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Abstract

The purpose of the paper is to present the author’s reflections on the origin and popularity of various approaches to maintenance and improvement of production processes, their terminological consistency, understanding, and practical application of their principles. The author’s reflections are based on his observations made over his many years of activity as a lecturer and consultant in the area of production engineering and management. It was shown that there is a need to make scientists and practitioners aware of the relatively large degree of freedom in defining the scope and way of application of strategies of continuous improvement. The author’s proposal is to refer to all approaches to maintenance and improvement of production processes with the title “Strategies of Efficient Action” and all supporting methods as “Practices of Efficient Action”. Considerations presented in the paper can be useful in more and more efficiently applying the power of TQM, Six Sigma, Lean Manufacturing and other strategies of processes maintenance and improvement in the daily activities of companies.
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Abstract

The main purpose of this article is to present an author’s methodology of production levelling and to show the impact of levelling on the time during which the product passes through the process and on staff performance. The article presents the analysis of literature concerning the method of improving the production process, especially taking production levelling into consideration. The authors focussed on the definition and methodologies of production levelling. A diagram of interrelations showing determinants and efficiency measures of production levelling as well as an author’s production levelling methodology have been presented. An example of the implementation of production levelling in one of the departments of a company manufacturing surgical instruments has also been shown. Analysis of the current state, stages of implementation and end effects have been presented. Attention was focussed on the time during which the product passes through the process and on staff performance.
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