lean management system
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2021 ◽  
Vol Publish Ahead of Print ◽  
Author(s):  
Aaron A. Tierney ◽  
Stephen M. Shortell ◽  
Thomas G. Rundall ◽  
Janet C. Blodgett ◽  
Elina Reponen

2020 ◽  
Vol 28 (2) ◽  
pp. 221-228 ◽  
Author(s):  
Sonia A. Udod ◽  
Judy Boychuk Duchscher ◽  
Donna Goodridge ◽  
Thomas Rotter ◽  
Petrina McGrath ◽  
...  

2019 ◽  
Vol 91 ◽  
pp. 08038
Author(s):  
Elena Ganebnykh ◽  
Anna Fedyaeva ◽  
Yulia Igoshina ◽  
Andrey Ivashchenko

The article is devoted to testing the hypothesis of Melnyk et al. that companies implementing principles of Lean Management System are more environmentally friendly than those that do not implement them. Melnyk tested his hypothesis in North American companies, where Lean Management System and Green Management System are introduced almost simultaneously. Russian production practice is significantly different from the American one, and Lean manufacturing is significantly ahead of Environmental management principles. To test the hypothesis, a formed sample of a number of Russian manufacturing companies was rather small, but the results were fully confirmed.


2018 ◽  
Vol 1 (1) ◽  
pp. 623-629
Author(s):  
Tomasz Rydzkowski ◽  
Iwona Michalska-Pożoga ◽  
Marcin Szczepanek ◽  
Martin Kendra

Abstract In recent years lean thinking (also referred as slim) increases its popularity not only in industry, but also in the entire business world. There are many confirmed effects demonstrating the high effectiveness of this philosophy: a clear improvement of economic indicators, an increase in current satisfaction and the acquisition of new clients; better, stable quality of offered products and services; efficient organization of production; more effective management; high productivity of work and production; minimizing the costs of production and storage of stocks. Why is Lean implementation in our domestic conditions not easy and sometimes ineffective? In this study we will try to answer these very important questions.


2018 ◽  
Vol 28 (3) ◽  
pp. 92-98 ◽  
Author(s):  
V. A. Turilov ◽  
B. B. Abdullin

Specifics of the implementation of lean manufacturing management system (SMPS) tools at the domestic enterprises of the defense-industrial complex, who take efforts towards the increase of the economic efficiency of their production and business operations, have been reviewed. The applied SMPS tools introduced or being introduced by business entities have been analyzed. Approaches to planning and content of the stages of SMPS tools implementation at the defense industry enterprises have been formulated.


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