Lean ERP: How ERP Systems and Lean Management Fit Together

2013 ◽  
pp. 13-18
Author(s):  
Martin Adam ◽  
Johannes Keckeis ◽  
Peter Kostenzer ◽  
Heiner Klepzig
Keyword(s):  
Lean Management ◽  
Erp Systems

Reha-Kliniken müssen kämpfen: Lean Healthcare als Chance im Wettbewerb?

2018 ◽  
Vol 23 (01/02) ◽  
pp. 67-69
Author(s):  
Stefan Beyer
Keyword(s):  
Lean Management ◽  
Lean Healthcare

Prozesse in einer Reha-Klinik können natürlich auch ohne Lean Management oder ein Prozesscontrolling ablaufen. Die Lean Philosophie kann aber dabei helfen, die Wettbewerbsfaktoren Zeit, Kosten und Qualität zu optimieren, um sich gegenüber den Wettbewerbern und im Reha-Markt langfristig zu behaupten.

Lean Management

2017 ◽  
Vol 04 (04) ◽  
pp. 6-7
Author(s):  
Axel Küppers
Keyword(s):  
Lean Management

ZusammenfassungKeine Frage, im Pflegebereich ticken die Uhren anders als in der Industrie. Wer im Krankenhaus Lean Management verordnet, muss im Hinterkopf behalten, dass der Mensch im Vordergrund steht. Nicht alle Kliniken schaffen den Spagat zwischen Patientenzuwendung und Effizienz. Allzu häufig gilt: Im Kopf die Zahl, im Bauch das Gefühl – im Herzen Verwirrung. Doch es gibt Ausnahmen.

Lean Management a "odchudzanie" polskiego przedsiębiorstwa

1994 ◽  
pp. 14-15
Author(s):  
Mieczysław Ciurla ◽  
Marian Hopej
Keyword(s):  
Lean Management

W artykule omówiono kilka podstawowych zasad pracy w systemie zarządzania lean management oraz trudności z wprowadzeniem tego systemu do polskich przedsiębiorstw.

Design of a Conceptual Model for Improving Company Performance Based on Lean Management Applying the Viable System Model (VSM)

2018 ◽  
Vol 2 (2) ◽  
pp. 49-63 ◽  
Author(s):  
Sergio Gallego García ◽  
Rayco Rodríguez Reyes ◽  
Manuel García García
Keyword(s):  
Production Management ◽  
Modern Society ◽  
Holistic Approach ◽  
Service Level ◽  
System Model ◽  
Company Performance ◽  
Lean Management ◽  
Viable System Model ◽  
Viable System ◽  
The Right

Abstract Designing, changing and adapting organizations to secure viability is challenging for companies. Researchers often fail to holistically design or transform organizations. Thus, the aim of this study is to propose a holistic approach how organizations can be designed, changed or managed considering also its implications to production management following lean management principles. Hereby the Viable System Model was applied. This structure can be applied to any kind of structured organization and for its management with goals to be achieved in modern society; however focus of the research is the cluster of manufacturing and assembly companies. Goal of the developed organizational model is to be able to react to all potential company environments by taking decisions regarding organization and production management functions correctly and in the right moment based on the needed information. To ensure this, standardized communication channels were defined. In conclusion this proposed approach enables companies to have internal mechanisms to secure viability and also in production to reduce necessary stocks, lead times, manpower allocation and leads to an increase of the service level to the final customer.

PENGARUH DUKUNGAN MANAJEMEN PUNCAK, MANAJEMEN PROYEK DAN KETERLIBATAN PENGGUNA TERHADAP TINGKAT KESUKSESAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING PADA PERUSAHAAN DI JABODETABEK

2017 ◽  
Vol 2 (2) ◽  
pp. 147-154
Author(s):  
Julian Aristo
Keyword(s):  
Project Management ◽  
Enterprise Resource Planning ◽  
User Involvement ◽  
Resource Planning ◽  
Business Environment ◽  
Top Management ◽  
Management Support ◽  
Erp Systems ◽  
Factors Affecting ◽  
Top Management Support

Enterprise Resource Planning (ERP) systems have become vital strategic tools in today’s competitive business environment. Implementation of ERP systems is a highly complex process which is influenced not only by technical, but also by other factors. The purpose of this research to find out factors influencing the success of ERP implementations in companies in Jabodetabek. In this research three factors of success implementation ERP were selected on the bases of previous research that includes top management support, project management and user involvement. The results indicate that top management support and project management are key factors affecting the success of ERP implementations, while user involvement does not affect the success of ERP implementations. Top management support, project management and user involvement affect the success rate of 72.7% of ERP implementations. While the rest equal to 27.3% influenced by other variables not included in this research model. Keywords: Enterprise Resource Planning, Top management support, project management, user involvement

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