TRANSITION TO THE BASIS OF THE CONCEPT OF LEAN PRODUCTION AS A SUCCESSION OF NEGATIVE TRENDS AT MINING ENTERPRISES AND METALLURGICAL COMPLEX OF UKRAINE (MESSAGE 2)

Metallurgicheskaya i gornorudnaya promyshlennost ◽

10.33101/s005-4568345 ◽

2018 ◽

pp. 81-88 ◽

Cited By ~ 1

Author(s):

Mykola Myronenko

Keyword(s):

Comparative Analysis ◽

Lean Manufacturing ◽

Lean Production ◽

Metallurgical Industry ◽

Management Decision ◽

Practical Application ◽

Production Concept

Purpose. Analysis of the features of the transition to the concept of lean production of enterprises of the mining and metallurgical complex (MMC) of Ukraine, located on the territory of the Dnipropetrovsk region. Prospects for the implementation of these approaches to 2020. Methodology. While writing the article, the following methods were used: questioning and interviews at the stage of collecting primary information, as well as the method of comparative analysis in justifying recommendations regarding the prospects for implementing the concept of lean production for the period up to 2020. Findings. The article analyzes the transition to the principles of the concept of lean production on the example of two enterprises of the MMC of Ukraine, geographically located within the Dnipropetrovsk region. The prospects for further implementation of the tools of the Lean Production concept for the period up to 2020 are considered. Originality. The importance of the practical application of methods and tools of the theory of the concept of lean manufacturing, in particular of the 5 C system and of the Submission of Proposals was confirmed. The necessity of applying various methods of auditing production activities was proved. This will optimize costs within the organization and affect the level of competitiveness of its products. Practical value. Understanding the fact that the company's profit is only an external manifestation of the correct management decision to minimize losses within the company will allow enterprises of the mining and metallurgical industry of Ukraine as a whole to progress.

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Transition to the basis of the concept of lean production as a succession of negative trends at mining enterprises and metallurgical complex of Ukraine (message 1)

Metallurgicheskaya i gornorudnaya promyshlennost ◽

10.33101/s04-58768458 ◽

2018 ◽

pp. 86-93 ◽

Cited By ~ 1

Author(s):

M.A. Myronenko

Keyword(s):

Comparative Analysis ◽

Lean Manufacturing ◽

Lean Production ◽

Management Development ◽

Management Decision ◽

Practical Application ◽

Production Activity ◽

Mining And Smelting ◽

Production Losses ◽

Smelting Complex

Purpose. Analysis of the peculiarities of the transition to the concept of lean production of the enterprises of the mining and smelting complex (MMC) of Ukraine, located on the territory of the Dnipropetrovsk region. Prospects for the implementation of these approaches by 2020. Methodology. The article used the methods of questioning and interviewing at the stage of collecting primary information, as well as the method of comparative analysis to substantiate recommendations on the prospects for implementing the concept of lean production for the period until 2020. When writing the article, methods of questioning and interviewing at the stage of collecting primary information were used, as well as a method of comparative analysis with the purpose of substantiating recommendations regarding the prospects for introducing the concept of lean manufacturing for the period until 2020. Findings. The article analyzes the transition to the principles of the concept of lean production on the example of two enterprises of the MMC of Ukraine, located within the Dnipropetrovsk region. Perspectives of further introduction of the tools of the concept of Lean Production for the period until 2020 are considered. Originality. The importance of practical application of the methods and tools of the theory of the concept of lean production, in particular systems 5 С and submission of proposals, proved the necessity of applying different methods of an audit of production activity. This will optimize costs within the organization and will affect the level of competitiveness of its products. Practical value. Understanding the fact that the company's profit is only an external manifestation of the correct management decision to minimize losses within the company will allow the enterprises of the MMC to progress in general. Keywords: the concept of lean production, losses, mining and metallurgical complex of Ukraine, management, development

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FEATURES OF THE LEAN PRODUCTION IMPLEMENTATION AT THE ENTERPRISES OF UKRAINE’S DAIRY INDUSTRY

Three Seas Economic Journal ◽

10.30525/2661-5150/2021-2-8 ◽

2021 ◽

Vol 2 (2) ◽

pp. 48-53

Author(s):

Mariia Foshchii ◽

Natalia Krasnokutska

Keyword(s):

Detailed Analysis ◽

Lean Manufacturing ◽

Lean Production ◽

Rapid Assessment ◽

Dairy Industry ◽

Short Period ◽

Analysis And Synthesis ◽

Production Concept ◽

Definition Of ◽

Safe Working

The purpose of the paper is to study the features of the lean production implementation in the dairy industry of Ukraine. Methodology. To achieve the purpose and solve the tasks set in the paper, a system of general and special research methods was used, namely methods of scientific knowledge (scientific abstraction, analysis and synthesis, deduction, generalization) to study the theoretical principles of the lean production implementation in Ukraine’s enterprises, and questionnaire to assess the lean production implementation’s effectiveness in the enterprises of Ukraine’s dairy industry. Results of the survey examine the theoretical and methodological foundations of the “lean production” concept: taking into account all the definitions mentioned above, the following author’s definition of lean production is put forward: lean production is a system of the enterprise, which is constantly improving, aimed at building all processes in a continuous flow of value creation by preventing and eliminating all types of losses, involving staff in teamwork based on project approaches and maintaining safe working conditions in order to create attractive value for the consumer. Methodological support for rapid assessment of the lean production implementation’s effectiveness on the basis of employee surveys has been developed and the efficiency of the lean production implementation at the enterprises of Ukraine’s dairy industry has been assessed. It is concluded about the lack of effectiveness of implementing lean production at three enterprises of Ukraine’s dairy industry. This is due to the short period of the lean production implementation, as Enterprise 1 only started implementation at the end of 2020. Based on the survey and questionnaire of employees and managers of Ukraine’s dairy industry, the main stereotypes related to the implementation of lean production are identified and refuted, and the reasons for the slow and inefficient implementation of lean production are identified. Lean manufacturing cannot be implemented once and for all, it must be done constantly, because lean manufacturing is a tool for gaining a competitive advantage. Scientific novelty: methodological support for rapid assessment of the lean production implementation’s effectiveness has been further developed, which, unlike others, takes into account the peculiarities of the dairy industry and allows to determine problems and prospects for enterprise development on the basis of a questionnaire. A promising direction of research is a more detailed analysis of the “lean production polygon”, which is based on the survey. A more detailed analysis of the underlying three pentagons will reveal problems in the three subsystems of lean production.

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Lean manufacturing: The history and our time

National Interests Priorities and Security ◽

10.24891/ni.17.9.1650 ◽

2021 ◽

Vol 17 (9) ◽

pp. 1650-1669

Author(s):

Ekaterina N. STRIZHAKOVA ◽

Dmitrii V. STRIZHAKOV

Keyword(s):

Production Process ◽

Lean Manufacturing ◽

Positive Impact ◽

Manufacturing Sector ◽

Lean Production ◽

Economic Security ◽

Production Model ◽

Planning System ◽

Industrial Enterprises ◽

Production Concept

Subject. The article discusses the use of the lean production concept at the production enterprise. Objectives. We evaluate the existing lean production toolkit, determine opportunities for their implementation and possible difficulties. Methods. Methodologically, the study is based on the comparative analysis of methods that constitute the lean production system. Results. We review one of the economic security aspects for Russia, such as an increased production competitiveness due to the ubiquitous implementation and use of lean production instruments. We conducted an historical analysis of the origination and development of the production process approach. Some lean production tools and aspects were proved to have been designed and actively used in the USSR manufacturing sector since the 1960s. The lean production concept was found to become very appropriate for enterprises. We analyzed the continuing production planning system by A.S. Rodov, which were in use ans proved its high cost efficiency at the USSR industrial enterprises. We also delved into the profit generating production process that was put in place in Toyota. The article provides the comparative description of modern lean production methods and concludes on their future use. Conclusions. Having compared the Soviet lean production model and the classical Japanese one, we concluded on the use of such production process methods that really went beyond their time. In the mean time, the Soviet model was simpler to use and implement. Based on the overview of modern lean production tools that evolved from the Soviet and Japanese lean production theories, we believe that the lean production principles and methods will have a positive impact on the efficiency and competitiveness of the national manufacturing sector.

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Applying Quality Function Deployment Techniques in Lead Production Project Selection and Assignment

Advanced Materials Research ◽

10.4028/www.scientific.net/amr.945-949.2954 ◽

2014 ◽

Vol 945-949 ◽

pp. 2954-2959 ◽

Cited By ~ 3

Author(s):

Chee Cheng Chen ◽

Qing Zhang

Keyword(s):

Lean Manufacturing ◽

Quality Function Deployment ◽

Lean Production ◽

Production Performance ◽

Great Opportunity ◽

Pareto Chart ◽

Quality Function ◽

Lean Principles ◽

Production Concept ◽

Technical Solutions

In the past few decades’ lean production has become widely adopted in many industries, however there is still great opportunity to combine lean production with other methods or tools to reduce waste and improve production performance. QFD (Quality Function Deployment, QFD) is a combination of quality control and quality assurance methods that transform the customer's requirements into the technical aspects of response to the customer. "Lean" is derived from the Toyota Production System; Lean principles to eliminate waste. Many companies already use lean manufacturing and QFD methods, but can still not reach zero waste or fully reflect the needs of customers into new product designs. This study is based on the lean production concept to create a QFD model to reduce waste in the manufacturing process and reflect customer feedback. This article presents a literature review and then defines the QFD and lean manufacturing concepts and relationships. We use the Pareto chart to select the waste materials priority and build some technical solutions into the HOQ. Finally, this article provides lean concepts and QFD links and revises the standard manufacturing operating procedures (standard operation procedure, SOP). Management will be based on the newly revised SOP to improve waste management and further improve quality management.

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Lean manufacturing as a tool for increasing labor productivity at the enterprise

E3S Web of Conferences ◽

10.1051/e3sconf/201912404015 ◽

2019 ◽

Vol 124 ◽

pp. 04015 ◽

Cited By ~ 4

Author(s):

N. Ketoeva ◽

N. Soldatova ◽

S. Ilyashenko

Keyword(s):

Lean Manufacturing ◽

Lean Production ◽

Point Of View ◽

Company Performance ◽

Production Methods ◽

Second Stage ◽

Stage Of Development ◽

Third Stage ◽

Production Concept ◽

Market Indicator

Since the beginning of utilization of the lean production concept it has passed several stages of implementation. The first stage failed because manufacturers that introduced lean production methods were isolated from each other; whereas in the second stage, these companies learned from their experiences. Since then, the lean production concept has been used to organize production and reduce costs, despite the fact that markets are becoming more demanding due to individualization of demand and variability of conditions. Digitalization suggests methods for adapting the concept of lean production to such a market indicator as company performance. Thus, the utilization of the concept “Industry 4.0” can initiate the third stage of development of the practice of lean manufacturing in terms of analyzing the productivity from a multidimensional point of view.

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Stimulation and limits of cloud-based ITSM system application by Russian companies

Regional Economics Theory and Practice ◽

10.24891/re.19.10.2001 ◽

2021 ◽

Vol 19 (10) ◽

pp. 2001-2010

Author(s):

Yurii P. KISHKOVICH

Keyword(s):

Information Systems ◽

Comparative Analysis ◽

Financial Performance ◽

System Application ◽

Management System ◽

Business Processes ◽

Enterprise Management ◽

Practical Application ◽

Russian Economy ◽

Enterprise Management System

Subject. This article discusses the use of information systems in various spheres of the Russian economy. Objectives. The article aims to assess the prospects for the use of cloud-based ITSM systems by Russian medium-sized and large companies. Methods. For the study, I used a comparative analysis. Results. The article finds that the cloud-based ITSM system reduces the time of business processes significantly and saves money resources. Conclusions. The practical application of cloud-based ITSM systems expands the opportunities and capabilities of medium-sized and large enterprises significantly and contributes to improving the financial performance of their activities. The enterprise management system is an important factor the implementation of these systems depends on.

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Kameraunterstützte Verschwendungsreduktion*/Computer-vision supported waste reduction in lean production

wt Werkstattstechnik online ◽

10.37544/1436-4980-2017-09-10 ◽

2017 ◽

Vol 107 (09) ◽

pp. 572-577

Author(s):

B. Prof. Lorenz ◽

I. Kaltenmark

Keyword(s):

Computer Vision ◽

Lean Manufacturing ◽

Lean Production ◽

Low Cost ◽

Industrie 4.0 ◽

Waste Reduction ◽

Camera System ◽

New Developments ◽

Neue Entwicklungen

In modernen Produktionen ist Lean Manufacturing einer der wichtigsten Treiber für Produktivitätssteigerungen. Durch neue Entwicklungen im Bereich Industrie 4.0 können Impulse im Lean Manufacturing gegeben werden. An der OTH Regensburg wird getestet, wie kostengünstige Kamerasysteme helfen können, Verschwendungen sichtbar zu machen und zu minimieren. Es zeigt sich, dass auch mit geringen Investitionskosten neue Potentiale zur Verschwendungsreduktion aufgedeckt werden können.   In modern production lean manufacturing is one of the most effective drivers for productivity. Due to new developments in the Industrie 4.0-campaign new impulses can be given into lean manufacturing. Experiments at OTH Regensburg indicate that a low-cost camera system can help to make waste visible and minimize it. This shows that with low invest costs, new potentials for waste reduction can be revealed.

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Neue Fertigungssteuerung in der Ingenieurkeramik*/New approach to manufacturing control in engineering ceramics

wt Werkstattstechnik online ◽

10.37544/1436-4980-2015-03-33 ◽

2015 ◽

Vol 105 (03) ◽

pp. 109-114

Author(s):

U. Bracht ◽

F. Arzberger ◽

F. Schulenburg

Keyword(s):

Lean Manufacturing ◽

Lean Production ◽

Control Unit ◽

Manufacturing Processes ◽

Small Companies ◽

Complex Environment ◽

New Approach ◽

Manufacturing Control ◽

Volume Production ◽

Low Volume

Auch kleinere Unternehmen mit komplexen Herstellungsprozessen müssen heute in der Kleinserie die Effizienz und Geschwindigkeit in der Produktion erhöhen. Zentraler Bestandteil ist dabei eine schlanke Fertigungssteuerung in einem ganzheitlichen Produktionssystem. Der Fachbeitrag zeigt, wie auch bei hoher Komplexität wesentliche Ansätze der „Lean Production“ genutzt werden, um die Produktion von Ingenieurkeramiken durch die intelligente Vernetzung bereichsspezifischer Methoden zu optimieren.   Today, even small companies with complex manufacturing processes in low-volume production have to improve efficiency and speed in manufacturing. A core aspect is lean manufacturing control within an overall production system. This article shows how the main approaches of Lean Production can be applied even to a highly complex environment. The intelligent integration of specific methods for each control unit helps to enhance the production of ceramics.

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