The aim of this article is to identify opportunities for using synergies obtained by incorporation of the two methods of management: Lean Management and Agile Management on the example of the process of column concreting. Despite the seemingly contradictory assumptions the two concepts complement each other in analysed example. The strategy is based on using the idea of "one piece flow" in accordance with the Lean Management which led to a reduction of costs due to increased turnover of formwork. At the same time the success of the project resulted in a significant dependence on the ability to provide a rapid response to changing conditions during in the maturation of concrete (depending on weather conditions, which can be expected on the basis of projections having different reliability). The simultaneous use of Lean and Agile Management allowed to achieve positive results for different scenarios of environment impact on the analysed process.
This paper introduces the Lean School, a Learning Factory, along with a “game” of physical
simulation that is developed in it. All this is focused on teaching-learning, both of students
and professionals, of the potential advantages offered by the implementation of the Lean
Production in the organizations.
The participants gain a practical experience, based on experimental learning, which gives
them a better understanding of the principles and tools of Lean philosophy.
This physical environment is not limited to theoretical teaching, but goes beyond and implements
a production system near a real one. It starts from a configuration of a production
plant with an unbalanced system and throughout the different iterations, called productions,
introduces and implement the Lean principles, which makes its participants acquire
not only knowledge but also the skills needed to implement an efficient production in their
organizations.
All the constituent elements of the system will be described briefly: the product, the variations
thereof, the initial design with its layout, as well as the subsequent productions, and
the results of learning of each one.
The application of the 5S methodology to warehouse management represents an important
step for all manufacturing companies, especially for managing products that consist of
a large number of components. Moreover, from a lean production point of view, inventory
management requires a reduction in inventory wastes in terms of costs, quantities and time
of non-added value tasks. Moving towards an Industry 4.0 environment, a deeper understanding
of data provided by production processes and supply chain operations is needed:
the application of Data Mining techniques can provide valuable support in such an objective.
In this context, a procedure aiming at reducing the number and the duration of picking
processes in an Automated Storage and Retrieval System. Association Rule Mining is applied
for reducing time wasted during the storage and retrieval activities of components
and finished products, pursuing the space and material management philosophy expressed
by the 5S methodology. The first step of the proposed procedure requires the evaluation
of the picking frequency for each component. Historical data are analyzed to extract the
association rules describing the sets of components frequently belonging to the same order.
Then, the allocation of items in the Automated Storage and Retrieval System is performed
considering (a) the association degree, i.e., the confidence of the rule, between the components
under analysis and (b) the spatial availability. The main contribution of this work is
the development of a versatile procedure for eliminating time waste in the picking processes
from an AS/RS. A real-life example of a manufacturing company is also presented to explain
the proposed procedure, as well as further research development worthy of investigation.
One of the main challenges to solve in an Industry 4.0 context for manufacturing leaders worldwide is increasing product and value-stream complexity. In this paper we present a standardized visualization methodology through multichannel plots applied to complex organizational design network configurations. Combining network theory and strategic lean management oriented organizational design through Hoshin Kanri Forest technology, this approach is expected to allow scholars and organizational leaders to systematically visualize strategic organizational design KPI (key performance indicator) dynamic states and hence significantly reduce KPI interpretation complexity. An example is briefly shown for explanatory purposes
The aim of this paper is to identify lean management instruments used to implement strategic
objectives related to the creation and retention of value in the area of value networks while
redefining the business model of service enterprises on the example of hotels. In relation
to the objective, a survey was conducted using the questionnaire method with the use
of Computer Assisted Web Interview technique, using a self-developed questionnaire. The
survey was carried out between February and May 2020 among 421 representatives of hotel
service companies operating in the three, four and five-star standard. In order to verify
the assumptions between the surveyed features, statistical inferences were used using the
Statistica programme. The research results may provide inspiration for the implementation
of lean management concept in the area of redefining business models conducive to value
creation. The issues presented in the paper are an attempt to fill the gap indicating practical
experience related to the use of lean management instruments in the hotel services sector
and their effectiveness in the process of redefining business models and value creation.