design process renovation is presented, comprising three main fields of interest: Process & Tools, People, and Knowledge. A direct consequence of implied renovation are significant savings. Case-study company cut down engineering changes by 32 % in three year test period and experienced performance improvement between 25 % and 83 % across designated process indicators.

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“…The contemporary business of both, service and manufacturing companies, is becoming more and more challenging. Some authors emphasize that, due to the constant market turbulence, companies that are based on the old business principles can have significant problems with the survival on the market [1]. A very turbulent market, a dynamic environment, and unpredicted business conditions as well as many other factors that directly or indirectly affect the business itself, force managers to enable their processes to respond to the market demands in a very short period of time.…”

Section: Introductionmentioning

confidence: 99%

Case Study of Healthcare Organization Improvement with Lean Concept

et al. 2019

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The goal of each company today is to improve business and increase profit through the reorganization and simplification of its processes, decrease of costs and resources utilization etc. Improving the business is usually implemented through different techniques and methodologies that have been developed. One of the ways to improve service processes, and health system processes also, is the implementation of the lean concept. This study shows benefits from using Lean tools value stream mapping (VSM) and simulations to simplify the laboratory work process. Using the VSM and simulation in department of clinical biochemistry authors showed significant improvement of the clinical processes such as eliminating non-value added times (NVAT) by minimum 30 working days/year, increasing number of laboratories analyses by approximately 80.000 analyses/year, eliminating unnecessary movement of 39,000-52,000 meters/year for samples and 78,000-104,000 meters/year for stuff and decreasing patient waiting times from average 70 to 20 min/patient.

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Selection of the basic Lean tools for development of Croatian model of Innovative Smart Enterprise

Cited by 10 publications

References 16 publications

Benchmarking of Bosnia and Herzegovina to Croatia Manufacturing Industry and Industry 4.0

Benchmarking of Bosnia and Herzegovina to Croatia Manufacturing Industry and Industry 4.0

Application of Lean Methods into the Customised Product Development Process of Large Power Transformers

Case Study of Healthcare Organization Improvement with Lean Concept

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