How Lean Management Tools are Supported by ERP-Systems: An Overview

2014 ◽  
pp. 45-52 ◽  
Author(s):  
Martin Adam ◽  
Stephan Schäffler ◽  
Anna Braun
Keyword(s):  
Lean Management ◽  
Erp Systems ◽  
Management Tools

scholarly journals Development of the production system through lean management tools

2019 ◽  
Vol 564 ◽  
pp. 012092
Author(s):  
A E Plakhin ◽  
S M M Al-Ogaili ◽  
I I Semenet ◽  
T V Kochergina ◽  
P V Mihajlovskij
Keyword(s):  
Production System ◽  
Lean Management ◽  
Management Tools

Advanced Solutions for Healthcare Facility Management

2014 ◽  
Vol 2 (2) ◽  
pp. 41-56
Author(s):  
Francesco Longo ◽  
Letizia Nicoletti ◽  
Alessandro Chiurco ◽  
Antonio Calogero
Keyword(s):  
Simulation Model ◽  
Value Chain ◽  
Model Development ◽  
Research Work ◽  
Healthcare Facility ◽  
Facility Management ◽  
Lean Management ◽  
Management Tools ◽  
Research Activities ◽  
Starting Point

This paper presents a simulation study carried out within a private healthcare facility with the aim of understanding whether or not it is able to handle a greater flow of incoming patients as well as the related impact on the overall efficiency. As a result, the simulation outcomes have pointed out the need for an internal work re-organization that has been devised through Lean Management tools and methodologies. The simulation model has, then, been used to predict the intended changes effects as well as their feasibility. Particular attention has been paid on the care administration process, provided that research activities are still ongoing to investigate other processes in the patient value chain where there is still substantial room for improvement. The proposed research work is grounded on an in dept analysis of the main processes and activities taking place in the healthcare facility as a starting point for the simulation model development. Afterwards, simulation has been used for “as-is” analyses and, in combination with Lean Management approaches, for “what-if” studies whose results and findings are discussed.

Improving operating room efficiency using lean management tools

2021 ◽  
pp. 1-14
Author(s):  
Marc Sales-Coll ◽  
Rodolfo de Castro ◽  
Juan A. Hueto-Madrid
Keyword(s):  
Operating Room ◽  
Lean Management ◽  
Operating Room Efficiency ◽  
Management Tools

The Paradox of Complex ERP Systems Used In Simplified Organisations Such As Small And Medium Enterprises

2010 ◽  
pp. 18-28
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Small And Medium Enterprises ◽  
Resource Planning ◽  
Erp Systems ◽  
Enterprise Information ◽  
Management Tools ◽  
Erp System ◽  
Level Of Satisfaction ◽  
Medium Enterprises

This chapter further develops and generalises findings from the authors’ July 2008 paper in the International Journal of Enterprise Information Systems (IJEIS) by adding organisational issues such as business process reengineering (BPR). The authors argue that enterprise resource planning (ERP) systems are complex management tools that impose standard business processes from larger manufacturing firms. The authors test whether these systems can be adapted effectively to more simplified organisations such as small and medium enterprises (SMEs). The authors found that SMEs tend to have a high perceived level of satisfaction when using these complex tools, independent of size or sector. However, they cannot clearly establish that SMEs having applied BPR while implementing an ERP system are more satisfied than those that did not.

scholarly journals Improving the Efficiency of Highway Construction Project Management Using Lean Management

2019 ◽  
Vol 11 (13) ◽  
pp. 3646 ◽  
Author(s):  
Wu ◽  
Zhao ◽  
Ma ◽  
Yang
Keyword(s):  
Construction Projects ◽  
Management Practices ◽  
Highway Construction ◽  
Project Managers ◽  
Management Technique ◽  
Lean Management ◽  
Management Tools ◽  
Complex Projects ◽  
The One ◽  
High Level

The construction industry is often ranked top in producing the largest amount of waste during a project, be it the waste of material resources or the waste of manpower. This has elevated the need for an improved and more structured management technique. This study will look into the principles and practices of lean management pertinent to highway construction projects to analyze whether lean management practices can improve the management efficiency for complex projects. This study adopted a quantitative approach, and a linear regression model has been used to investigate correlations between the lean test factors and the efficiency-dependent variables. It was found that lean management tools that are used repeatedly and the ones that require a high level of detailing are positively associated with efficiency improvement in highway construction projects. In particular, LPS, JIT, and VM were found to be more commonly used in highway construction projects. The research results will aid in the initial decision-making process of the project managers, as they will be able to map different lean tools with their benefits and limitations and then select the one that best suits the project needs and deliverables. Future studies can adopt the interpretivism paradigm to explore new theories and concepts related to highway construction management.

scholarly journals Lean Management Genesis

Management ◽  
2015 ◽  
Vol 19 (2) ◽  
pp. 106-121 ◽  
Author(s):  
Aneta Parkes
Keyword(s):  
Quality Management ◽  
Production System ◽  
Lean Manufacturing ◽  
Japanese Culture ◽  
Scientific Management ◽  
Lean Management ◽  
Production Rules ◽  
Management Tools ◽  
Work Attitude ◽  
Management Concept

Summary Lean Management is a philosophy and management concept, based on reduction of the waste and resources used in the process of producing goods and providing services. Lean Management genesis dates back to scientific management in America (for example concepts of H. Ford and F.W. Taylor) and quality management, including development of TQM concept. Japanese Toyota Production System has been inspired by chosen elements of these concepts, and then it evolved towards global concept called Toyota Way (which connects production rules with values and work attitude). TPS is considered to be a major precursor of lean manufacturing and now more widely – Lean Management. LM is a broader set of organisational and management tools, formed mainly by the Japanese culture, but also subjected to the Western influences in the field of organisation and management (Jakonis 2011, Parkes 2014).

scholarly journals Impact of selected lean management tools on work safety

2019 ◽  
Vol 2 (1) ◽  
pp. 253-264
Author(s):  
Joanna Furman
Keyword(s):  
Added Value ◽  
Process Efficiency ◽  
Lean Management ◽  
Customer Requirements ◽  
Work Safety ◽  
Management Tools ◽  
Manufacturing Costs ◽  
Customer Expectations ◽  
Quality Of Products

Abstract The ongoing processes in production enterprises must be constantly monitored and improved in order to meet the requirements of growing competition in the technical, technological and organizational aspects. Also, customer expectations regarding the quality of products are constantly increasing, while maintaining the lowest manufacturing costs. The analysis of the course of operations, exploited resources, materials, recharges, as well as the identification of risk and losses are the basis for improvement and optimization, leading to increase in process efficiency, as well as optimisation of organization and working conditions. There are many management methods and tools used to streamline processes. Currently, Lean Management (LM) is one of the most popular and effective concepts in this field. The primary goal of LM is to eliminate activities that do not bring added value in processes, while saving resources and meeting customer requirements. The Lean concept offers many useful methods and tools that, when properly selected in the organization, implemented and used, can bring the intended results. The aim of the article is to present the results of the analysis of potentially accidental events in a production enterprise based on the identification of key threats occurring in the plant. Based on Lean Management methods and tools implemented in the company, their impact on work safety was determined.

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